The document discusses social and collaborative learning in the workplace. It outlines that social learning is a natural process that can now be supported through modern social technologies. While social media can enhance learning, it does not guarantee social learning will occur. The presentation then provides examples of social collaboration tools, approaches to social learning both online and in-person, and how learning can be embedded in work workflows. Key benefits of social learning for smart workers are also presented.
This document discusses pay systems and shop floor incentive bonus schemes. It defines pay systems as methods of rewarding employee contributions and notes that pay levels can impact productivity and morale. Shop floor incentive schemes tie pay to performance measures like items produced or time taken to complete work. They aim to motivate higher productivity by rewarding faster work through piece rates or bonuses. The dominant view is that such schemes will stimulate people to work harder in order to earn more money.
This document discusses competency-based performance management. It explains that competency-based performance management focuses on developing an employee's competencies rather than just evaluating their performance. It outlines the five steps to implementing competency-based performance management: 1) developing a growth approach, 2) creating a competency framework, 3) setting competency-based goals, 4) competency-based performance appraisals, and 5) competency-based feedback. The document emphasizes that competency-based performance management transforms employees by developing their competencies to achieve long-lasting growth, unlike traditional performance management.
This document discusses compensation management. It defines compensation as the monetary and non-monetary value provided to employees in exchange for work. Compensation has objectives like recruiting qualified employees, increasing morale, and rewarding performance. Compensation has direct elements like base pay and bonuses, and indirect elements like insurance and retirement programs. Non-monetary compensation enhances satisfaction and relationships. Compensation is important for job descriptions, analysis, and structure. Factors affecting compensation include external factors like the economy and internal factors like compensation policies and an organization's ability to pay.
The document provides information on various performance appraisal methods. It discusses traditional past-oriented methods such as ranking, checklists, forced choice, forced distribution, and critical incidents. It also covers modern methods like psychological appraisals, behaviorally anchored rating scales, appraisal interviews, assessment centers, management by objectives, 360-degree appraisals, and human resource accounting. Key highlights include that forced distribution requires employees' performance to conform to a normal distribution curve, and behaviorally anchored rating scales combine critical incidents with graphic rating scales.
Este documento describe la estructura organizacional de una empresa. Explica que la estructura organizacional distribuye las responsabilidades a través de una jerarquía y define las líneas de reporte. Luego discute los factores que influyen en la estructura organizacional como el tamaño de la empresa, su cultura y capacidad para adaptarse al cambio. Finalmente, explica que la estructura organizacional debe alinearse con la misión y visión de la empresa para lograr sus objetivos.
This document provides an overview of compensation management. It begins with introducing compensation management including its history, definition, perspectives, purposes, how compensation is used, and the relationship between compensation, performance, motivation, engagement, and turnover. It then discusses compensation systems including definitions of compensation, relational returns, and total compensation. Finally, it outlines compensation models including policies, techniques, and objectives.
A study on reward and recognition program 2016Anand Yogesh
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
This document discusses pay systems and shop floor incentive bonus schemes. It defines pay systems as methods of rewarding employee contributions and notes that pay levels can impact productivity and morale. Shop floor incentive schemes tie pay to performance measures like items produced or time taken to complete work. They aim to motivate higher productivity by rewarding faster work through piece rates or bonuses. The dominant view is that such schemes will stimulate people to work harder in order to earn more money.
This document discusses competency-based performance management. It explains that competency-based performance management focuses on developing an employee's competencies rather than just evaluating their performance. It outlines the five steps to implementing competency-based performance management: 1) developing a growth approach, 2) creating a competency framework, 3) setting competency-based goals, 4) competency-based performance appraisals, and 5) competency-based feedback. The document emphasizes that competency-based performance management transforms employees by developing their competencies to achieve long-lasting growth, unlike traditional performance management.
This document discusses compensation management. It defines compensation as the monetary and non-monetary value provided to employees in exchange for work. Compensation has objectives like recruiting qualified employees, increasing morale, and rewarding performance. Compensation has direct elements like base pay and bonuses, and indirect elements like insurance and retirement programs. Non-monetary compensation enhances satisfaction and relationships. Compensation is important for job descriptions, analysis, and structure. Factors affecting compensation include external factors like the economy and internal factors like compensation policies and an organization's ability to pay.
The document provides information on various performance appraisal methods. It discusses traditional past-oriented methods such as ranking, checklists, forced choice, forced distribution, and critical incidents. It also covers modern methods like psychological appraisals, behaviorally anchored rating scales, appraisal interviews, assessment centers, management by objectives, 360-degree appraisals, and human resource accounting. Key highlights include that forced distribution requires employees' performance to conform to a normal distribution curve, and behaviorally anchored rating scales combine critical incidents with graphic rating scales.
Este documento describe la estructura organizacional de una empresa. Explica que la estructura organizacional distribuye las responsabilidades a través de una jerarquía y define las líneas de reporte. Luego discute los factores que influyen en la estructura organizacional como el tamaño de la empresa, su cultura y capacidad para adaptarse al cambio. Finalmente, explica que la estructura organizacional debe alinearse con la misión y visión de la empresa para lograr sus objetivos.
This document provides an overview of compensation management. It begins with introducing compensation management including its history, definition, perspectives, purposes, how compensation is used, and the relationship between compensation, performance, motivation, engagement, and turnover. It then discusses compensation systems including definitions of compensation, relational returns, and total compensation. Finally, it outlines compensation models including policies, techniques, and objectives.
A study on reward and recognition program 2016Anand Yogesh
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
The document summarizes a student's summer internship project report on the performance management system of Uflex Limited. It includes an introduction to performance management, the company profile of Uflex, and details of Uflex's performance management process. The objectives of the student's study were to evaluate the benefits of Uflex's PMS, assess its effectiveness, and identify areas for improvement. Data was collected through questionnaires completed by 20 Uflex employees.
give the best solutions on training and devlopmentNithin Kumar
This document outlines the key aspects of training and development (T&D) in organizations. It defines T&D and distinguishes between training, which provides skills for present jobs, and development, which focuses on long-term learning beyond current roles. The document then describes the T&D process, including determining needs, setting objectives, selecting methods, implementation, and evaluation. It also covers orientation, management development, and career planning to help employees maintain job and career security through ongoing skills development.
