Naveen Seshadri

New York, New York, United States Contact Info
10K followers 500+ connections

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CXO, (Chief Customer Officer, Chief Commercial Officer, COO, CMO, Chief Digital Officer /…

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  • Ralph Lauren

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Patents

  • System and method supporting ongoing Worker Feedback

    Issued US 20150347938

    The typical performance review process for workers is incredibly manual. Goals may be standardized and may not be communicated in advance. As a result, workers may not have personalized goals, and may be reviewed on goals and/or metrics of which they may not have been aware until they meet with their manager for the typical year-end review. In some cases, reviews may be given to workers that joined an organization prior to a certain date. However, because of high turnover rates, some workers…

    The typical performance review process for workers is incredibly manual. Goals may be standardized and may not be communicated in advance. As a result, workers may not have personalized goals, and may be reviewed on goals and/or metrics of which they may not have been aware until they meet with their manager for the typical year-end review. In some cases, reviews may be given to workers that joined an organization prior to a certain date. However, because of high turnover rates, some workers that have only been with the organization for a short period of time may be subject to review. The quality of the review conversation typically varies greatly with little focus on worker development opportunities.

    Further limitations and disadvantages of conventional and traditional approaches will become apparent to one of skill in the art, through comparison of such systems with some aspects of the present disclosure as set forth in the remainder of the present application with reference to the drawings.

    Other inventors
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  • Learning Management System

    Issued US 20140329210

    Systems and methods that support the creation and timely electronic scheduling and delivery of course materials for training of individuals in an organization, in which course recommendations, scheduling, and roll-out are based upon a number of factors including, for example, specific individual and/or business day-to-day operational performance measures, sales performance, and seasonal weather conditions by geographical region.

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Honors & Awards

  • Best Advance in Performance Management

    Brandon Hall Group - Excellence in Talent Management Awards 2015

    Performance Enablement; How SHC Replaced the Performance Review with OKRs, continuous crowdsourced feedback, and quarterly check-ins.

  • Best Advance in Talent Management Technology Implementations

    Brandon Hall Group - Excellence in Talent Management Awards 2015

    My SoundBoard for Growth: How Sears Holdings Replaced the Traditional Performance Review with a New Digital Tool Enabling Continuous Crowd Sourced Performance Feedback for 20,000 Associates.

  • Best Advance in Assessment and Survey Technology

    Brandon Hall Group - Excellence in Technology Awards 2014

  • Best Advance in Unique Learning Technology

    Brandon Hall Group - Excellence in Technology Awards 2014

  • Speaker - HR Analytics and Workforce Innovation Summit 2014, Chicago, USA

    Innovation Enterprise

    The modern Human Resources function collects vast quantities of data. Increasingly, this data presents an opportunity to create and utilize a wide range of metrics for recruitment and performance.

    However, the potential pitfalls for successful use of analytics are apparent. The gap between traditional training and technical competence, the governance of employee & applicant data, and the decision on where to invest has made the area treacherous terrain for organizations starting out with…

    The modern Human Resources function collects vast quantities of data. Increasingly, this data presents an opportunity to create and utilize a wide range of metrics for recruitment and performance.

    However, the potential pitfalls for successful use of analytics are apparent. The gap between traditional training and technical competence, the governance of employee & applicant data, and the decision on where to invest has made the area treacherous terrain for organizations starting out with workforce analytics.

    How do you bridge the knowledge gap between the HR role & analytics? How do you ensure transparency of data usage? How do you avert risk of removing the 'human factor' with over-reliance on your data dashboards?

    The HR & Workforce Analytics Innovation Summit will address these issues and more, bringing together HR leaders who are implementing and experimenting with new analytical methods - driving remarkable improvements in their organizations.
    - See more at: https://ieondemand.com/divisions/analytics/events/215#sthash.EJsCb9nj.dpuf

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