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Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1) Above
where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
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wwwLTSemajcom wwwABOVEorBEYONDJMcom 2
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wwwLTSemajcom wwwABOVEorBEYONDJMcom 3
BUSINESS TRENDS
ABOVE or BEYOND
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 5
Employee Experience
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Employer Branding bull One of the most important trends it is one of the last places where
teams investbull 53 of leaders say that they would prioritize investing in long-term
strategic plays like employer branding
bull 39 in tools bull 38 in candidate experience and bull 29 in upskilling their teams
bull If you are looking for ldquoventure betsrdquo for 2017 exploring some of these areas may be a great idea
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What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can
only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational
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What Is The Prerequisite To Establishing An Employer
Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career
expectations bullWhat are the companyrsquos strategic
objectives
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Establishing an Employer Brand
bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer
bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer
offerings which are considered valuable to Top Talent
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Big DataBusiness Analytics
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HR Transforms Itself
bull 2017 is going to be the year human resources transforms itself into people science
bull the rise of big data has infiltrated and transformed everything from product design to finance
bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers
bull Unfortunately HR and recruiting have been largely absent from this evolution
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Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
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New Trends in Office Set-up
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Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
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Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
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New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25
New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
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New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
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The New Manager ndash Gen-X
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The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
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Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
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Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
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Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
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Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
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The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
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Mobile Apps
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From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
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Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
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Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
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M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
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1 Spot Media
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Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
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Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
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Culture and Strategy
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Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
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What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
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What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
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Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
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Leadership
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Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
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Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 2
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 3
BUSINESS TRENDS
ABOVE or BEYOND
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 4
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 5
Employee Experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 6
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Employer Branding bull One of the most important trends it is one of the last places where
teams investbull 53 of leaders say that they would prioritize investing in long-term
strategic plays like employer branding
bull 39 in tools bull 38 in candidate experience and bull 29 in upskilling their teams
bull If you are looking for ldquoventure betsrdquo for 2017 exploring some of these areas may be a great idea
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What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can
only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational
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What Is The Prerequisite To Establishing An Employer
Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career
expectations bullWhat are the companyrsquos strategic
objectives
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Establishing an Employer Brand
bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer
bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer
offerings which are considered valuable to Top Talent
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Big DataBusiness Analytics
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HR Transforms Itself
bull 2017 is going to be the year human resources transforms itself into people science
bull the rise of big data has infiltrated and transformed everything from product design to finance
bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers
bull Unfortunately HR and recruiting have been largely absent from this evolution
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Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
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New Trends in Office Set-up
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Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
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Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
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New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
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New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
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The New Manager ndash Gen-X
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The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
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Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
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Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
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Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
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Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
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Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
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Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
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Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
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Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 3
BUSINESS TRENDS
ABOVE or BEYOND
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 4
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 5
Employee Experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 6
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 7
Employer Branding bull One of the most important trends it is one of the last places where
teams investbull 53 of leaders say that they would prioritize investing in long-term
strategic plays like employer branding
bull 39 in tools bull 38 in candidate experience and bull 29 in upskilling their teams
bull If you are looking for ldquoventure betsrdquo for 2017 exploring some of these areas may be a great idea
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What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can
only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational
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What Is The Prerequisite To Establishing An Employer
Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career
expectations bullWhat are the companyrsquos strategic
objectives
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Establishing an Employer Brand
bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer
bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer
offerings which are considered valuable to Top Talent
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Big DataBusiness Analytics
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14
HR Transforms Itself
bull 2017 is going to be the year human resources transforms itself into people science
bull the rise of big data has infiltrated and transformed everything from product design to finance
bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers
bull Unfortunately HR and recruiting have been largely absent from this evolution
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Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
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New Trends in Office Set-up
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21
Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
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New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28
Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
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The New Manager ndash Gen-X
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The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
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Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
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Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
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Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
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Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
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Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
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Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 4
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 5
Employee Experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 6
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 7
Employer Branding bull One of the most important trends it is one of the last places where
teams investbull 53 of leaders say that they would prioritize investing in long-term
strategic plays like employer branding
bull 39 in tools bull 38 in candidate experience and bull 29 in upskilling their teams
bull If you are looking for ldquoventure betsrdquo for 2017 exploring some of these areas may be a great idea
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What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can
only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational
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What Is The Prerequisite To Establishing An Employer
Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career
expectations bullWhat are the companyrsquos strategic
objectives
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Establishing an Employer Brand
bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer
bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer
offerings which are considered valuable to Top Talent
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Big DataBusiness Analytics
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14
HR Transforms Itself
bull 2017 is going to be the year human resources transforms itself into people science
bull the rise of big data has infiltrated and transformed everything from product design to finance
bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers
bull Unfortunately HR and recruiting have been largely absent from this evolution
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Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17
New Trends in Office Set-up
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21
Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
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New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
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The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
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Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
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Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
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Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
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Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
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Leadership
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Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
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7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
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8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
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Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 5
Employee Experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 6
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 7
Employer Branding bull One of the most important trends it is one of the last places where
teams investbull 53 of leaders say that they would prioritize investing in long-term
strategic plays like employer branding
bull 39 in tools bull 38 in candidate experience and bull 29 in upskilling their teams
bull If you are looking for ldquoventure betsrdquo for 2017 exploring some of these areas may be a great idea
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What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can
only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational
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What Is The Prerequisite To Establishing An Employer
Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career
expectations bullWhat are the companyrsquos strategic
objectives
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Establishing an Employer Brand
bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer
bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer
offerings which are considered valuable to Top Talent
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Big DataBusiness Analytics
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14
HR Transforms Itself
bull 2017 is going to be the year human resources transforms itself into people science
bull the rise of big data has infiltrated and transformed everything from product design to finance
bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers
bull Unfortunately HR and recruiting have been largely absent from this evolution
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Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
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New Trends in Office Set-up
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
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Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
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New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
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New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
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The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
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Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
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Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
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Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
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Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
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Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
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Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
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8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
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Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 6
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 7
Employer Branding bull One of the most important trends it is one of the last places where
teams investbull 53 of leaders say that they would prioritize investing in long-term
strategic plays like employer branding
bull 39 in tools bull 38 in candidate experience and bull 29 in upskilling their teams
bull If you are looking for ldquoventure betsrdquo for 2017 exploring some of these areas may be a great idea
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What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can
only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational
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What Is The Prerequisite To Establishing An Employer
Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career
expectations bullWhat are the companyrsquos strategic
objectives
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Establishing an Employer Brand
bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer
bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer
offerings which are considered valuable to Top Talent
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Big DataBusiness Analytics
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HR Transforms Itself
bull 2017 is going to be the year human resources transforms itself into people science
bull the rise of big data has infiltrated and transformed everything from product design to finance
bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers
bull Unfortunately HR and recruiting have been largely absent from this evolution
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Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
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New Trends in Office Set-up
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Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
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Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
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New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
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New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
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The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
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Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
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Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
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What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
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What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
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Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
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Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
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8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
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Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 7
Employer Branding bull One of the most important trends it is one of the last places where
teams investbull 53 of leaders say that they would prioritize investing in long-term
strategic plays like employer branding
bull 39 in tools bull 38 in candidate experience and bull 29 in upskilling their teams
bull If you are looking for ldquoventure betsrdquo for 2017 exploring some of these areas may be a great idea
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What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can
only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational
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What Is The Prerequisite To Establishing An Employer
Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career
expectations bullWhat are the companyrsquos strategic
objectives
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Establishing an Employer Brand
bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer
bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer
offerings which are considered valuable to Top Talent
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Big DataBusiness Analytics
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HR Transforms Itself
bull 2017 is going to be the year human resources transforms itself into people science
bull the rise of big data has infiltrated and transformed everything from product design to finance
bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers
bull Unfortunately HR and recruiting have been largely absent from this evolution
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Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
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New Trends in Office Set-up
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21
Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
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New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
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New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
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The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
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Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
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What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
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What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
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Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
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8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
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Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 8
What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can
only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 9
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What Is The Prerequisite To Establishing An Employer
Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career
expectations bullWhat are the companyrsquos strategic
objectives
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Establishing an Employer Brand
bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer
bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer
offerings which are considered valuable to Top Talent
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Big DataBusiness Analytics
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14
HR Transforms Itself
bull 2017 is going to be the year human resources transforms itself into people science
bull the rise of big data has infiltrated and transformed everything from product design to finance
bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers
bull Unfortunately HR and recruiting have been largely absent from this evolution
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Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
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New Trends in Office Set-up
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21
Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
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New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
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Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
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What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
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What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
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Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 9
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 10
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 11
What Is The Prerequisite To Establishing An Employer
Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career
expectations bullWhat are the companyrsquos strategic
objectives
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Establishing an Employer Brand
bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer
bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer
offerings which are considered valuable to Top Talent
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Big DataBusiness Analytics
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HR Transforms Itself
bull 2017 is going to be the year human resources transforms itself into people science
bull the rise of big data has infiltrated and transformed everything from product design to finance
bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers
bull Unfortunately HR and recruiting have been largely absent from this evolution
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Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17
New Trends in Office Set-up
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21
Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26
New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
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Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
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Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
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Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
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Culture and Strategy
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Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
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What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
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What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
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Leadership
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Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
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8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
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Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 10
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 11
What Is The Prerequisite To Establishing An Employer
Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career
expectations bullWhat are the companyrsquos strategic
objectives
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Establishing an Employer Brand
bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer
bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer
offerings which are considered valuable to Top Talent
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Big DataBusiness Analytics
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HR Transforms Itself
bull 2017 is going to be the year human resources transforms itself into people science
bull the rise of big data has infiltrated and transformed everything from product design to finance
bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers
bull Unfortunately HR and recruiting have been largely absent from this evolution
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Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
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New Trends in Office Set-up
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21
Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
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New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
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1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
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Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
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Culture and Strategy
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Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
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What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
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Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
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Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 11
What Is The Prerequisite To Establishing An Employer
Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career
expectations bullWhat are the companyrsquos strategic
objectives
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Establishing an Employer Brand
bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer
bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer
offerings which are considered valuable to Top Talent
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Big DataBusiness Analytics
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14
HR Transforms Itself
bull 2017 is going to be the year human resources transforms itself into people science
bull the rise of big data has infiltrated and transformed everything from product design to finance
bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers
bull Unfortunately HR and recruiting have been largely absent from this evolution
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Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17
New Trends in Office Set-up
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21
Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25
New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26
New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27
Emotional Intelligence
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28
Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
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M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
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1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
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Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
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Culture and Strategy
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Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
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What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
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What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
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Leadership
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Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
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8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
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Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 12
Establishing an Employer Brand
bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer
bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer
offerings which are considered valuable to Top Talent
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Big DataBusiness Analytics
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HR Transforms Itself
bull 2017 is going to be the year human resources transforms itself into people science
bull the rise of big data has infiltrated and transformed everything from product design to finance
bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers
bull Unfortunately HR and recruiting have been largely absent from this evolution
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Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
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New Trends in Office Set-up
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21
Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
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New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
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New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
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1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
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Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
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Culture and Strategy
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Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
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What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
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Leadership
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Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
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8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
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Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 13
Big DataBusiness Analytics
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14
HR Transforms Itself
bull 2017 is going to be the year human resources transforms itself into people science
bull the rise of big data has infiltrated and transformed everything from product design to finance
bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers
bull Unfortunately HR and recruiting have been largely absent from this evolution
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Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
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New Trends in Office Set-up
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21
Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26
New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28
Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
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Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
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Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
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What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
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Leadership
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Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14
HR Transforms Itself
bull 2017 is going to be the year human resources transforms itself into people science
bull the rise of big data has infiltrated and transformed everything from product design to finance
bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers
bull Unfortunately HR and recruiting have been largely absent from this evolution
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 15
Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17
New Trends in Office Set-up
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21
Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23
New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25
New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26
New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28
Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
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Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
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Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 15
Data Scientists bull one of the most in-demand positions for the past two
years havenrsquot been much of a presence in HR-related tasks
bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations
bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions
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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
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New Trends in Office Set-up
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21
Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25
New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26
New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28
Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
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Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
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What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 16
Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world
but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they
want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application
of data and analytics
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New Trends in Office Set-up
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21
Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26
New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
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What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
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What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
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Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
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8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
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Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17
New Trends in Office Set-up
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18
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Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
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Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
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New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
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The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
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Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
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Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
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Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
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Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
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8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21
Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
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New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
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The New Manager ndash Gen-X
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The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
