Morgan Philips Group’s Post

Nordic Interim celebrates 20 years! As Nordic Interim in Sweden marks its 20th anniversary this year, we're excited to share our history with you. Our company's success is dependent on our colleagues, clients and Executive Interim Managers. We have talked to our very first Interim Manager, Margaret Brooks, who was engaged as interim Global VP Compensation & Benefits at Electrolux Group by Lilian Fossum Biner. “This was my first interim assignment, and it was interesting and exciting! I felt that I had a very good rapport with Lilian; she was excellent to work with and I really felt part of the team. It is important for an Interim Manager to be able to adapt quickly to the organization and utilize the needed skills and competencies. I’m British but had previously worked with Ericsson and liked the Swedish approach and culture, so when I was asked to undertake this assignment, it was a perfect match.”   Why did you choose to take an interim assignment? “I had worked within HR for over 30 years in international engineering and high-tech companies. I wanted to try something else and use my experiences in new ways. I have always been driven by solving complex problems, I’m curious and like challenges. Executive Interim Management is a very good solution when you have a critical competence need on a senior level or if you need to undertake a specific project where you only need someone for a limited time.” #interimmanagement #anniversery #businesstrategy

Do you agree that especially during times of transformation people are the key to success? That’s exactly what our HR conference “HaRmony” in India was all about. The yearly event brings together people from different Bosch divisions, HR functions and regions with one common goal: to connect, collaborate and contribute to the key HR focus areas relevant for business and people across Bosch India. I would like to share with you two personal reasons why this conference has been particularly important to me: 👉 One key topic on the agenda has been the roll-out of an upgraded goal and performance dialogue. This transition is closely aligned with one of my personal core objectives – fostering growth and development of every employee, contributing to both personal and organizational success. 👉 Our “HaRmony” conference exemplifies the power of cross-regional collaboration. To me, building an environment that embraces diverse perspectives and skills, thinking globally first and involving different regions in transformative projects from the start is very important. During changing times, long-distance travel is not always the preferred option, also from a sustainability point of view. Therefore, I am grateful for the opportunity to participate online in this important conference. What’s more: through an interactive Q&A session, we created a viable platform for an open exchange between the team and myself, successfully bridging the physical distance. I want to thank Suresh B R and the whole team for the enriching exchange last week! It was a pleasure sharing knowledge, experiences, and ideas from different perspectives, and I eagerly look forward to our continued journey of driving change together. 🚀 Work #LikeABosch #HRTransformation

German businesses are solving talent challenges 🇩🇪 But here’s what every global HR team can learn from 7 expert insights: Zukunft Personal 2023 proved that German HR teams are transforming global cultures, increasing retention rates and digitizing HR systems. But this isn’t just relevant for Germany. There’s key lessons for HR teams in every market 🌏 Follow the link below to gain valuable insights on 7 HR topics: 🔥 Frank Leyhausen, AF1 GmbH - AgeForce1 💡 Reintegrating retired talent closes skill gaps at Bosch & TRIGEMA Inh. W. Grupp e. K. 🔥 Anja Kuhl, Nestlé 💡Digitized HR systems create agile teams 🔥 Dirk Ahlers, Pioneering GmbH 💡 Miele helps drive intrapreneurship & product innovation 🔥 Dr. Timo Holm, Siemens & Christina Boesenberg, Boston Consulting Group (BCG) 💡 Why effective transformation needs internal know-how & external consultancy 🔥 Vanessa Eller, Otto Group 💡 How Otto Group is transforming its global culture 🔥 Ralf Berns, Deutsche Bahn 💡 Deutsche Bahn’s data-driven HR system for performance management 🔥Konrad Kleinholz, NEOBRAIN 💡 How Bosch reskilled 700 talent to transform a French automobile factory #kulturwandel #laborshortages #hrinnovation #hrinsights

Here's the actual post by India Employer Forum that I had missed out on tagging with the post I had made. #paneldiscussion #webinar