Hindustan Unilever Limited (HUL) is one of India's leading Fast Moving Consumer Goods companies with a heritage of over 80 years. It has a diverse portfolio of brands such as Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely, and Lux. HUL has received numerous awards for its social, economic, and environmental performance from organizations like Dun & Bradstreet, Hewitt Associates, and Confederation of Indian Industry. It is recognized as one of India's most trusted brands with 17 of its brands ranking among the top 100 most trusted brands in India. HUL is committed to meeting everyday needs of consumers through its portfolio of brands.
The document discusses job evaluation and the Paterson Plan Decision BandTM Method (DBM) of job evaluation. It describes the DBM method which involves categorizing jobs into six decision bands based on the level of decision making required. Jobs are then further classified into grades and sub-grades based on factors like supervision responsibilities, stress, and variety of tasks. The document outlines the typical procedural steps for implementing a job evaluation scheme using the DBM method, including job analysis, grading jobs, communication of results, and linking the evaluation to compensation structures.
This document provides an introduction to job evaluation. It defines key terms related to job evaluation like position, job, job analysis, job description, job specification, evaluation, and job evaluation. It explains that job evaluation is the process of establishing the relative worth of jobs within an organization in order to design an equitable compensation structure. The objectives of job evaluation are to ensure equitable pay for jobs based on their relative worth, eliminate wage inequalities, and provide a basis for compensation and career planning. Principles of job evaluation must also be considered to conduct the process properly.
This presentation is about googles HRM practices and the following topics are covered in this presentation:
Introduction(Google's)
Job Analysis & Design
Recruitment and Selection
Training
performance Management
Compensation and Career Development
This document discusses job descriptions, job specifications, and the difference between the two. It provides details on:
- What a job description is and the typical sections it contains like job identification, duties and responsibilities, supervision, and working conditions.
- What a job specification is and the minimum qualifications it lists like physical, mental, psychological, and personal characteristics required to perform the job successfully.
- The key difference is that a job description outlines what the job duties are, while a job specification lists the minimum acceptable qualifications a person needs to have to do the job. Both are important tools that come from job analysis for selecting the right candidate for a role.
Training and development (Human Resource Management)Joderick Tejada
The document discusses training and development in organizations. It explains that training is needed to fill performance gaps and achieve expected results. A proper needs assessment is required before implementing training to identify factors causing performance issues like skills, resources or processes. Effective training is tailored to objectives, involves participants, and assesses learning and impact on performance. Leading organizations focus on collaboration, diversity, sustainability and developing future leaders who can operate effectively in a changing global environment.
A study on employee motivation at prabhuram millsSubodh G Krishna
This document discusses a study on employee motivation at Prabhuram Mills. It begins by introducing the importance of human resource management and motivation in ensuring organizational success. The objectives of the study are then outlined, which include evaluating motivation measures and factors, satisfaction levels, and making suggestions. The research methodology is also described, involving primary and secondary data collection methods like questionnaires, interviews and records. Statistical analysis tools like percentage calculations are mentioned for data analysis. The document provides context on motivation definitions, techniques, importance and reviews literature on the topic. It aims to assess motivation and improvement opportunities at Prabhuram Mills.
The document discusses job analysis which is the process of systematically understanding a job and presenting information about it. It involves gathering information about job duties through techniques like interviews and observation. This information is then analyzed and organized to develop job descriptions, specifications, and families. The key outputs of job analysis include templates that can be used for recruitment, training, performance management, and other human resource processes. The document outlines the typical steps in job analysis which include deciding how the information will be used, analyzing representative jobs, verifying the analysis, and developing descriptions and specifications.
The document discusses the importance of recruitment and outlines the typical recruitment process. It begins by explaining the key steps in recruitment: job analysis, job description, and job specification. These steps are used to identify the skills and qualifications needed for a role and to attract suitable candidates. The purposes of recruitment are then given as providing a pool of candidates, attracting people to achieve organizational goals, and building a positive impression. Common recruitment methods like internal and external sourcing are also described. The summary concludes that recruitment is vital for organizations to attract qualified people to perform jobs well and engage employees to meet goals, and poor recruitment can be very damaging through unnecessary costs.
The impact of employee engagement on organizationVIT-MMS
This document is a research project submitted by Supriya Prakash Dhuri to Vidyalankar Institute of Technology in partial fulfillment of an MMS degree. The project examines the impact of employee engagement on organizational productivity. It includes an introduction, research methodology, company profiles of Ugam, Maxspare Pvt Ltd, Wipro and Larsen & Toubro, a literature review, objectives of the study, data analysis, the impact of employee engagement, reasons to invest in engagement activities, the engagement process, engagement initiatives, conclusions and recommendations. The primary goal is to improve employee retention and build a high performance culture through increased engagement.
Strategic total rewards management remuneration and rewards summit 11 june 2014Charles Cotter, PhD
The document outlines the agenda and content for the first day of the Smart-Link Consultancy Remuneration and Rewards Summit 2014. The day will include workshops on strategic total rewards management, utilizing rewards to attract and retain talent, engaging and motivating employees, and benchmarking rewards programs. Specific topics that will be covered include rewards strategies, compensation practices, performance management, and employee motivation. The goal is to help organizations develop effective and aligned total rewards programs.
Job evaluation & compensation - human resource managementChirag Tewari
Job evaluation is used to determine the relative worth of different jobs in an organization. It analyzes and assesses the content of jobs to rank them and provide a basis for fair compensation. The document discusses various job evaluation methods including analytical methods that break jobs down into factors and comparison methods that rank or classify jobs. It also covers concepts related to compensation including direct compensation like salary and allowances, and indirect compensation like benefits. Key aspects of payroll management and incentives are explained as well.
