Sheffcare is a registered charity that provides care for elderly people in Sheffield, including 11 residential care homes and day care centers, employing nearly 500 people. They provide personalized care plans and aim to help maintain independence. The organizational structure includes the CEO, heads of departments, care directors, registered managers, and care support workers. ABS Consulting was hired to review Sheffcare's performance management system. Through meetings and a site visit, ABS gathered data and feedback. They designed a new appraisal form with a performance scale, separate forms for different levels, and sections for training and two-way feedback. The outcome effectively served Sheffcare's needs as a charitable organization by empowering its business of caring for the elderly.
Managing People in Software Engineering SE22koolkampus
The document discusses key topics related to managing people in software development projects and organizations. It covers human cognition limitations, factors for effective teamwork and communication, choosing and retaining technical staff, and the People Capability Maturity Model for improving workforce capabilities. Specific areas discussed include memory organization, problem solving, motivation, group composition and dynamics, communication, and the importance of understanding human factors for successful management.
The document outlines a draft leadership competency model for the State of California. It includes 13 competency clusters with descriptions of competencies expected at different leadership levels (first-level supervisor, second-level supervisor, manager). The competency model was developed based on expert panels, interviews with high performers, reviews of existing models, and surveys. Guiding principles include aligning with state strategies and culture and integrating into HR processes.
Great Answer! Now What Was the Question?Dante Murphy
This document contains various quotes and information about mental models and frameworks. It discusses developing mental models to organize goals and identify tactics by grouping tasks into towers and towers into mental spaces. It also mentions using influence mapping to identify goals and relationships, and applying the funnel of relevance to add depth and context to mental models. Finally, it recommends testing tactics against a behavior model, considering flow, classifying domains using Cynefin, and focusing on idealized design when developing mental models and solutions.
This document discusses best practices for non-profit boards to be fulfilling, effective, and smart. It emphasizes the importance of having a common vision, clear roles and responsibilities for the board and staff, and focusing on strategic issues rather than micromanagement. Essential questions are provided to guide board members in investing their time to improve strategy, relationships, public standing and the position of the CEO.
Leading virtual teams .HUDSON Research & Consultingmderven
This presentation discusses leading virtual teams. It begins by defining virtual teams as groups of people working together to achieve goals while being separated by physical distance, time zones, languages or cultures. It then covers common challenges virtual teams face like communication issues, lack of trust and competing priorities. The presentation provides a model for virtual team success focusing on purpose, people and process. It offers solutions in each area like setting clear goals, building relationships among team members, and establishing governance and communication processes. Attendees are polled on their virtual team experiences and statistics are presented on challenges teams commonly face.
This document discusses organizational development and the role of consciousness. It begins by introducing the author and their work helping organizations adapt to the 21st century. It then covers organizational culture and structure. The key point made is that an organization's consciousness, as defined by its leaders, determines what stage of development it can reach. Later stages like Teal organizations require a shift in consciousness towards values like psychological safety, self-management, and wholeness. The document advocates for practices like organizational gardening and self-awareness to facilitate such a shift. It concludes by arguing that modern, high-performance organizations are based on a specific type of conscious approach exemplified by some Teal organizations.
Sheffcare is a registered charity that provides care for elderly people in Sheffield, including 11 residential care homes and day care centers, employing nearly 500 people. They provide personalized care plans and aim to help maintain independence. The organizational structure includes the CEO, heads of departments, care directors, registered managers, and care support workers. ABS Consulting was hired to review Sheffcare's performance management system. Through meetings and a site visit, ABS gathered data and feedback. They designed a new appraisal form with a performance scale, separate forms for different levels, and sections for training and two-way feedback. The outcome effectively served Sheffcare's needs as a charitable organization by empowering its business of caring for the elderly.
Managing People in Software Engineering SE22koolkampus
The document discusses key topics related to managing people in software development projects and organizations. It covers human cognition limitations, factors for effective teamwork and communication, choosing and retaining technical staff, and the People Capability Maturity Model for improving workforce capabilities. Specific areas discussed include memory organization, problem solving, motivation, group composition and dynamics, communication, and the importance of understanding human factors for successful management.
