Author Archives: Larry Janis

Head of HR for North America

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Our Client

A leading NYSE publicly traded global technology services/software engineering company.  Headquartered in  PA, the client is focused on delivering results through best-in-class software engineering, innovation, strategy, consulting and design capabilities. With over twenty years of experience in the information technology industry, the client’s nearly 20,000 employees serve customers in over 25 countries across North America, Europe, Asia and Australia.   The client appears on FORBES 25 Fastest Growing Public Tech Companies and on FORTUNE’S 100 Fastest Growing Companies.

Job Description

Reporting to the Chief People Officer, the Head of HR for North America will be responsible for human resources strategy and operations/execution, serving the people and talent needs for employees at all levels.   The head of HR for North America will manage 7-10 direct reports and lead a total team of 15 serving an employee population of over 1300 professionals throughout the United States, Canada and Mexico. (more…)

SENIOR BPO SALES EXECUTIVE

Senior BPO Sales Executive

The Senior BPO Sales Executive is responsible for achieving profitable sales growth by managing/closing multiple sales campaigns using deep sales process and offering or product expertise within a complex market or emerging market/white space. The role report to the Sales Management Director and is focused in Banking/Capital Markets or in Pharma/Life Science Industry sectors.

 

 

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Responsibilities: Grow the Business:  Drives sales opportunities to closure – increasingly selling a mix of defined solutions/extensions and new offerings or products into white space; wide range of service group offerings and deal structures

Develop Key Relationships:  Develops strong relationships with key client buyers: the Divisional head/C-Suite level; client decision making spanning multiple layers of organization. (more…)

Great leadership teams say these six things about each other

By Evan RothEvan-Roth

Silos, egos, chest beating, throwing under the bus, misalignment and blaming each other. These descriptors top the list when I am asked to work with dysfunctional leadership teams.

It’s far more rare to hear the following six statements in the business world, but these are what winning sports teams say about one another. We can learn a lot from the world of sports as to how we can and should function as winning leadership team members.

It’s not about me, but the team.

It’s fascinating to hear this statement come out of a star player’s mouth. Are they being humble, not trying to draw attention to themselves? Or do they really believe what they are saying?

When our focus and intention is around winning as a team, we actually have a better chance of doing so. When the team is my focus, I cross the silo, embrace what’s best for the organization (vs. my own P&L), and am not satisfied until we all win. My performance is always less than the team’s performance, and I am not satisfied until the collective team wins. The last thing we would ever do is let down our team members. (more…)

Research: How a New CEO Can Make a Firm More Entrepreneurial

 

by Bastian Grühn, Steffen Strese, Malte Brettel

iStock_000015634604Medium - CopyA new face at the top brings new hopes, and often, new strategic priorities. When Target hired Brian Cornell as CEO in 2014, expectations were high that he would inject fresh energy into one of the largest U.S. retail chains. When that same year Microsoft replaced CEO Steve Ballmer with Satya Nadella, the move signaled the possibility for major change. Indeed, the company eventually announced its strategy to venture massively into cloud computing.

Each year, about 10% of the companies on the S&P 500 Index experience a CEO transition. And this transition is much more than a new nameplate on the corner office. When new CEOs take charge, they sometimes change or even reverse the entire strategic course of the company – a course that, such as in the case of Microsoft, often aligns with entrepreneurial growth opportunities. (more…)

What makes a leadership development strategy successful?

By Forbes Coaches Council

A recent Deloitte study found that 56% of executives believe their companies are not ready to meet today’s leadership needs. Many companies are responding, last year iStock_000008266083Small[1]spending $31 billion on leadership development programs, and since 2015 alone spending on such programs has increased by 10%.

Jesse Demmel, vice president of platform engineering at Under Armour, rewrites an old adage: “Some leaders are born. Many are made.”

But not all attempts to “make” leaders are created equal. Matt Norquist, CEO of Linkage, a global leadership development consultancy firm, says, “I think that, despite all the effort, a lot of the companies I see aren’t making sustainable progress.”

So, what are some key elements that make a leadership development strategy successful?

Structured Progression

One mistake organizations make when it comes to leadership development is sporadic or inconsistent development opportunities. For example, leaders take hour-long online seminars or employees only meet with managers at annual reviews. (more…)