Strategic pay plans refer to how organizations determine compensation to satisfy goals. There are two main components of employee compensation: direct financial payments and indirect financial payments. Methods to address equity issues in compensation include salary surveys, job analysis and evaluation, performance appraisal, and communication. Developing compensation plans for managers and professionals considers less quantifiable factors like judgment and emphasizes paying based on performance and skills rather than job title.
“AN ANALYTICAL STUDY OF PERFORMANCE MANAGEMENT SYSTEM AS A TOOL FOR EFFECTIVE...Mehul Rathod
When it comes to performance, employee‟s performance, it plays pivotal role in organizational success.
Therefore, an organization has to make very specific efforts for improving employee‟s performance to optimally utilize knowledge and skills of their employees.
The proposed research study also would report on employee‟s feedback as well as expectations & experiences with regard to selected performance management system.
It also list out suggestions for an overall improvement for employee‟s effective performance.
The research study would make an attempt to find the impact of performance management system on effective employee‟s performance.
The document discusses performance management and performance appraisal. It defines performance management as a process where managers and employees work together to set expectations, review results, and reward performance. Performance appraisal is defined as a formal system to periodically review and evaluate an individual's or team's job performance. The document also discusses different methods of performance appraisal and common problems with performance appraisal systems.
A global pharmaceutical company was losing executives in their mid-thirties to competitors. An investigation found this was due to compensation issues, as the company focused on long-term incentives and post-retirement benefits rather than current pay. It was recommended that the compensation package be redesigned to increase take-home pay for younger employees by reducing deferred benefits. The document then provides an overview of compensation management principles, theories, and practices.
The document defines compensation as all rewards earned by employees, including direct financial compensation like pay and bonuses, indirect financial compensation like benefits, and non-financial compensation like career development. It outlines the objectives of a compensation policy as creating a sense of recognition and fairness for employees. The document then describes the six step process for developing a compensation policy, including defining issues, selecting elements, analyzing positions, determining salaries, pay increases, and comparing to the market.
The workplace is changing – and it’s largely due to the impact of social technologies. More and more individuals are using their own devices and tools to address their own learning and performance problems, and the emergence of social businesses means that collaboration and community skills are becoming the new workplace skills. L&D departments around the world are grappling with how to makes sense of all this and how they can support the new ways of learning in the social workplace.
What is Social Learning? It's a current buzz word in the online learning sector, but social learning isn't a new concept. This SlideShare covers what social learning is, trends affecting social learning and how it can be used.
The document summarizes a student's summer internship project report on the performance management system of Uflex Limited. It includes an introduction to performance management, the company profile of Uflex, and details of Uflex's performance management process. The objectives of the student's study were to evaluate the benefits of Uflex's PMS, assess its effectiveness, and identify areas for improvement. Data was collected through questionnaires completed by 20 Uflex employees.
give the best solutions on training and devlopmentNithin Kumar
This document outlines the key aspects of training and development (T&D) in organizations. It defines T&D and distinguishes between training, which provides skills for present jobs, and development, which focuses on long-term learning beyond current roles. The document then describes the T&D process, including determining needs, setting objectives, selecting methods, implementation, and evaluation. It also covers orientation, management development, and career planning to help employees maintain job and career security through ongoing skills development.
Hindustan Unilever Limited (HUL) is one of India's leading Fast Moving Consumer Goods companies with a heritage of over 80 years. It has a diverse portfolio of brands such as Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely, and Lux. HUL has received numerous awards for its social, economic, and environmental performance from organizations like Dun & Bradstreet, Hewitt Associates, and Confederation of Indian Industry. It is recognized as one of India's most trusted brands with 17 of its brands ranking among the top 100 most trusted brands in India. HUL is committed to meeting everyday needs of consumers through its portfolio of brands.
The document discusses job evaluation and the Paterson Plan Decision BandTM Method (DBM) of job evaluation. It describes the DBM method which involves categorizing jobs into six decision bands based on the level of decision making required. Jobs are then further classified into grades and sub-grades based on factors like supervision responsibilities, stress, and variety of tasks. The document outlines the typical procedural steps for implementing a job evaluation scheme using the DBM method, including job analysis, grading jobs, communication of results, and linking the evaluation to compensation structures.
This document provides an introduction to job evaluation. It defines key terms related to job evaluation like position, job, job analysis, job description, job specification, evaluation, and job evaluation. It explains that job evaluation is the process of establishing the relative worth of jobs within an organization in order to design an equitable compensation structure. The objectives of job evaluation are to ensure equitable pay for jobs based on their relative worth, eliminate wage inequalities, and provide a basis for compensation and career planning. Principles of job evaluation must also be considered to conduct the process properly.
This presentation is about googles HRM practices and the following topics are covered in this presentation:
Introduction(Google's)
Job Analysis & Design
Recruitment and Selection
Training
performance Management
Compensation and Career Development
This document discusses job descriptions, job specifications, and the difference between the two. It provides details on:
- What a job description is and the typical sections it contains like job identification, duties and responsibilities, supervision, and working conditions.
- What a job specification is and the minimum qualifications it lists like physical, mental, psychological, and personal characteristics required to perform the job successfully.
- The key difference is that a job description outlines what the job duties are, while a job specification lists the minimum acceptable qualifications a person needs to have to do the job. Both are important tools that come from job analysis for selecting the right candidate for a role.
Training and development (Human Resource Management)Joderick Tejada
The document discusses training and development in organizations. It explains that training is needed to fill performance gaps and achieve expected results. A proper needs assessment is required before implementing training to identify factors causing performance issues like skills, resources or processes. Effective training is tailored to objectives, involves participants, and assesses learning and impact on performance. Leading organizations focus on collaboration, diversity, sustainability and developing future leaders who can operate effectively in a changing global environment.