The document outlines a draft leadership competency model for the State of California. It includes 13 competency clusters with descriptions of competencies expected at different leadership levels (first-level supervisor, second-level supervisor, manager). The competency model was developed based on expert panels, interviews with high performers, reviews of existing models, and surveys. Guiding principles include aligning with state strategies and culture and integrating into HR processes.
Great Answer! Now What Was the Question?Dante Murphy
This document contains various quotes and information about mental models and frameworks. It discusses developing mental models to organize goals and identify tactics by grouping tasks into towers and towers into mental spaces. It also mentions using influence mapping to identify goals and relationships, and applying the funnel of relevance to add depth and context to mental models. Finally, it recommends testing tactics against a behavior model, considering flow, classifying domains using Cynefin, and focusing on idealized design when developing mental models and solutions.
This document discusses best practices for non-profit boards to be fulfilling, effective, and smart. It emphasizes the importance of having a common vision, clear roles and responsibilities for the board and staff, and focusing on strategic issues rather than micromanagement. Essential questions are provided to guide board members in investing their time to improve strategy, relationships, public standing and the position of the CEO.
Leading virtual teams .HUDSON Research & Consultingmderven
This presentation discusses leading virtual teams. It begins by defining virtual teams as groups of people working together to achieve goals while being separated by physical distance, time zones, languages or cultures. It then covers common challenges virtual teams face like communication issues, lack of trust and competing priorities. The presentation provides a model for virtual team success focusing on purpose, people and process. It offers solutions in each area like setting clear goals, building relationships among team members, and establishing governance and communication processes. Attendees are polled on their virtual team experiences and statistics are presented on challenges teams commonly face.
This document discusses organizational development and the role of consciousness. It begins by introducing the author and their work helping organizations adapt to the 21st century. It then covers organizational culture and structure. The key point made is that an organization's consciousness, as defined by its leaders, determines what stage of development it can reach. Later stages like Teal organizations require a shift in consciousness towards values like psychological safety, self-management, and wholeness. The document advocates for practices like organizational gardening and self-awareness to facilitate such a shift. It concludes by arguing that modern, high-performance organizations are based on a specific type of conscious approach exemplified by some Teal organizations.
Why User Experience Matters | By UX Professionals from Centerline DigitalCenterline Digital
This document discusses user experience (UX) design. It defines UX as the sum of a person's emotions and behaviors when interacting with a product or service. Good UX is important as it reduces wasted development time, increases sales and user retention. The document outlines the typical process for a UX project, including research, content strategy, information architecture, design, development, and testing phases to deliver useful and usable experiences.
The document discusses leadership in project management. It begins by outlining the workshop objectives of discussing the differences between leadership and management, the CVME basics, and the differences between leaders and losers. It then discusses various aspects of leadership, including defining leadership attributes, comparing management to leadership, the CVME (Clarity, Vision, Motivation, Execution) project leadership basics, and examples of leaders versus losers. Key points include that leadership involves creating vision, communicating that vision to align people, and energizing people to overcome hurdles to implement the vision.
The document provides information about the top 10 things that employers look for in new college graduates. These include: 1) The ability to work well in teams, 2) An understanding of science and technology and how they are applied, 3) Strong communication skills, 4) The ability to think critically about complex problems, 5) Problem solving skills, 6) An understanding of the global context of work, 7) Creativity and innovation, 8) The ability to apply knowledge in new settings, 9) Understanding of numbers and statistics, and 10) A strong sense of ethics.
The faculty members need to know the process of planning the participate instruction in engineering courses. this PPT provides a set of guidelines in planning and delivering effective instructions.
Effective Career Discussions (Taking Multiple Perspectives)Barry Horne
This presentation promotes expanded understanding of the manner in which employees perceive their careers and ways in which line managers, human resources managers, mentors, and career coaches can conduct effective career conversations that offer benefits to both the individual employee and the employing organisation.
Nine types of career metaphor are introduced to stimulate thinking about how employees may tend to perceive and speak about their careers (Inkson).
Career drivers (Schein) are introduced as a means of highlighting that employees are motivated differently (i.e. they are seeking different blends of rewards from working).
The Denham Career Development Model is introduced briefly to highlight the career tasks that employees undertake across their careers, while working with their organisations.
Benefits of developing an organisational career development culture are then highlighted (CIPD).
