Recent studies have shown that a significant number of global organizations lack the necessary talent for critical leadership positions. When this is combined with increasing globalization and historic demographic shifts in the workforce, organizations struggle to build a robust pipeline of diverse candidates for their senior-level roles. This webinar will show how organizations can incorporate their commitment to diversity and inclusion into the assessment and development of managerial talent to build a diverse talent pipeline for senior management positions in the 21st century.
Recruiting a diverse applicant pool is only the first step in fostering diversity. The “Next Step 2.0” focuses on the top 6 ways HR, Recruiters, New Media Integration, and Corporate Culture can work together to retain and develop diverse talent into leadership positions that add true value within your organization.
CMI Presentation On Aligning Culture 15 Sept 2011kyliemalmberg
This document discusses aligning organizational culture as a secret weapon for effective change management. It outlines common challenges change managers face, such as gaining buy-in and preventing culture from killing change efforts. Research shows 50-70% of change efforts fail. The document proposes a three-part cultural alignment process: 1) Map the culture to identify values and behaviors, 2) Map networks to understand influencers and relationships, 3) Pulse behaviors over time to monitor progress and guide development. By aligning personal, current, and desired cultures using this process, organizations can accelerate behavioral change and ensure the sustainability of projects.
The document provides an agenda and overview for a leadership and administrative dynamics course. It covers topics such as strategic planning, SWOT analysis, logic models, vision and mission statements, ethics, knowledge management, and communities of practice. Key elements of effective vision and mission statements are outlined. Different leadership styles and cultures are discussed. The principles of knowledge and ethics in leadership are also reviewed.
Knowledge Managemnt: Has the Torch Been Passed to a New GenerationCarl Frappaolo
A look at whether knowledge management has been supplanted by the advent of Web and Enterprise 2.0. The presentation takes a systematic step-by- step look and concludes that E2.0 is a great new resource that is best leveraged however not as a replacement for KM but as part of an overall KM strategy.
The document discusses how empathy can enable a positive cycle of innovation and inclusion in organizations by helping people overcome challenges like fear of change, and how innovative organizations can systematically honor three basic human needs: having a sense of purpose and contribution, opportunities for growth, and allowing people to maintain work-life balance and be their whole selves.
One thing every CPA agrees on is that this time it’s different. The question on everyone’s mind is what is the new normal?
What are the major trends and issues you must be paying attention to?
Tom Hood will share his insights on the four mega-trends affecting the CPA profession – Globalization, Workforce/Demographics, Technology, and Regulations/Standards and what they mean to your firm. You will also learn how leadership has fundamentally changed and what you can do to get ahead of the next waves of change.
This document discusses global mindset as a driver for global leadership and collaboration. It provides an overview of an upcoming presentation on global mindset, which will define global mindset, discuss how it benefits both individuals and organizations, and provide examples from a case study of how an organization developed and enacted a global mindset. The presentation aims to help organizations understand how to develop global mindset within their own context to improve strategic outcomes.
Recruiting a diverse applicant pool is only the first step in fostering diversity. The “Next Step 2.0” focuses on the top 6 ways HR, Recruiters, New Media Integration, and Corporate Culture can work together to retain and develop diverse talent into leadership positions that add true value within your organization.
CMI Presentation On Aligning Culture 15 Sept 2011kyliemalmberg
This document discusses aligning organizational culture as a secret weapon for effective change management. It outlines common challenges change managers face, such as gaining buy-in and preventing culture from killing change efforts. Research shows 50-70% of change efforts fail. The document proposes a three-part cultural alignment process: 1) Map the culture to identify values and behaviors, 2) Map networks to understand influencers and relationships, 3) Pulse behaviors over time to monitor progress and guide development. By aligning personal, current, and desired cultures using this process, organizations can accelerate behavioral change and ensure the sustainability of projects.
The document provides an agenda and overview for a leadership and administrative dynamics course. It covers topics such as strategic planning, SWOT analysis, logic models, vision and mission statements, ethics, knowledge management, and communities of practice. Key elements of effective vision and mission statements are outlined. Different leadership styles and cultures are discussed. The principles of knowledge and ethics in leadership are also reviewed.
Knowledge Managemnt: Has the Torch Been Passed to a New GenerationCarl Frappaolo
A look at whether knowledge management has been supplanted by the advent of Web and Enterprise 2.0. The presentation takes a systematic step-by- step look and concludes that E2.0 is a great new resource that is best leveraged however not as a replacement for KM but as part of an overall KM strategy.
The document discusses how empathy can enable a positive cycle of innovation and inclusion in organizations by helping people overcome challenges like fear of change, and how innovative organizations can systematically honor three basic human needs: having a sense of purpose and contribution, opportunities for growth, and allowing people to maintain work-life balance and be their whole selves.
One thing every CPA agrees on is that this time it’s different. The question on everyone’s mind is what is the new normal?
What are the major trends and issues you must be paying attention to?
Tom Hood will share his insights on the four mega-trends affecting the CPA profession – Globalization, Workforce/Demographics, Technology, and Regulations/Standards and what they mean to your firm. You will also learn how leadership has fundamentally changed and what you can do to get ahead of the next waves of change.
This document discusses global mindset as a driver for global leadership and collaboration. It provides an overview of an upcoming presentation on global mindset, which will define global mindset, discuss how it benefits both individuals and organizations, and provide examples from a case study of how an organization developed and enacted a global mindset. The presentation aims to help organizations understand how to develop global mindset within their own context to improve strategic outcomes.