A study on employee motivation at prabhuram millsSubodh G Krishna
This document discusses a study on employee motivation at Prabhuram Mills. It begins by introducing the importance of human resource management and motivation in ensuring organizational success. The objectives of the study are then outlined, which include evaluating motivation measures and factors, satisfaction levels, and making suggestions. The research methodology is also described, involving primary and secondary data collection methods like questionnaires, interviews and records. Statistical analysis tools like percentage calculations are mentioned for data analysis. The document provides context on motivation definitions, techniques, importance and reviews literature on the topic. It aims to assess motivation and improvement opportunities at Prabhuram Mills.
The document discusses job analysis which is the process of systematically understanding a job and presenting information about it. It involves gathering information about job duties through techniques like interviews and observation. This information is then analyzed and organized to develop job descriptions, specifications, and families. The key outputs of job analysis include templates that can be used for recruitment, training, performance management, and other human resource processes. The document outlines the typical steps in job analysis which include deciding how the information will be used, analyzing representative jobs, verifying the analysis, and developing descriptions and specifications.
The document discusses the importance of recruitment and outlines the typical recruitment process. It begins by explaining the key steps in recruitment: job analysis, job description, and job specification. These steps are used to identify the skills and qualifications needed for a role and to attract suitable candidates. The purposes of recruitment are then given as providing a pool of candidates, attracting people to achieve organizational goals, and building a positive impression. Common recruitment methods like internal and external sourcing are also described. The summary concludes that recruitment is vital for organizations to attract qualified people to perform jobs well and engage employees to meet goals, and poor recruitment can be very damaging through unnecessary costs.
The impact of employee engagement on organizationVIT-MMS
This document is a research project submitted by Supriya Prakash Dhuri to Vidyalankar Institute of Technology in partial fulfillment of an MMS degree. The project examines the impact of employee engagement on organizational productivity. It includes an introduction, research methodology, company profiles of Ugam, Maxspare Pvt Ltd, Wipro and Larsen & Toubro, a literature review, objectives of the study, data analysis, the impact of employee engagement, reasons to invest in engagement activities, the engagement process, engagement initiatives, conclusions and recommendations. The primary goal is to improve employee retention and build a high performance culture through increased engagement.
Strategic total rewards management remuneration and rewards summit 11 june 2014Charles Cotter, PhD
The document outlines the agenda and content for the first day of the Smart-Link Consultancy Remuneration and Rewards Summit 2014. The day will include workshops on strategic total rewards management, utilizing rewards to attract and retain talent, engaging and motivating employees, and benchmarking rewards programs. Specific topics that will be covered include rewards strategies, compensation practices, performance management, and employee motivation. The goal is to help organizations develop effective and aligned total rewards programs.
Job evaluation & compensation - human resource managementChirag Tewari
Job evaluation is used to determine the relative worth of different jobs in an organization. It analyzes and assesses the content of jobs to rank them and provide a basis for fair compensation. The document discusses various job evaluation methods including analytical methods that break jobs down into factors and comparison methods that rank or classify jobs. It also covers concepts related to compensation including direct compensation like salary and allowances, and indirect compensation like benefits. Key aspects of payroll management and incentives are explained as well.
Strategic pay plans refer to how organizations determine compensation to satisfy goals. There are two main components of employee compensation: direct financial payments and indirect financial payments. Methods to address equity issues in compensation include salary surveys, job analysis and evaluation, performance appraisal, and communication. Developing compensation plans for managers and professionals considers less quantifiable factors like judgment and emphasizes paying based on performance and skills rather than job title.
“AN ANALYTICAL STUDY OF PERFORMANCE MANAGEMENT SYSTEM AS A TOOL FOR EFFECTIVE...Mehul Rathod
When it comes to performance, employee‟s performance, it plays pivotal role in organizational success.
Therefore, an organization has to make very specific efforts for improving employee‟s performance to optimally utilize knowledge and skills of their employees.
The proposed research study also would report on employee‟s feedback as well as expectations & experiences with regard to selected performance management system.
It also list out suggestions for an overall improvement for employee‟s effective performance.
The research study would make an attempt to find the impact of performance management system on effective employee‟s performance.
The document discusses performance management and performance appraisal. It defines performance management as a process where managers and employees work together to set expectations, review results, and reward performance. Performance appraisal is defined as a formal system to periodically review and evaluate an individual's or team's job performance. The document also discusses different methods of performance appraisal and common problems with performance appraisal systems.
A global pharmaceutical company was losing executives in their mid-thirties to competitors. An investigation found this was due to compensation issues, as the company focused on long-term incentives and post-retirement benefits rather than current pay. It was recommended that the compensation package be redesigned to increase take-home pay for younger employees by reducing deferred benefits. The document then provides an overview of compensation management principles, theories, and practices.
The document defines compensation as all rewards earned by employees, including direct financial compensation like pay and bonuses, indirect financial compensation like benefits, and non-financial compensation like career development. It outlines the objectives of a compensation policy as creating a sense of recognition and fairness for employees. The document then describes the six step process for developing a compensation policy, including defining issues, selecting elements, analyzing positions, determining salaries, pay increases, and comparing to the market.
The workplace is changing – and it’s largely due to the impact of social technologies. More and more individuals are using their own devices and tools to address their own learning and performance problems, and the emergence of social businesses means that collaboration and community skills are becoming the new workplace skills. L&D departments around the world are grappling with how to makes sense of all this and how they can support the new ways of learning in the social workplace.
What is Social Learning? It's a current buzz word in the online learning sector, but social learning isn't a new concept. This SlideShare covers what social learning is, trends affecting social learning and how it can be used.
Motivation is influenced by cultural and situational factors. There are three elements of work motivation: direction of behavior, level of effort, and level of persistence when facing obstacles. Early motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. Motivation can be intrinsic or extrinsic. Goal setting theory proposes that goals direct behavior when people are aware of goals and accept them. Reinforcement theory states that behaviors are strengthened by their consequences. SAS Institute motivates employees through equitable financial rewards, a supportive work environment, and benefits beyond compensation.
This presentation explores the new ways we are working and the implications for business and for workers. Each theme has 4 trends and each trend is supported by 4 examples, supporting statistics and implications defined by PSFK Labs team.