Research undertaken (Hirsch et al) into who carries out effective career discussions with employees in organisations is then presented, together with the contexts/settings in which those effective career discussions took place. Positive behaviours demonstrated by those carrying out effective career conversations with employees are then highlighted, together with the positive impacts of those career discussions.
Tips for the consideration of organisations seeking to develop strong career development cultures are then provided.
Situational Leadership is a time-tested leadership method that focuses on motivation, influence, and performance. It provides a simple and practical framework for leaders to match their leadership style to the development level of their followers. By adapting their style, leaders can better meet performance needs and create an environment that motivates people. The method establishes a common language for discussing performance which improves leadership consistency, fairness, and engagement.
This document summarizes a presentation on managing talent by Seta A. Wicaksana. The presentation covers:
1. Seta A. Wicaksana's background in human resource management, organizational development, and assessment.
2. Key frameworks for developing human capital including the learning organization framework and human capital paradigm.
3. Elements of developing talent including competencies, leadership, innovation, and building a strengths-based organization.
4. The importance of human capital, learning and knowledge sharing for business sustainability and competitiveness.
This paper focuses on how teams with well-defined roles and objectives are more effective. It discusses how defining roles, objectives, timelines, and resources allows teams to work more efficiently with less redundancy. Clear communication and commitment to goals are important. Teams without defined roles and objectives can become distraught and waste time and resources. Defining roles and objectives enhances decision-making, allows for decentralized work, and establishes standardized communication and control structures within teams.
Coming Up: Ten challenges for workforce development. Presentation by Barb McP...Jo Kay
Businesses and workplaces are very different to how they were 10, even just 5 years ago. Critics of our national training system suggest competencies are out of date. Are they? Or, is it our approaches to learning and our understanding of what constitutes training that is now out of step with the needs we claim to address? At what point do the national VET system, workforce development needs and culture of organisational learning intersect? Siemens and Wegner, familiar to VET practitioners on the Australian conference circuit 2005-2006, promote connectivism-network learning theory, and communities of practice respectively as relevant alternatives to traditional classroom learning. In this presentation, Barb McPherson a veteran of six Australian Flexible Learning Framework initiatives since 2002 considers ten challenges to workforce development and how RMT is responding and preparing for change.
This document provides an agenda and information for an @Home Social Media Boot Camp. It includes introductions for the organizers and speakers. The agenda covers why social media is important, characteristics of social media, creating social media strategies and campaigns, and tips for using different social media platforms like Instagram and Vine effectively. Participants engage in workshops to practice creating short videos and planning social media campaigns. The goal is to help participants better utilize social media to engage audiences and achieve their goals.
Communication Skills- Sneak Peak from My CourseRadhia Benalia
This is a Sneak Peak from my Course. The PPT is of course accompanied with case studies, templates, hypothetical scenarios, videos, and group activities.
Using The National Science and Technology Council (NSTC)Duane Blackburn
The document discusses the National Science and Technology Council (NSTC), which was established by executive order to coordinate science and technology policy across the federal government. The NSTC is chaired by the President and Vice President and aims to integrate S&T priorities across agencies, though full coordination can be difficult. Benefits of the NSTC include knowledge sharing, relationship building, and raising awareness of S&T issues. The success of NSTC bodies often depends on leadership setting realistic goals and applying pressure while refusing to accept failure.
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
Engineers and other technical professionals many times find themselves promoted into management. A different set of skills is needed to thrive in this new role. Leadership is one of those skills.
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
This document provides an overview of a presentation on governance leadership succession planning. It discusses defining leadership succession and governance leadership succession. It emphasizes the importance of boards proactively planning for leadership transitions by profiling ideal future board members, identifying candidate pools, and providing development opportunities. The presentation recommends starting the process 12 months before known vacancies and ideally 2-3 years in advance. It also covers recruitment best practices, selection processes, and onboarding new board members to ensure governance excellence in the future.
The Essential Ingredients of a Leadership Development CurriculumCMOE
The document discusses elements that should be included in leadership development programs and workshops. It recommends 10 essential elements: breaking the ice, holding up a mirror, sharing a practical framework, facilitating "a-ha" moments, taking a test drive, providing quantitative feedback, more practice, tools and tips, knowledge transfer planning, and closing thoughts. It then provides more details about each element and CMOE's approach to customizing leadership development solutions for clients.
