additional External sites + RESOURCES
Ever wondered what you must do to retain your staff and increase engagement? “The Broken Bridges of the Workplace” report by TINYpulse looks into same with their 2017 report:
This report will show you the 5 workplace trends you can't ignore in 2017, including:
- Which cultural factors actually make a difference in the workplace
- What's causing cross-functional friction among peers
- The devastating state of employee recognition and performance reviews
- Where managers and employees aren't seeing eye to eye
- The employee engagement trends to look out for in 2017
Access the report here.
To manage and deploy organizational resources in such a way as to deliver and fulfil organizational objectives is a vital role of senior finance and management professionals. The context is even more sensitive when we talk of social enterprises in emerging market economies.
Of the tools designed to improve corporate performance, the balanced scorecard has probably been the most popular. Originally developed as a performance measurement tool, the balanced scorecard is now associated increasingly with strategy implementation. It acts as a management framework with the potential to identify and exploit organizations’ key value drivers to their best strategic advantage.
The Chartered Institute of Management Accountants’ (CIMA) provides guidance and advice on the development and implementation of a Balanced Scorecard for those organisations considering the introduction of a Scorecard or those that have adopted the approach with limited success. You can access their guide here.
“The case for gender equality is strong. Why is progress so slow?
Progressive executives know that gender equality is not only the right thing to do but also the smart thing. That’s why more CEOs, heads of state, and university leaders are committing themselves to gender-equality goals for the institutions they lead.
Find McKinsey's complete A CEO's Guide to Gender Equality here.
Social Enterprises in Africa + Middle East
“The field of social enterprises in the MENA region is burgeoning. Socially conscience, active and spirited entrepreneurs are finding new and innovative ways to break into the social sphere and change the rules of the game across different sectors. Unsurprisingly, this development is also accompanied by the trials and prospects particular to operating within and across geographies. Many of the challenges social entrepreneurs face are similar to those encountered by strictly commercial entrepreneurs: market structures are anything but transparent and the ease of doing business is hampered by bureaucratic intransigence surrounding registration, licensing, starting a business and enforcing contracts. However, social entrepreneurs face a whole set of additional challenges, conditions and opportunities, which are unique to enterprises looking to make a positive social change in the region.”
Extract from SOCIAL ENTERPRISE DEVELOPMENT IN THE MIDDLE EAST AND NORTH AFRICA. See full report here.