25 Tools: A Toolbox for Learning Professionals 2009Jane Hart
This document presents a toolbox of 25 categories of learning tools compiled by Jane Hart. It provides 3 tools within each category, including the most popular or emerging tools as selected by learning professionals in 2009. Within each category there is a short description of the tools and their purposes. The full details of all the tools can be found online at the provided website.
The document discusses social learning in the workplace. It defines social learning as learning that occurs through social interactions and sharing ideas with others. It provides examples of how social learning takes place naturally as people build networks to share knowledge, keep up with their industry, and solve work problems. It also discusses how learning and development professionals can support social learning by helping teams and individuals learn from one another through both structured and unstructured social activities.
The document discusses how social learning is becoming the future of workplace learning. It is driven by employees increasingly learning through informal social interactions using consumer technologies. This represents a fundamental shift away from formal training. For learning and development to be effective, it needs to embrace this social learning by supporting knowledge sharing, networking, and autonomy rather than trying to control or ban informal learning activities. Success will be measured by improved performance rather than traditional learning metrics.
Social Learning: an explanation using TwitterJane Hart
The document discusses social learning using Twitter. It defines social learning as learning through networks and communities, making connections with others, sharing knowledge and resources, and engaging in communication and collaboration. The document provides examples of how Twitter can be used for these social learning activities, such as following experts, asking and answering questions, sharing links and files, and participating in live online discussions. It emphasizes that social learning on Twitter involves interaction, participation and sharing to build relationships and learn from others.
LearningatWork keynote: learning in the social workplaceJane Hart
Jane Hart gave a keynote on social learning in the workplace. She discussed how social learning has always occurred naturally between friends and colleagues, but modern tools now enable new forms of social learning. She outlined different types of social learning like personal learning networks and described how learning and development professionals can support social learning by helping teams share and learn from one another. The case study of a Pfizer sales team in India showed how a guided social learning approach helped the team connect remotely and learn together.
Social Learning: the changing face of workplace learningJane Hart
Social learning is changing how employees learn at work. Employees are using social tools like social media and enterprise social networks to build personal learning networks with colleagues, ask questions, share resources, and learn from each other. Learning and development professionals are supporting this change by helping teams use social tools to collaborate, share knowledge, and learn together through formal online social learning experiences and informal mentoring in the enterprise social network.
Supporting Social & Collaborative Learning in the WorkplaceJane Hart
1. The document discusses supporting social and collaborative learning in the workplace. It explains that learning happens through many different ways at work, including independently, through collaboration with colleagues, and instruction.
2. It outlines three key factors for successful social learning: people who want to learn with each other, an organizational culture that supports social learning, and appropriate technology.
3. The role of L&D is to enable knowledge sharing, collaborative problem solving, and relationship building. This includes working with managers to help them become effective social leaders, helping groups become effective social teams, and fostering relationships across the organization.
Social Learning - An explanation using TwitterJane Hart
The document discusses how Twitter can be used for social learning. It explains that social learning involves making connections through networks and communities, keeping up to date with colleagues and industry news, and communicating to build relationships. Examples of social learning activities on Twitter include asking and answering questions, sharing thoughts and links, participating in online events using hashtags, synchronous learning through Twitter chats, micro-learning by sharing daily knowledge, and collaborating with others.
The next big disruption in lifelong learning will be by design. We are innately trained and poised to have a global impact on how other people can survive and thrive, whether they are designers or not. In this talk from AIGA Seattle's Into the Woods 2012 conference, David Sherwin points out opportunities and shares tools he's gathered to encourage people to be better critical thinkers and problem solvers, using the activity areas of the Collective Action Toolkit as a frame (which at the time was still a work in progress).
Samsung Backstage - Extended Enterprise, Multi-Device Totara LMSKineo Israel
Discover Samsung’s Extended Enterprise, Multi-Device Totara LMS. The project's focus is trade engagement through providing an exceptional learner-experience, leveraging elements of gamification. The site makes extensive use of Open Badges and reward-based learning within an elegant, on-brand experience.
Responsiove E-Learning Design של Kineo
כולנו מדברים על למידה ניידת ו-mLearning, אך האם אנחנו צריכים להתייחס בנפרד ללמידה על מכשירים ניידים כאשר אנחנו מדברים על פיתוח תכנים? האם לא ניתן לתכנן ולפתח פתרון למידה אשר מתאים עצמו בצורה דינמית לכל מכשיר ממנו יצרוך הלומד את התוכן, מבלי שנצטרך לפתח גרסה שונה עבור כל מכשיר?
תפישת ה-Responsive E-Learning Design של Kineo נותנת מענה לכך.
The document provides the results of a survey of over 500 learning professionals that compiled the top 100 learning tools for 2012. The top 3 tools were Twitter, YouTube, and Google Docs/Drive. The list provides a brief description of each tool as well as its cost, website, and rankings from previous years. The tools cover a wide range of categories including content creation, sharing, collaboration, project management, and more.
This document discusses the future of mobile learning in the workplace. It outlines how the mobile world is shifting towards mobility with growing smartphone and internet access. The changing workplace is also driving mobile learning with an increasingly mobile workforce and younger generations that are tech-savvy. This creates a great opportunity for learning through informal methods using mobile devices to support just-in-time learning needs. Mobile learning can help address the 70:20:10 model of learning through experience and coaching in addition to formal courses.
The document discusses mobility and transportation in Barcelona. It provides statistics on transportation usage in the city from 2006-2009, showing a decrease in private vehicle trips and public transportation trips, while walking and cycling trips have remained stable. The document also discusses Barcelona's actions to promote more sustainable transportation, including implementing superblocks to reduce traffic in urban areas and prioritizing public transit, walking and cycling in transportation plans and policies. The goal is to improve air quality, public health and quality of life in the city.
Social and Collaborative Learning in the WorkplaceMarlo Gorelick
Jane Hart from the Centre for Learning & Performance Technologies gave a presentation on social and collaborative learning in the workplace. She discussed how social media can support learning, examples of different social learning approaches, and how learning can be embedded in work workflows. Hart outlined a continuum ranging from formal training to informal learning and highlighted five examples of social learning practices organizations can implement.