This document provides guidance on building an employee development curriculum. It discusses that curriculums should be aligned to business needs and capabilities required to achieve goals. A case study is presented of a company that was asked to create a curriculum after an employee survey showed development was needed. The document outlines conducting a gap analysis between current and needed skills, prioritizing areas of focus, developing and implementing courses, and measuring outcomes through pilots. It emphasizes stakeholder management, communicating progress, and documenting decisions throughout the process.
Here are the key points from the group on Training and Development:
- Training and development helps employees improve skills and knowledge to perform better in their roles.
- On-the-job training includes coaching, mentoring and shadowing more experienced employees.
- Off-the-job training takes place away from the work environment, such as seminars, conferences or online courses.
- Development focuses more on career progression through further education or new experiences.
- Benefits of training include improved performance, motivation and retention of employees. It also ensures employees can adapt to changes in technology and work processes.
- Training needs are identified through performance reviews comparing actual to required skills.
- Evaluation of training programs
Why User Experience Matters | By UX Professionals from Centerline DigitalCenterline Digital
This document discusses user experience (UX) design. It defines UX as the sum of a person's emotions and behaviors when interacting with a product or service. Good UX is important as it reduces wasted development time, increases sales and user retention. The document outlines the typical process for a UX project, including research, content strategy, information architecture, design, development, and testing phases to deliver useful and usable experiences.
The document discusses leadership in project management. It begins by outlining the workshop objectives of discussing the differences between leadership and management, the CVME basics, and the differences between leaders and losers. It then discusses various aspects of leadership, including defining leadership attributes, comparing management to leadership, the CVME (Clarity, Vision, Motivation, Execution) project leadership basics, and examples of leaders versus losers. Key points include that leadership involves creating vision, communicating that vision to align people, and energizing people to overcome hurdles to implement the vision.
The document provides information about the top 10 things that employers look for in new college graduates. These include: 1) The ability to work well in teams, 2) An understanding of science and technology and how they are applied, 3) Strong communication skills, 4) The ability to think critically about complex problems, 5) Problem solving skills, 6) An understanding of the global context of work, 7) Creativity and innovation, 8) The ability to apply knowledge in new settings, 9) Understanding of numbers and statistics, and 10) A strong sense of ethics.
The faculty members need to know the process of planning the participate instruction in engineering courses. this PPT provides a set of guidelines in planning and delivering effective instructions.
Effective Career Discussions (Taking Multiple Perspectives)Barry Horne
This presentation promotes expanded understanding of the manner in which employees perceive their careers and ways in which line managers, human resources managers, mentors, and career coaches can conduct effective career conversations that offer benefits to both the individual employee and the employing organisation.
Nine types of career metaphor are introduced to stimulate thinking about how employees may tend to perceive and speak about their careers (Inkson).
Career drivers (Schein) are introduced as a means of highlighting that employees are motivated differently (i.e. they are seeking different blends of rewards from working).
The Denham Career Development Model is introduced briefly to highlight the career tasks that employees undertake across their careers, while working with their organisations.
Benefits of developing an organisational career development culture are then highlighted (CIPD).
Research undertaken (Hirsch et al) into who carries out effective career discussions with employees in organisations is then presented, together with the contexts/settings in which those effective career discussions took place. Positive behaviours demonstrated by those carrying out effective career conversations with employees are then highlighted, together with the positive impacts of those career discussions.
Tips for the consideration of organisations seeking to develop strong career development cultures are then provided.
Situational Leadership is a time-tested leadership method that focuses on motivation, influence, and performance. It provides a simple and practical framework for leaders to match their leadership style to the development level of their followers. By adapting their style, leaders can better meet performance needs and create an environment that motivates people. The method establishes a common language for discussing performance which improves leadership consistency, fairness, and engagement.
This document summarizes a presentation on managing talent by Seta A. Wicaksana. The presentation covers:
1. Seta A. Wicaksana's background in human resource management, organizational development, and assessment.
2. Key frameworks for developing human capital including the learning organization framework and human capital paradigm.
3. Elements of developing talent including competencies, leadership, innovation, and building a strengths-based organization.
4. The importance of human capital, learning and knowledge sharing for business sustainability and competitiveness.
This paper focuses on how teams with well-defined roles and objectives are more effective. It discusses how defining roles, objectives, timelines, and resources allows teams to work more efficiently with less redundancy. Clear communication and commitment to goals are important. Teams without defined roles and objectives can become distraught and waste time and resources. Defining roles and objectives enhances decision-making, allows for decentralized work, and establishes standardized communication and control structures within teams.