Pharma Founders & CEOs, doing this will result in 𝟮𝟵% of your staff resigning. What's that? 𝗗𝗿𝘆 𝗣𝗿𝗼𝗺𝗼𝘁𝗶𝗼𝗻𝘀 - promotions without a salary increase. This is injustice and unethical. There's a better way: Create a 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗶𝗼𝗻 𝗣𝗹𝗮𝗻 and these are the steps: 🟢 𝘐𝘥𝘦𝘯𝘵𝘪𝘧𝘺 𝘒𝘦𝘺 𝘗𝘰𝘴𝘪𝘵𝘪𝘰𝘯𝘴 - Determine which roles are critical to your organization's success and cannot be left vacant. 🟢 𝘋𝘦𝘧𝘪𝘯𝘦 𝘊𝘰𝘮𝘱𝘦𝘵𝘦𝘯𝘤𝘪𝘦𝘴 𝘢𝘯𝘥 𝘙𝘦𝘲𝘶𝘪𝘳𝘦𝘮𝘦𝘯𝘵𝘴 - For each key position, outline the skills, knowledge, and attributes necessary for success in the role. 🟢 𝘈𝘴𝘴𝘦𝘴𝘴 𝘊𝘶𝘳𝘳𝘦𝘯𝘵 𝘛𝘢𝘭𝘦𝘯𝘵 - Evaluate your current workforce to identify potential successors who have the competencies or the potential to develop them. 🟢 𝘋𝘦𝘷𝘦𝘭𝘰𝘱 𝘐𝘯𝘵𝘦𝘳𝘯𝘢𝘭 𝘛𝘢𝘭𝘦𝘯𝘵 - Create development plans for high-potential employees to prepare them for future leadership roles. This can include mentoring, coaching, training, and stretch assignments. 🟢 𝘙𝘦𝘤𝘳𝘶𝘪𝘵𝘮𝘦𝘯𝘵 𝘚𝘵𝘳𝘢𝘵𝘦𝘨𝘺- If there are gaps in the internal talent pool, develop a strategy for external recruitment to fill these critical roles. 🟢 𝘊𝘳𝘦𝘢𝘵𝘦 𝘢 𝘛𝘳𝘢𝘯𝘴𝘪𝘵𝘪𝘰𝘯 𝘗𝘭𝘢𝘯 - For each key role, develop a plan that outlines how the transition will occur, including timing and how knowledge will be transferred. 🟢 𝘊𝘰𝘮𝘮𝘶𝘯𝘪𝘤𝘢𝘵𝘦 𝘵𝘩𝘦 𝘗𝘭𝘢𝘯 - Ensure that stakeholders, including the board of directors, executives, and employees, understand the succession plan and their role in it. 🟢 𝘐𝘮𝘱𝘭𝘦𝘮𝘦𝘯𝘵 𝘵𝘩𝘦 𝘗𝘭𝘢𝘯 - Begin the process of preparing successors, which may include job rotation, increased responsibilities, and involvement in strategic projects. 🟢 𝘔𝘰𝘯𝘪𝘵𝘰𝘳 𝘢𝘯𝘥 𝘙𝘦𝘷𝘪𝘦𝘸 - Regularly review the succession plan to ensure it remains relevant and make adjustments as needed based on changes within the organization or the external environment. 🟢 𝘚𝘶𝘱𝘱𝘰𝘳𝘵 𝘢𝘯𝘥 𝘌𝘷𝘢𝘭𝘶𝘢𝘵𝘦 𝘚𝘶𝘤𝘤𝘦𝘴𝘴𝘰𝘳𝘴 - Once successors are in place, provide ongoing support and evaluate their performance to ensure they are meeting the expectations of their new roles. Succession planning is not a one-time event but an 𝗼𝗻𝗴𝗼𝗶𝗻𝗴 𝗽𝗿𝗼𝗰𝗲𝘀𝘀 that requires attention and updating as the organization evolves. It's also important to handle the process with sensitivity and transparency to maintain trust and morale within the organization.