PhD Defense - Awareness Support for Knowledge Workers in Research NetworksWolfgang Reinhardt
This PhD thesis defense presentation summarizes Wolfgang Reinhardt's doctoral research on supporting awareness for knowledge workers in research networks. The presentation outlines Reinhardt's theoretical and practical work over three years, including a knowledge worker roles study, interviews on awareness, analysis of research networks in social media, and development of a consolidated social and artifact network. The presentation aims to address how best to support knowledge workers' awareness in research networks.
This document outlines questions to ask stakeholders at the beginning of an eLearning project scoping discussion. It addresses determining goals, measuring success, understanding previous related projects, defining the target audience, assessing existing content, planning the development process, and setting expectations for the project kick-off meeting. Key topics covered include objectives, stakeholders, points of contact, metrics, content formats, subject matter experts, development tools, and file sharing methods.
This document is a course syllabus for a Branding 101 course. It provides details on the course including a summary, aims, learning outcomes, employability skills developed, modes of delivery including a day-by-day lesson plan, and assessment criteria. The course is designed as a 2 credit, 1 week intensive session to introduce students to branding concepts and principles and give them opportunities to analyze and apply these concepts through problem-based learning and lectures. Students will develop an understanding of branding and how to build brand assets and strategy through participation in the course.
This document describes ongoing research to develop a framework for assessing undergraduate engineering students' knowledge of sustainability concepts. The researchers are analyzing published literature, conducting interviews with students, and consulting experts to synthesize key sustainability principles. Their goal is to help engineering faculty incorporate sustainability into traditional courses by providing a method to evaluate student understanding without extensive content additions. Preliminary findings suggest the framework may focus more on shifting student mindsets than teaching specific technical skills. The researchers plan to disseminate their work through publications and conferences to influence sustainability education.
This document describes ongoing research to develop a framework for assessing undergraduate engineering students' knowledge of sustainability concepts. The researchers are analyzing published literature, conducting interviews with students, and consulting experts to synthesize key sustainability principles. Their goal is to help engineering faculty incorporate sustainability into traditional courses by providing a method to evaluate student understanding without extensive content additions. Preliminary findings suggest the framework may focus more on shifting student mindsets than teaching specific technical skills. The researchers plan to disseminate their work through publications and conferences to influence sustainability education.
1) The document describes a concept for a new book aimed at university students studying business administration.
2) The book would be divided into parts distributed to small groups or individual students. It would include a common business case and additional private information for each student.
3) Students would then come together to debate the case, sharing their perspectives and learning business concepts. The goal is for students to experience true study through interaction and debate of real business situations.
IEC University will be one of India's most internationally distinguished universities, offering study options to suit students' academic interests and provide opportunities for personal growth, enjoyment, and social and leisure activities. The university promotes liberal arts and sciences as well as professional development. It serves a diverse student population through its main campus and colleges. IEC University is known for its strong innovative academic programs, 120-acre beautiful campus, small class sizes that ensure individual attention, and opportunities for students to take an active role from their freshman year.
The document provides a lengthy discussion and analysis of leadership styles, theories, and concepts based on the author's professional experience and case studies. The author examines lessons from case studies on leadership challenges, different leadership theories and how they impacted a past organization, leadership styles and their effects, the power of emotional intelligence, the concept of self-monitoring and how it applies to the author's potential for leadership. The conclusion suggests strategies for the author to become a more effective leader, including applying concepts around communication, emotional intelligence, and self-awareness gained from the analysis.
This document summarizes the themes, topics, activities, and purpose of the graduate college focal point initiative 2011-2012 on transnational communications and cultural flows. The initiative examined the convergence of information technology and transnational cultural flows, with the goal of critically analyzing new media technologies and the global contexts that shape them. Key events included reading groups, public lectures on topics like platform imperialism and cyber-Marxism, and workshops with guest speakers. The overarching goal was to explore the intersections between the transnational and the digital.
Content strategy workshop for LACONI, an association of 150 Chicago-area libraries, given September 20, 2013. Comprehensive look at content strategy goals, opportunities, challenges, definitions, processes, elements for libraries today and in the future.
The document discusses Sterling Insurance's latest broker survey results and new product launches. Some key findings from the survey showed high satisfaction with training courses and claims service. The newly launched Executive products also received positive feedback. Sterling will use the survey results to improve broker relationships, communications, and products. They launched two new Executive products - Executive Asset and Executive Professions. Sterling also held various events to introduce brokers to the new products and changes to Executive Plus.
Table 4 Elements Related To Diversity In The Graduate ProficiencyDocencia
The document discusses elements of diversity contained in the graduate proficiency program of a teacher preparation program in Puerto Rico. It includes a table that lists four elements of diversity: diversity of ideas, language diversity, teaching diversity, and group diversity. For each element, it identifies the related candidate proficiencies and courses that address them, such as courses on the nature and needs of exceptional children, assistive technology, and human growth and development.
This document summarizes a presentation about making the most of informal learning. It discusses how informal learning is self-directed, social, and performance-driven, unlike formal learning which is structured. It presents a social workplace learning continuum that moves from formal training rooms to enabling informal and social learning. It suggests thinking of learning places not training rooms, social technologies not training technologies, and continuous activities rather than just responding to needs. The goal is to support informal learning by enabling professional learning communities and knowledge sharing.
Ethier Associates Calgary CIO Forum June 509MicheleTaylor
The document discusses analyzing leadership's attitudes toward information technology and holistic optimization. It provides an overview of exercises to evaluate:
1. Leadership's perception of current IT effectiveness versus needed effectiveness.
2. The extent of holistic optimization currently versus desired future optimization across the organization.
3. Leadership's attitudes toward desired amounts of enterprise-wide optimization.
The document then discusses demonstrating business/IT alignment tactically using a matrix approach to map IT projects to immediate business objectives.