Coming Up: Ten challenges for workforce development. Presentation by Barb McP...Jo Kay
Businesses and workplaces are very different to how they were 10, even just 5 years ago. Critics of our national training system suggest competencies are out of date. Are they? Or, is it our approaches to learning and our understanding of what constitutes training that is now out of step with the needs we claim to address? At what point do the national VET system, workforce development needs and culture of organisational learning intersect? Siemens and Wegner, familiar to VET practitioners on the Australian conference circuit 2005-2006, promote connectivism-network learning theory, and communities of practice respectively as relevant alternatives to traditional classroom learning. In this presentation, Barb McPherson a veteran of six Australian Flexible Learning Framework initiatives since 2002 considers ten challenges to workforce development and how RMT is responding and preparing for change.
This document provides an agenda and information for an @Home Social Media Boot Camp. It includes introductions for the organizers and speakers. The agenda covers why social media is important, characteristics of social media, creating social media strategies and campaigns, and tips for using different social media platforms like Instagram and Vine effectively. Participants engage in workshops to practice creating short videos and planning social media campaigns. The goal is to help participants better utilize social media to engage audiences and achieve their goals.
Communication Skills- Sneak Peak from My CourseRadhia Benalia
This is a Sneak Peak from my Course. The PPT is of course accompanied with case studies, templates, hypothetical scenarios, videos, and group activities.
Using The National Science and Technology Council (NSTC)Duane Blackburn
The document discusses the National Science and Technology Council (NSTC), which was established by executive order to coordinate science and technology policy across the federal government. The NSTC is chaired by the President and Vice President and aims to integrate S&T priorities across agencies, though full coordination can be difficult. Benefits of the NSTC include knowledge sharing, relationship building, and raising awareness of S&T issues. The success of NSTC bodies often depends on leadership setting realistic goals and applying pressure while refusing to accept failure.
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
Engineers and other technical professionals many times find themselves promoted into management. A different set of skills is needed to thrive in this new role. Leadership is one of those skills.
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
This document provides an overview of a presentation on governance leadership succession planning. It discusses defining leadership succession and governance leadership succession. It emphasizes the importance of boards proactively planning for leadership transitions by profiling ideal future board members, identifying candidate pools, and providing development opportunities. The presentation recommends starting the process 12 months before known vacancies and ideally 2-3 years in advance. It also covers recruitment best practices, selection processes, and onboarding new board members to ensure governance excellence in the future.
The Essential Ingredients of a Leadership Development CurriculumCMOE
The document discusses elements that should be included in leadership development programs and workshops. It recommends 10 essential elements: breaking the ice, holding up a mirror, sharing a practical framework, facilitating "a-ha" moments, taking a test drive, providing quantitative feedback, more practice, tools and tips, knowledge transfer planning, and closing thoughts. It then provides more details about each element and CMOE's approach to customizing leadership development solutions for clients.
This document provides guidance on building an employee development curriculum. It discusses that curriculums should be aligned to business needs and capabilities required to achieve goals. A case study is presented of a company that was asked to create a curriculum after an employee survey showed development was needed. The document outlines conducting a gap analysis between current and needed skills, prioritizing areas of focus, developing and implementing courses, and measuring outcomes through pilots. It emphasizes stakeholder management, communicating progress, and documenting decisions throughout the process.
Here are the key points from the group on Training and Development:
- Training and development helps employees improve skills and knowledge to perform better in their roles.
- On-the-job training includes coaching, mentoring and shadowing more experienced employees.
- Off-the-job training takes place away from the work environment, such as seminars, conferences or online courses.
- Development focuses more on career progression through further education or new experiences.
- Benefits of training include improved performance, motivation and retention of employees. It also ensures employees can adapt to changes in technology and work processes.
- Training needs are identified through performance reviews comparing actual to required skills.
- Evaluation of training programs
The document discusses the employee life cycle, from recruiting to alumni status. It begins with employer branding to attract candidates and outlines the various stages of recruiting, hiring, onboarding with mentoring, developing high performance teams, ongoing people development and career planning, potential promotions, letting employees go, and maintaining relationships with alumni. Key aspects covered include defining hiring needs, evaluating skills and fit, conducting interviews, onboarding new employees, providing ongoing training and feedback, and supporting employees' long-term career goals.