🚀 Neither thunderstorms nor canceled flights could stop us from presenting the final pitches for our real-world project with Julia Hehlen from Swisscom! 🌩️✈️ Despite being connected only online, we formed a strong bond over the last three months, allowing us to dive into exciting insights and key findings for knowledge management solutions in digital transformation.   In the end, it was all about trust, communication, and feedback - and having the courage to openly express dissatisfaction with the status quo at the start of change processes. 💬✨   For the students, it was crucial to make resolute choices, occasionally abandon time-consuming research, start anew, and always prioritize practical benefits. 📚🔍 We've seen once again that professional HR work truly succeeds when the business is understood, even (and especially) in controlling: HR Business Partnering rocks! 🚀   Thank you all for your courage, trust, and hard work! Special thanks to Julia for your time, expertise, openness, and warm support! 🙌🍻 We'll definitely catch up over that after-work beer! Alexander Wegele Athina Bardho Ayla Basara Benjamin Weber Carla Scheer Chiara Brockmann Chioma Dorothea Nwachukwu Corvin Schröder Elisabeth Eichhorn Felix Mussweiler Hudaifa A. Janine Malze Kreschma Mahdizadah Marlene Nau Patricia Mazeli Stine Eilers Vanessa Flegel Wiebke Kamps Discussant and photographer: Ulrich Krüger   #thankyou #inquirylearning #activelearning #handsonlearning #projectbasedlearning #practicalproject #knowledgemanagement #digitaltransformation #hrbp #hrrocks #teameffort #continuousimprovement #collaborationmatters #resilience #wemadeit

Thank you Reed - Technology & Newcastle Strategic Solutions for hosting a brilliant talk on: Embracing diversity in technology A lot was discussed but what I took away from it... Diverse teams bring a wide range of perspectives and experiences, which fosters creativity and leads to more innovative solutions. At Infotel UK Consulting we have individuals from different backgrounds and viewpoints can challenge the present and spark unique ideas.   It improves decision-making. A variety of perspectives in decision-making processes helps to avoid groupthink and results in more thorough consideration of options/ potential outcomes. This can lead to better decisions and strategies. I know myself when more people are involved in a project, better suggestions and ideas are put forward. Attract and retain talent. Companies that prioritize diversity often have a better reputation and are seen as more inclusive. This can attract top talent from a wider pool of candidates and help retain employees who value inclusivity. Enhanced employee performance and satisfaction. Inclusive environments where diversity is valued tend to have higher levels of employee engagement and satisfaction. When employees feel respected and valued, they are more likely to be productive and loyal to the company. Cultural Competence. A diverse workforce enhances a company’s cultural competence, which is the ability to effectively interact with people across different cultures. This is increasingly important in a globalized business environment like Infotel UK Consulting, we work closely with our team in India and France. So understanding different cultures and beliefs helps us with planning and implementing projects/ processes.   It brings a broader range of skills and experiences. Which can be leveraged to address complex challenges and opportunities more effectively. Different backgrounds contribute to a richer skill set within companies. I personally enjoy collaboration with our recruitment team at Infotel India. They always bring different example experiences for me to think about a situation from a different view.   Enhanced reputation and brand. Companies known for their commitment to diversity often enjoy a better public image and stronger brand loyalty. Customers and clients are increasingly seeking to do business with socially responsible companies. For me social responsibility is very important. We are privileged to be able to go to work and make a difference in our wider community.   Diversity makes more money. Research has shown that companies with diverse leadership and workforces tend to perform better financially. Diversity can drive business growth and profitability by opening new markets and enhancing competitiveness.   Overall, diversity is not just a social or ethical imperative but also a strategic advantage that can drive innovation, improve decision-making, and enhance performance.   What is that saying…. Change is the only constant. #techNExt