The document discusses how to stay relevant in a global job market. It begins with an introduction that explains how globalization and advances in technology have made many jobs movable overseas where labor is cheaper. This poses a threat to job security for Americans. The introduction also outlines the author's research methods, which included using various online resources to research staying relevant in a global market. Next, the document provides an overview of its contents, which will include a trip to China and infographics on topics like outsourcing, job vulnerability, and tips from experts. It aims to provide insights into how Americans can stay competitive and secure careers in this changing environment.
This document provides an employee handbook for Northern Border University in Ar'ar, Saudi Arabia. It outlines company policies on work hours, attendance, leave, pay, benefits, termination, dress code, safety, and transportation. It also provides context about Education Experts, the company that manages the university, and about Ar'ar, the city where the university is located in northern Saudi Arabia near the Iraqi border. The handbook is intended to inform employees of common workplace policies and procedures.
Similar to Social & Collaborative Learning in the Workplace (20)
This document discusses how PebblePad can help support modern workplace learning and professional development. It describes how professionals now learn through a variety of experiences, both formal and informal, at work and outside of work. PebblePad provides a personal learning space where users can record, reflect on, and make sense of their learning experiences. It also allows integration with other systems and provides a digital portfolio. Using PebblePad has advantages for both individuals and organizations in developing continuous learners who take responsibility for their own learning and growth.
The document summarizes the Top 200 Tools for Learning 2017 list compiled by the Centre for Learning & Performance Technologies (C4LPT) based on votes from over 2,000 learning professionals. The main list is divided into 3 sub-lists: Top 100 Tools for Personal & Professional Learning 2017, Top 100 Tools for Workplace Learning 2017, and Top 100 Tools for Education 2017. Each tool on the lists includes its ranking and any movement from the previous year's list. The full report provides more details on each tool and analysis on c4lpt.co.uk.
I am Bailey I am a Modern Professional Learner.Jane Hart
Bailey is a modern professional learner seeking their first job. They want a learning experience that is collaborative, flexible, and allows them to take ownership of their development. Rather than traditional training methods, Bailey prefers networking with colleagues, accessing on-demand resources, and learning through real-world experiences and social collaboration on a daily basis. Human resources and learning and development professionals should empower self-directed learning, support manager-led development, and provide modern training options to help Bailey and other modern learners thrive in today's workplace.
The document discusses modern workplace learning and the role of learning and development (L&D) departments. It notes that learning now occurs in short bursts using mobile devices, is social and continuous. L&D departments should organize learning initiatives using short formats, curate online resources, and encourage social and mobile learning. They should support everyday learning by helping build communities, offering guided social learning, and encouraging reflection. L&D should also promote professional learning through supporting individual learning plans and building modern learning skills like seeking, sensing, and sharing information.
The document discusses learning in the modern workplace. It notes that learning habits are changing, with people participating in online communities, using online tools to solve problems, and keeping up to date through knowledge flows. The key features of learning on the web are described as occurring in short bursts, on demand, on mobile devices, socially, continuously, and autonomously. Various internal and external resources that individuals use for learning are illustrated. The presentation recommends ways for companies to modernize workplace learning, such as by creating short, appealing content; running learning campaigns; making learning available on demand and for any device; encouraging social content; curating and coordinating learning opportunities; supporting everyday learning in teams; and encouraging self-improvement through individual learning
Beyond instructional design: how performance support is revolutionizng e-lear...Jane Hart
The document discusses how performance support is revolutionizing e-learning by focusing on providing resources that help users complete tasks rather than taking courses or tests. It outlines how learning habits are changing to be more on-demand, in short bursts across different devices. This means instructional designers need to create small, flexible resources in different formats. Examples of different types of performance support resources like checklists, step-by-step guides, videos and infographics are provided. The performance support design process involves analyzing the performance problem, designing the optimal resource format, and making it available for on-demand use. Success is measured through metrics like usage and evidence of performance improvement.
Understanding Social Learning in the WorkplaceJane Hart
The document discusses social learning in the workplace. It defines social learning as learning with and from others, with or without technology, where learning is a broad concept. Social learning can take many forms, such as collaborative classrooms, social workshops, learning cafes, communities of practice, and more. Technology like enterprise social networks can underpin social learning by facilitating connection, conversation and knowledge sharing. The document provides examples of how to structure social learning experiences and support social learning through guidance, advising and encouraging participation. It also presents a case study of using Yammer to host social learning workshops and challenges.
How can L&D support today's smart workers?Jane Hart
The document discusses how learning and development (L&D) professionals can support today's "smart workers" by moving from a command and control approach to one that enables and supports workers. It outlines eight characteristics of smart workers: they learn continuously on the job, want immediate access to solutions, are willing to share knowledge, rely on networks, learn from others, keep up-to-date in their field, strive to improve productivity, and thrive on autonomy. It argues that L&D should encourage and engage these behaviors rather than trying to control and mandate learning.
10 Ways to Use an Enterprise Social Network for Social LearningJane Hart
Using an ESN in these ways can help L&D play a significant part in inspiring, encouraging, supporting and embedding social learning in the organisation - and at the same time build widespread adoption of the ESN. (Presentation at LT16, London, 3 February 2016)
L&D Practices for Modern Workplace LearningJane Hart
The radically changing workplace needs a new definition, new mindset and new L&D practices for Modern Workplace Learning (MWL). Download the PDF with working hyperlinks. Note: this diagram is being continuously updated.
10 Trends for Workplace Learning (from the Top 100 Tools for Learning 2015)Jane Hart
The document discusses 10 trends in workplace learning based on an analysis of the Top 100 Tools for Learning in 2015. Key trends include:
1) E-learning content is becoming more visually appealing through tools that create infographics, animated explainers, and interactive video.
2) 2015 is seeing strong growth in the use of video for creating lessons and content.
3) There is a shift from traditional course management systems to more social learning platforms and hosting courses on enterprise social networks.
4) Tools for classroom interaction and participation are increasing to move beyond one-way instruction to more collaborative learning.