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Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
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Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
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Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
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Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
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Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
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Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
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7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
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8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19
Rearrangement of The Office Set-up to Attract Top Talent
bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage
bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s
bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs
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Destroying Silos
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Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
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New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
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The New Manager ndash Gen-X
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The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
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Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
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Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
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Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
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2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
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3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
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7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
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Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20
Destroying Silos
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Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
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New Senior Level Positions
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New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
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New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
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New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
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Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
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The New Manager ndash Gen-X
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The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
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Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
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Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
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Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
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Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
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Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
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Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
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Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
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6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
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Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21
Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief
Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization
bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch
bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier
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These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23
New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25
New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26
New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
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Emotional Intelligence
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28
Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
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Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
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The New Manager ndash Gen-X
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The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
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Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
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Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
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Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
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Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22
These new trends and technologies
bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year
bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long
into the future where change is the only constant
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23
New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25
New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26
New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27
Emotional Intelligence
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28
Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
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Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
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The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23
New Senior Level Positions
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25
New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26
New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27
Emotional Intelligence
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28
Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30
Blended Workforce
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31
Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
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The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
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Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
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The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
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Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
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Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
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Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
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Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
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Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
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Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
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Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
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Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
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Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
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Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
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Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
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The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
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Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
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What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
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What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24
New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for
the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization
or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise
bull Chief communications officer head of communications public relations andor public affairs in an organization
bull Chief compliance officer Chief creative officer Chief customer officer
bull Chief data officer Chief design officer Chief Employee Experience Officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25
New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26
New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27
Emotional Intelligence
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28
Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30
Blended Workforce
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31
Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36
Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
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Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25
New Corporate or Business Titles
bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26
New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27
Emotional Intelligence
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28
Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30
Blended Workforce
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31
Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36
Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26
New Corporate or Business Titles
bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer
bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security
officerbull Chief services officer Chief strategy
officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief
visionary officerbull Chief web officer
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27
Emotional Intelligence
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28
Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30
Blended Workforce
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31
Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36
Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27
Emotional Intelligence
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28
Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30
Blended Workforce
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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36
Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28
Emotional Intelligence The Game Changer
bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to
captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce
recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility
and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can
simply perform their duties but would not necessarily mesh with the company culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30
Blended Workforce
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31
Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36
Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30
Blended Workforce
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31
Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36
Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30
Blended Workforce
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31
Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36
Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31
Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a
new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore
seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible
teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the
ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers
in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other
employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical
skills globally
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36
Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32
Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to
connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from
home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented
employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute
capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36
Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33
Increased Popularity of Part-time Jobs and an Expanded
Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities
continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades
bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities
bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether
bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there
bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36
Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34