Class session 4 program ideas and needs assessmenttjcarter
This document discusses the agenda and key topics for an upcoming class session on program planning. It covers Caffarella's interactive model of program design, the importance of considering context in the planning process, conducting needs assessments, and ensuring cultural sensitivity. The document outlines different approaches to needs assessment, including strategic, competency-based, and job task analysis. It also provides strategies for making needs assessments and evaluations more culturally sensitive.
The document provides an overview of case study interviews used in management consulting recruiting. It discusses that case studies are used to assess analytical, diagnostic and communication skills. It describes the different types of case studies - calculation, problem and probing cases - and frameworks that can be used to structure analysis. Key steps are to understand the issue, develop a hypothesis, select an analytical approach, identify issues and recommendations, and define expected results.
The document provides an overview of Deloitte Consulting LLP, including its services, marketplace positioning, firm overview, and a sample consultant's day. It discusses the firm's strategy and operations, human capital, enterprise applications, technology integration, and outsourcing services. It also describes corporate finance services and interview tips for case study interviews.
The document discusses developing leadership capacity through training local people to respond to human disasters without external assistance. It proposes providing middle and junior managers training on crisis and emergency management skills like leadership, planning, organizing resources and communications. The training aims to allow participants to gain leadership roles and includes modules on leading, planning, organizing, directing and controlling with methods like reading, presentations and discussions. The initial program faced scrutiny but demonstrated value and was later expanded with improvements based on lessons learned.
Class session 3 program ideas and needs assessmenttjcarter
This document provides an agenda and overview for a class session on program planning and needs assessment. It discusses Caffarella's interactive model of program planning, including discerning the context, building support, identifying needs, and designing evaluations. It also covers analyzing the planning context, conducting a needs assessment, and strategies for making needs assessments more culturally sensitive.
The document defines a system for managing project-based e-learning that supports decision making. It discusses John Dewey's contributions to problem-based learning theory and lists various project management tools that could be incorporated into an e-learning system, such as risk assessment, budget planning, and communication tools. It also describes developing skills for planning, monitoring, communication, presentation, and rescuing failing projects.
Behavioral Interviewing - Using Company Culture and Values to Make or Break a...Joe Sommers
The document discusses behavioral interviewing as a hiring technique that focuses on assessing a candidate's past behaviors and competencies based on real examples from their work history. It emphasizes using behavioral interviewing to evaluate how well a candidate's competencies and values align with the company's culture and values. The document provides guidance on defining critical competencies, developing behavioral interview questions, and coaching candidates to provide detailed behavioral examples during interviews.
This document discusses human resource planning and management. It begins by defining human resource management and its functions, which include proactively acquiring, retaining, developing, adjusting, and managing changes to human resources to ensure organizational success. It then discusses several key aspects of human resource planning:
1. The importance of linking HR planning to organizational strategic planning and forecasts.
2. Methods for forecasting future personnel needs, including qualitative approaches like expert opinions and the Delphi technique, and quantitative approaches like regression analysis.
3. Assessing available internal and external resources to meet future needs, using tools like replacement charts, succession planning, and transition matrices.
4. Developing action plans to reconcile supply and demand,
How to Manage a UX Team (without losing your mind!)Autodesk
This document provides advice on managing a UX team. It discusses hiring by looking for people with a passion for the work and strong communication and collaboration skills. It emphasizes diversifying the team with complementary skill sets. Inspiring the team involves being a good coach, giving clear direction while allowing autonomy, and encouraging learning. Addressing performance issues requires having regular check-ins, documenting problems, and giving clear feedback for improvement. Motivating yourself as a manager involves finding value in administrative work, client relations, and your team's success.
McKinsey & Company – featured insights 25th June 2021 article
Four broad skill categories: 1. Cognitive, 2. Interpersonal, 3. Self-leadership and 4. Digital.
The document provides an overview of California's process for developing a preliminary leadership competency model. It discusses feedback received from expert panels and high performer interviews identifying the most important competencies. A preliminary competency model is then presented organized into clusters like "Promoting a Team Culture" and "Enabling Organizational Transformation." The model displays behavioral indicators for each competency at different leadership levels.
