Summary
The Senior BPO Capture 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. These roles report to the Sales Management Director and are focused in the Product Vertical for the US: Retail, CPG, Pharma/Life Science, Industrial and Travel & Hospitality. Continue reading
by Randel Carlock
Entrepreneurship is not just for startups. It’s a lens through which all organisations should view strategy and leadership in the 21st century to address societal problems.
Management theories come about in response to particular problems. At the turn of the 20th century, the most notable organisations were large and industrialised and carried out routine tasks to manufacture a variety of products. This led Frederick Taylor to develop the scientific management theory, which advocated optimising tasks by breaking big complex jobs into small ones, measuring what workers did and linking pay to performance.
Management practice of that era was designed to seek out efficiencies, improve productivity and make “the trains run on time.” Theory started to evolve by the 1930s, when unions began to reject the dehumanising effects of earlier practices. This formed the beginning of the human relations movement when researchers started realising that treating people nicely was even better for productivity. Continue reading
The Senior Executive will be responsible for performance of Credit Services- including sales, revenue and profitability. The currently business is $200+M in revenue with plans to grow to over $300M by 2018.
This person would be responsible for the following:
o Driving growth across growth platforms and be accountable for strategic metrics such as client penetration and contribution to geographic market share growth
o Contribute to coordinating and driving the ongoing sales reengineering and pricing transformation programs necessary to win in the marketplace.
o Assist with the implementation of industry programs at the regional level and support geography-based programs directly impacting large market-maker sales, foundation clients and regional/global clients.
o Serve as a thought leader in the industry by helping to shape a vision of the future of mortgage, servicing, commercial credit, and commercial real estate and lease administration Continue reading
By Sarah Cliffe
There’s sometimes a disconnect between how we talk about leadership qualities (we tend to use words like authority, power, and emotional intelligence) and what we actually require from the people leading teams and other working groups (arguably, competence and a deep knowledge of the specific work that needs to get done).
In a forthcoming Journal of Applied Psychology article, researchers from Stanford and Erasmus University explore which set of qualities matters most to team performance. The paper also looks at when power differences contribute to team success, and when they damage it.
I spoke with Stanford’s Lindred Greer about the research; an edited version of our conversation appears below. The other authors on the article are Murat Taraki (lead author) and Patrick Groenen, both at the Rotterdam School of Management. Continue reading
By David Rock and Beth Jones
The move away from conventional, ratings-based performance management continues to gain momentum. By November this year, at least 52 large companies had shifted from the practice of once-yearly performance appraisals; estimates are that hundreds of other companies are considering following suit. A wide range of industries are represented, from technology (39% of the 52) to business services (19%).
At the NeuroLeadership Institute, we’ve conducted in-depth research with 33 of these 52 companies to find out what really happens when companies remove performance ratings. Here are some of our high-level findings:
1. The frequency of manager-employee conversations increases dramatically.
All of the companies increased the recommended number of manager interactions with their teams. Of the 33 U.S.-based companies we studied, 76% had previously recommended an annual performance conversation. After moving away from ratings, 68% moved to a recommendation of, at minimum, quarterly conversations.
The focus has clearly shifted to conversations happening throughout the year. Managers are being urged to use their judgment about a conversation frequency that best supports employee performance. Some companies are also asking direct reports to play a more proactive role in owning the responsibility for scheduling and preparing for performance conversations. Continue reading