The Emergence of Boomerang Workers and New Challenge for the
Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of
compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year
bull
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time
bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation
bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36
Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35
Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value
with fewer expenses bull increased use of robotics and the need for a more modernized office
employers will have no choice but to enforce computerization to the detriment of their workers
bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years
bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows
bull Every sector is currently under both internal and external pressure to adopt automation in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36
Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36
Automation amp Productivitybull Even though a more efficient office will provide workers with a
safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced
bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies
bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37
The New Manager ndash Gen-X
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38
The Next Generation of Management
bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try
different approaches bull Their open mindedness along with their tech savviness
will likely bring drastic change to HR in 2017 and beyond
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39
Gen-X Will Take over Managerial Positions
as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the
massive loss of boomers bull A credible global study on company staffing trends and culture found
that there is a need to undertake more regular performance reviews as opposed to traditional annual reports
bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41
The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of
health plan
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42
Disappearance of Performance Review
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44
Annual Performance Reviews Disappearing
bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently
bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)
bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review
process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given
regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and
changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45
Change How Workplace Performance Is Reviewed
bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed
bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees
even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and
ratings from their reviews instead relying on comments and discussions when possible with employees
bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace
bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46
Annual Performance Reviews Evolve Into More Continuous
Reviewsbull One of the biggest discussions in HR circles is performance reviews how to
transform them and implement something new that serves both managers and employees
bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook
bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement
bull 25 of employees feel that annual performance reviews donrsquot help improve their performance
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47
Team-Based Reviews amp Engagement
bull Employee-empowered learning is on the rise and top-down goals are on the decline
bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback
bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in
bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48
The More Humane Workplace
bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits
bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider
when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is
expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements
bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results
bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49
Mobile Apps
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50
From Mobile-Friendly to Mobile-Centric
bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-
centric for 2017bull First ndash Before you do anything else ensure that your
website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a
lot of them
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51
Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay
for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business
with these customersBuy Buttons
bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among
consumersbull That may change in 2017bull As retailers and consumers increase their confidence in
the ldquobuyrdquo button 2017 could be the year this tool takes off
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52
Mobile Appsbull Simply stated if you own a business and you
dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans
check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53
M-Tailorbull Stop wearing another manrsquos clothing Get measured
by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required
bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps
bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54
1 Spot Media
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55
Mobile Appsbull Mobile devices are a key marketing tool for many
businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand
provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take
advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56
Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57
Culture and Strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58
Company Culture And Employee Engagement
bull The recent economic climate has forced businesses to implement new operational methods
bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected
bull Once this is accomplished the benefits will help the company succeed in the future
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60
Shape Culture Drive Strategybull The impact of culture on business is hard to overstate
bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage
bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior
innovation and customer service bull Knowing that leadership behavior and reward systems directly impact
organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and
influence their culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61
Culture Is A Business Issue Not Merely An HR Issue
bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure
bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage
bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo
bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail
depending on the alignment of culture with the businessrsquos direction
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63
Global Human Capital Trends
bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately
connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65
What is Culturebull Culture describes ldquothe way things work
around hererdquo bull Specifically it includes the values beliefs behaviors
artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis
bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors
bull Culture includes all the behaviors that may or may not improve business performance
bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66
What is Engagementbull Engagement in contrast describes ldquohow people
feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the
company and to their work bull Engagement encompasses five broad areas
bull meaningful work and jobs management practices and behaviors the work environment
bull opportunities for development and growth and trust in leadership
bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67
The Two Are Connected
bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement
bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure
bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69
Few Factors Contribute More To Business Success
Than Culturebull the system of values beliefs and behaviors that shape how
real work gets done within an organization bull Its close connection to performance is not lost on HR and
business executives bull 87 of survey respondents say that culture is
importantbull 54 rate it as very important bull 9 percentage points more than last year
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70
What Culture Doesbull Culture brings together the implicit and explicit reward
systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say
bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition
bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72
What Culture Doesbull Have you ever wondered why certain
companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is
culturebull The importance of culture is readily apparent
when things go wrong
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73
Where Companies Can Start
bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities
bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the
desired culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74
Understand Both The Current and The Desired Culture
bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and
behaviors that allowed those practices to develop
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75
Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76
Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78
The Bottom Linebull Although HR has a distinct and proactive role to play in
driving cultural changebull the challenge of culture should be owned at the highest
level bull by the leaders who are responsible for business
strategy bull Just as the CEO is ultimately responsible for business
strategy the CEO is ultimately responsible for culture
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79
Leaders Must Leadbull In short leaders must understand that
their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must
drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80
Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81
Leadership Trend Projections
bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and
leadership challenges
bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next
bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr
epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82
1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when
Google released what they learned about teams and teamwork it becomes news
bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions
bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt
bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83
2 Increased attention on curiosity
bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017
bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential
bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow
bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84
3 Greater investment on human capital
bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development
bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities
bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85
4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to
the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from
one to three minutes bull are more palatable and less overwhelming to undertake than
their 30 to 60 minute course counterparts
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86
5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare
insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent
bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time
employment bull On the flip side
bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer
bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the
freedom to choose the work you want (or donrsquot)
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87
6 More customer control
bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry
leaders will be able to allow customers greater customization options for bull product and service bundles affording greater
control and personalizing the customer experience
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88
7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one
dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work
bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)
bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who
can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming
bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89
8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and
teamwork the reward structure favors individuals bull You receive what you reward and if you want to
reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no
further than the latest Wells Fargo fiasco
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90
Looking Into 2017bull Employee experiencebull Big DataBusiness
Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence
bull The Blended Workforcebull The New Manager -
Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92
Above or Beyond (formerly The JobBank)
A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)
Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica
wwwABOVEorBEYONDJMCOMOffice (876) 948-5627
05032023
wwwLTSemajcom wwwABOVEorBEYONDJMcom 92