The document discusses strategies for integrating new technologies to empower learning and transform leadership. It focuses on applying insights from neuroscience, specifically how the brain responds to factors like status, certainty, autonomy, relatedness, and fairness. Some key strategies proposed are providing clarity of expectations to increase certainty, allowing flexibility and creativity to increase autonomy, fostering collaboration and shared experiences to increase relatedness, having transparent processes to increase fairness, and creating an environment where people feel supported rather than threatened by change.
Change Communication Slides Used At The October 2010 International Summit W...MikePounsford
This document summarizes a workshop on communicating through organizational change. The workshop agenda covers scene setting, the role of leadership, managing change as champions, increasing employee involvement, and measuring communication effectiveness. It provides frameworks and lessons for practical change communication, using case studies and sharing what other organizations are doing. Measurement is discussed as key to tracking understanding and engagement through the change process.
The document discusses best practices for competency centers, resource management, and teaming. It recommends building fluid teams with a focus on competence, transparency, and leadership. Competency centers should have an outward focus on solving business problems rather than being a labeling tactic. Resource management is key to workforce planning and requires cross-boundary sharing and coordination. Social networking can extend project teams and improve matching by increasing visibility of skills and peer vouching.
The document provides a career change roadmap for an individual, outlining steps taken from December 2008 to January 2009 to define a new career path. Key steps included assessing skills and interests, researching occupations, deciding on a specific target occupation, and beginning to develop a marketing plan for the job search. The individual's personality type analysis suggested careers where they can observe people, determine needs, and create structured plans to help others. Potential positions identified include librarian/archivist, grant coordinator, and researcher.
The document discusses the evolution of human resource management from an administrative function to a strategic partner aligned with business strategy. It emphasizes that people are the most valuable resource for organizations and that viewing HR as an investment rather than expense can increase business performance. Finally, it outlines the key roles and priorities of strategic HR in partnering with business leaders to ensure the organization has the right talent and culture to achieve its goals.
This document describes an agile transformation case study that involved stages described as "The Good, The Bad, and The Ugly". It summarizes the transformation journey from traditional to agile approaches, including establishing shared services, implementing SAFe, establishing Kanban boards, and focusing on outcomes over outputs. Challenges involved different agile approaches, silos, and individual mindsets. Successes came from establishing a common agile approach, rewarding teamwork over individual contributions, and focusing on continuous improvement.
This document discusses the shift to a social knowledge economy where sharing and collaboration of knowledge on digital platforms is important. It defines social knowledge as continuous dialogue and content sharing between people and organizations on open connected platforms. The importance of connecting people with relevant content is explained, as people are more likely to engage with and find information from their social networks than other sources. Strategies for companies to engage in this new economy are provided, including curating relevant content from sources and sharing it on social media at optimal times. A business card draw for a free content curation service is offered.
This document provides an overview of a workshop on decision making that seeks to introduce and compare the work of Malcolm Gladwell and Daniel Kahneman, explore how knowledge is used in rapid cognition, and generate ideas to improve organizational decision making. It outlines Gladwell and Kahneman's research on fast and slow thinking as well as Gary Klein's work on naturalistic decision making. The document also discusses biases, heuristics, and conditions that influence decision quality. Tools, models, and strategies for decision making are presented along with examples of good and bad decisions.
This document summarizes a presentation on using animal metaphors to enhance collaboration. It discusses three key conversations: 1) defining appropriate collaborative behaviors, 2) comparing definitions and perspectives, and 3) committing to actions to improve collaboration. Participants defined expected, desired, tolerated and rejected behaviors for zoo animals and discussed how behaviors contribute positively or negatively to collaboration. The goal is to stimulate constructive conversations to enhance collaboration in the workplace.
The document discusses knowledge management (KM) education and outlines three key conversations: 1) What KM education is currently available, 2) Whether the current approach is optimal, and 3) How the KM community can influence and improve KM education. It provides an example of one university's KM course and encourages participants in the actKM conference to consider getting involved in shaping KM education. The presentation concludes by promoting the speaker's behavioral profiling and consulting services.