LSG Webinar: Next generation learning practices in the age of knowledge shari...Jane Hart
This document summarizes a presentation about the next generation of learning practices in the age of knowledge sharing and collaboration. The key points discussed include:
- How learning in the workplace is changing with the rise of enterprise social networks and new learning practices that are more collaborative.
- The importance of knowledge sharing and building personal learning networks for keeping skills and knowledge up to date.
- How traditional e-learning is becoming less effective and new approaches like connected learning and learning flows are emerging.
- The changing role of workplace learning professionals to encourage and support knowledge sharing across organizations.
1) The social learning revolution is changing how individuals learn through social tools like Twitter, YouTube, and Google Drive that allow people to build networks to share knowledge and learn from each other.
2) Social learning is more continuous, on-demand, social, and autonomous compared to traditional e-learning which is frustrating some employees.
3) As a result, companies are changing to become social businesses that use enterprise social networks to facilitate collaboration, knowledge sharing, and connected learning among employees.
The document introduces a handbook on social learning in the workplace, noting that social learning has long occurred but is now emphasized through social tools. It describes social learning as helping employees learn from one another through collaboration, rather than just training for tasks. The handbook examines how organizations can support social workplace learning through communities, activities, and helping employees become social learners. It provides an overview of the contents which address topics like learning in new work environments and social learning in teams.
Building the New Skills of the Networked WorkplaceJane Hart
Jane Hart gave a presentation at the Charity Learning Consortium Conference in London on November 27, 2013 about building new skills for the networked workplace. She discussed how individuals are using free online social tools like Google Drive, YouTube, and Twitter to build personal learning networks, ask and answer questions, share resources and ideas, and learn from each other. Teams are also using social tools for knowledge sharing and collaboration. Learning has become continuous, on demand, social, and autonomous as individuals now have more control over their own learning using these new tools. The connected workplace demands new skills, and the role of learning and development professionals is shifting to supporting collaborative learning and knowledge sharing through enterprise social networks and online communities of practice.
The Social Learning Revolution: What it means for Higher EducationJane Hart
The document discusses the social learning revolution and its implications. Key points:
1. Learning has shifted from formal instruction to social and collaborative learning using online tools. Individuals now have more control over their own learning through personal learning networks.
2. Both individuals and teams are using social tools like Twitter and Google Drive to ask questions, share resources, learn from each other, and collaborate in new ways.
3. This social, on-demand, and autonomous learning represents a major shift that will impact how workplaces and educational institutions approach learning. Personal knowledge management will be increasingly important for individuals to stay relevant and marketable in a changing job market.
The document summarizes the results of a survey of the top 100 tools for learning in 2013 according to trends in 10 categories: 1) Educational tools, 2) Video/audio/image tools, 3) Communication tools, 4) Networking/collaboration tools, 5) Web/blogging/wiki tools, 6) Bookmarking/curation tools, 7) Office tools, 8) Productivity tools, 9) Browsers/readers/dashboards, and 10) Mobile devices. Key findings include the increasing consumerization of technology and merging of personal and professional tools, with free social tools predominating and individual control over learning.
The document discusses the workplace learning revolution brought about by the rise of social tools and personal learning networks. It notes that many employees are bypassing traditional learning and development to solve problems and learn in a more immediate, social and autonomous way using tools like Twitter, Google Drive, YouTube, and enterprise social networks. This is causing frustration with traditional e-learning approaches. Learning and development professionals are now helping teams collaborate better and supporting personal knowledge management through social onboarding, online workshops and enterprise learning networks.
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Learn how to make extra money with refer and earn apps that don’t require KYC. Find out the advantages, top apps, and strategies to boost your earnings quickly and easily.
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
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3. Social
and
Collabora-ve
Learning
in
the
Workplace
AGENDA
How
to
support
social
learning
in
the
workplace
Key
social
collabora=on
tools
that
provide
infrastructure
Examples
of
social
learning
approaches
for
online
and
in
person
How
learning
can
be
embedded
in
the
workflow
4. Social
learning
is
a
natural,
con=nual
process
of
learning
with
and
from
others.
It’s
nothing
new!
5. ….
but
with
the
help
of
modern
social
technologies
it
is
now
possible
to
enable
and
support
it
in
powerful
new
ways.
“Social
media
can
only
help
to
support
and
enhance
learning,
but
the
presence
of
social
media
doesn’t
necessarily
mean
social
learning
will
take
place.”
Jane
Hart,
10
things
to
remember
about
social
learning
and
the
use
of
social
learning
in
the
workplace
6. Top
100
Tools
for
Learning
2011
List
compiled
from
the
Top
10
Tools
contribu=ons
of
531
learning
professionals
worldwide
15. From
Learning
Technologies
to
Social
Technologies
…
Member
profiling
Ac=vity
stream
Real-‐=me
updates
Member
commen=ng
Threaded
discussions
No=fica=ons
Sharing
of
resources
Content
co-‐crea=on
tools
Sharing
links
Sharing
files
Polls
and
surveys
Private
messaging
User
liking
Group
spaces
15
28. The
role
of
the
Enterprise
(Learning)
Community
Manager
• Building
the
Community
• Maintaining
the
Community
• Coordina=ng
and
promo=ng
a
series
of
ongoing
social
ac=vi=es
• Responding
to
the
learning
and/
or
performance
needs
of
members
• Educa=ng
the
enterprise
as
a
whole
on
the
benefits
and
value
of
an
Enterprise
Learning
Community
ethos
and
approach
• Encouraging
par=cipa=on
The
role
of
the
Enterprise
Learning
Community
Manager,
Jane
Hart,
2012
29. The
slideset
and
links
to
resources
can
be
found
at
hlp://bit.ly/socolearn
Email
jane.hart@C4LPT.co.uk
30. For a list of upcoming free Citrix webinars, please
visit news.citrixonline.com/webinars/
Live
Demonstra-ons
of
GoToTraining
are
available!
citrixonline.com/deminars
30