A Journey Through Leadership and Healthcare Patricia Enocson recently left her role as HR Director for Karolinska Sjukhuset and is now looking forward to a career as an Executive Interim Manager in the USA. We have talked to her about leadership and the challenges within the healthcare sector. What challenges does the healthcare sector face, especially after the pandemic? "The challenges are significant, particularly in ensuring the right skills and finding experienced healthcare professionals. The workload is still high after the pandemic, and we need to think about new professional categories, analyse how future healthcare will look like, and how it will be administered, both at home and in our hospitals. Managers and HR functions, in general, must adapt for the future; we can’t stand still but anticipate the upcoming needs from a broader perspective. One important thing the pandemic brought with it is the realization that rapid adaptation is possible. At Karolinska Sjukhuset, HR became an active and equal partner; it's important that HR is not a separate guild but integrated into the business. CEO, CFO, and HR form an important trio to support managers so that together we can drive the business forward." What attracts you to start a career as an Executive Interim Manager? "After five years at Karolinska Sjukhuset, I want to try the role as an Interim Manager. Operationally driving change, development, and improvement for specific needs and projects appeal to me. I want to explore new industries in personnel-intensive, international, and profit-driven organizations. Executive Interim Management gives me a fantastic opportunity to share my experiences and to support management and staff. As an interim, you have to give your all; there are no 40-hour weeks. I have myself engaged Interim Managers and know that they are 'up and running' within two weeks, which provides an enormous boost when facing challenges and lacking the right expertise." Read our interview with Patricia here: https://lnkd.in/dG2KJAhC #interimmanagement #hr #healthcare 

🌟 Celebrating the Power of HR in Shaping Tomorrow! 🌟 🔗 Image Guided Therapy System Integrated Supply Chain Management Team Off-site. July 2024 Dear LinkedIn community, I recently had the privilege of participating in an off-site at the Philips Campus in Best with the remarkable Image Guided Therapy System Integrated Supply Chain Management Team. As an HR professional this experience reaffirmed the profound impact we can have on an organization’s future, its people and beyond. 🚀 Prioritizing Capabilities for Tomorrow During our intensive sessions, we delved into the strategic workforce planning for our cutting-edge therapy system. Ideas flowed like a symphony. As I facilitated discussions, I witnessed the convergence of diverse perspectives all united by a shared purpose: advancing patient care through safety, quality and innovation. 🌐 Thinking Forward, Together The beauty of HR lies in our ability to bridge gaps, not just between departments, but between aspirations and reality. That’s how I “live” my professional mission. We explored capabilities that would redefine patient outcomes, enhance operational efficiency, and elevate our competitive edge. It wasn’t just about checkboxes; it was about envisioning a future where our technology improves lives. 🌈 The HR Mosaic – putting People at the Heart As I reflect on that off-site, I realize that HR is like a mosaic—a vibrant tapestry woven from countless threads. Each thread represents a person, a story, a dream. Our role isn’t just about managing processes; it’s about nurturing potential and continuous improvement. It’s about creating an environment where brilliance thrives, where innovation blooms, and where humanity prevails. HR is about PEOPLE. 🙌 Gratitude and Momentum To my fellow HR professionals: We are architects of possibility. Our work extends beyond spreadsheets and metrics; it shapes destinies. Let’s celebrate the beauty of HR, the art of balancing strategy and compassion. Together, we’ll propel our organizations toward a brighter, more inclusive future. #HRMatters #PeopleFirst #FutureForward With gratitude, Laura – HR Project Manager - Philips Anca Georgescu-Aladgem, Rajasunath Gondi, Hugo Bakermans, Dennis de Haas, Rupali Jathar, Erwin Klijn, Bram Lammé, Mahwish Ahmed, Roderick Polder, Richard Van Den Berg, Robbert Klik, Bert Feijen  

FMC’s employee resource group iGEN (Inter-Generation) aims to foster connection and growth among employees from all generations. Its mission is to maximize the synergy of different generations within the FMC family. Sanjay Gopinath, HR Business Partner for FMC ASEAN, ANZ and APAC Operations, and iGEN regional lead, shares more about the workstream's vision.  “Our primary agenda for the inter-generational workstream is summed up by one word that our team had coined - 'Synergen'. This mantra beautifully captures the essence of our aim to synergize the wealth of diverse backgrounds, unique perspectives and the richness of different generations across Asia Pacific. The journey is not just about capitalizing on the wide range of talent and valuing differences but also celebrating the diversity that makes our vibrant region thrive!”- Sanjay Gopinath, HR Business Partner for FMC ASEAN, ANZ & APAC Operations #FMCInclusionMonth #InterGeneration #fmcasiapacific