The document presents a conceptual framework for integrating data mining within a strategic knowledge management approach to create sustainable competitive advantage in the Australian mining sector. The framework combines the benefits of data mining techniques for identifying patterns and relationships in large databases with a strategic KM framework. It is proposed that incorporating different strategic perspectives into company strategies and operational plans could optimize business performance and increase knowledge capabilities to better solve complex, unstructured problems in mining. Next steps discussed include validating the framework through case studies with mining organizations in Western Australia and developing an inventory of data mining and KM processes based on the results.
This document summarizes a workshop on business-IT fusion. It introduces the presenters and their backgrounds, then discusses the traditional disconnect between business and IT. It frames alignment and fusion as ways to bridge this gap. Fusion is defined as a merging of business and IT elements into a unified whole.
The workshop agenda is then outlined. Participants are asked to consider key outcomes from the perspectives of different roles in a fusion initiative. A business-IT fusion framework is presented, consisting of constancy of purpose, a shared world view, and adapting to change. Groups then discuss desired outcomes from their assigned roles after 18 months of a fusion program.
The document discusses a community campaign to save a threatened local emergency department. An integrated suite of collaborative social media tools was developed using mobile and cloud technologies to share information about the campaign. These included Twitter, Hootsuite, Facebook, WordPress blog and pages, Skype, YouTube/Vimeo. The tools helped engage the community, media and politicians. The campaign made progress in documenting its efforts and exposing team members to useful social media strategies, though the outcome of saving the emergency department was still pending.
This document provides an agenda for the actKM 2012 conference taking place on October 23-24, 2012 at the University of Canberra. The conference will focus on the theme of "Connecting Knowledge - building the knowledge-centric organisation" and will include keynote speeches, presentations, and networking opportunities on topics related to knowledge management, collaboration, social media, and building connected organizations. Sponsor and committee information is also provided.
1) The documents discuss various metrics for analyzing social networks, including degree centrality, closeness centrality, betweenness centrality, and eigenvector centrality.
2) Degree centrality measures how active individuals are based on the number of direct connections they have. Closeness centrality measures an individual's average distance to all others in the network. Betweenness centrality identifies people who connect disparate groups. Eigenvector centrality measures how well connected one is to highly connected individuals.
3) The documents provide examples of how these network analysis metrics can be applied to understand roles, influence, and dynamics within organizations.
This document outlines the key components of a knowledge management system, including strategy, actors, infrastructure, functionality, delivery, knowledge sources, and continuous improvement. It discusses high-level aspects such as objectives, policies, culture, facilities, software, accessibility, and feedback that are important for effectively designing, implementing, and maintaining a knowledge management system.
This document outlines the key components of a knowledge management system, including strategy, actors, infrastructure, functionality, delivery, knowledge sources, and continuous improvement. It discusses high-level aspects such as objectives, policies, culture, facilities, software, accessibility, and feedback that are important for effectively designing, implementing, and maintaining a knowledge management system.
Presentation by Vladimir Videnovic of Oracle sharing the story of New York's efforts for sharing performance data at the 2011 actKM Conference in Melbourne.
Presentation by Matthew Cain of the Australian Army sharing their model and methods for knowledge management made at the 2011 actKM Conference in Melbourne.
The Knowledge Bucket: Practicing what we preachactkm
Hear about the purpose and focus of the Knowledge Bucket, an open source project to develop a body of knowledge on Knowledge Management. Presented at the 2011 actKM conference in Melbourne by Cory Banks.
Keynote presentation by Phillip Ruthven from IBISWorld Pty Ltd giving his thoughts and perspectives on what keeps CEOs awake at night. 2011 actKM Conference. Melbourne, Australia. 10 October 2011.
Wikis can be used in education to facilitate collaborative learning between students. Students are assessed both on their individual work and how well they link their topics to other students' work, rewarding knowledge sharing over hoarding. Key outcomes include professionals who understand relationship building, networking, and leveraging others' expertise. Wikis also allow students to actively learn together across disciplines and collectively build knowledge from multiple sources. Administration of courses using wikis is simpler, with assessment and feedback embedded in the online platform.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Introducing Milvus Lite: Easy-to-Install, Easy-to-Use vector database for you...Zilliz
Join us to introduce Milvus Lite, a vector database that can run on notebooks and laptops, share the same API with Milvus, and integrate with every popular GenAI framework. This webinar is perfect for developers seeking easy-to-use, well-integrated vector databases for their GenAI apps.