The document discusses the objectives, definitions, history, and key concepts of knowledge management (KM). It aims to explain why KM is important for businesses in today's economy that relies heavily on knowledge workers. KM is defined as the process of identifying, capturing, sharing, and evaluating an organization's information and expertise. It emerged due to factors like globalization, downsizing, and increased data sharing capabilities. The document outlines the KM lifecycle and various challenges organizations face in effectively managing their knowledge.
This document summarizes Day 2 of an IAP Certification training. The agenda includes recapping Day 1, providing an overview of the IAP profile and online system, demonstrating how to use IAP materials in different scenarios, and answering questions about the IAP research and development. Key objectives are to help participants understand how to use the IAP profile and supporting materials with clients and learn about the technical features of the IAP Online system.
How Global Leaders Develop: Implications for PracticeSteve Terrell
The document summarizes research on how global leaders develop and provides implications and recommendations for global leadership development practices. Key findings include: (1) Global leaders develop through first-hand global experiences that challenge assumptions; (2) They learn cultural sensitivity is important from living in different cultures; (3) Global leaders require unique competencies. Recommendations for development include global assignments, training to increase cultural awareness, and using a competency model tied to an organization's needs.
This document discusses global versus international leadership and what characterizes leadership in a global context. It provides definitions of global and international, noting that global leadership encompasses leading an organization, people, and oneself with a holistic worldview beyond borders. The document then outlines five essentials of global leadership: solid management/leadership skills, a "glocal" mindset, leadership agility, extra effort to bridge distances, and self-awareness/reflection. It also discusses Danish leadership style internationally, noting both advantages like openness but also potential downsides if not adapted to other cultures.
The document discusses revitalizing institutions in various walks of life. It begins by contrasting organizations and institutions, noting that organizations can mature into institutions over time through an evolutionary process. The rest of the document is focused on exploring membership in institutions, outlining five different types of membership: 1) Founder members, 2) Co-founders, 3) Institutional members, 4) Professional members, and 5) Associate members. It provides details on the characteristics and roles of each type of member.
This document provides an introduction to knowledge management, including definitions of key concepts like tacit vs explicit knowledge, the history of KM, and why KM is important for individuals, communities, and organizations. It outlines the learning objectives, subtopics, and concepts that will be covered in sessions about KM. The document defines KM, explores its multidisciplinary nature, and discusses how knowledge assets have become more valuable than physical assets for organizations.
Deep Smarts refer to experience-based wisdom that is critical for managers to understand. They are a potent form of expertise based on life experiences and tacit knowledge. Leaders with Deep Smarts have the judgment and understanding to effectively address complex issues. However, as Baby Boomers retire, there is a risk of losing the Deep Smarts within organizations. The document discusses how Deep Smarts are acquired through experience over time and shaped by internal beliefs and external social influences. It also outlines strategies for cultivating, transferring and protecting Deep Smarts within an organization.
Renaissance2 World Shift Leadership Circle- An Introduction
Learn how you can become a member of the exclusive Renaissance2 WorldShift Leadership Circle for mavericks, innovators and leaders pushing the envelope at the cutting edge of enterprise and social innovation
Here are the key differences between specific and diffuse cultures:
Specific cultures tend to focus more on tasks and have easier initial contact between people. Relationships tend to be more segmented and compartmentalized.
Diffuse cultures place more emphasis on personal involvement and commitment in relationships. Contact tends to develop more slowly as maintaining distance is important initially. Relationships span both personal and professional spheres.
Both have positives and negatives. Specific cultures can come across as more superficial while diffuse cultures may seem less efficient in getting things done. Understanding these differences is important for effective cross-cultural communication and collaboration.
Successful leadership requires a balance of several factors. In 2005, James Haner & David Williams developed the Behaviors, Competencies & Responsibilities approach to leadership. In this first in a series of 3 White Papers, the focus is on Behaviors.
Access the remaining 2 Papers as well as 40 more White Papers & Podcasts on various Management & IT topics here - http://www.learningtree.ca/info/white-papers.htm
The document summarizes discussions from the Abu Dhabi Defense Logistics Conference held from January 21-23, 2008. It discusses concepts like focused logistics, total asset visibility, and challenges in defense supply chains. It also covers topics like the role of the Defense Logistics Agency in Kuwait, trends in focused logistics, and challenges around aging aircraft fleets. Leadership concepts are discussed including transformational leadership and distinguishing between managers and leaders. Military restructuring initiatives in the US Army are also summarized.
What IS Cross Cultural Leadership? And How Does it Benefit the Workplace?NMC Strategic Manager
Part 1 of our mini series on Cross Cultural Communication introduces what it is and the benefits to organizations of all types and sizes for leading a diverse workforce.
Dynamic presentation for all HR, OD and T&D experts on how to effectively develop our future leaders by leveraging generational similarities and differences in the workforce.
This paper explores different definitions and uses of the term "competence" in human resource development contexts. It finds that competence is a "fuzzy concept" with inconsistent usage. The paper analyzes approaches to competence in the US, UK, France, Germany and Austria. It argues that a holistic framework incorporating knowledge, skills, competences and competencies is needed to integrate education/training with labor market needs and promote workforce mobility.
http://www.weforum.org 26.07.2011
Programme of the Global Leadership Fellows Programme at the World Economic Forum. For more information go to http://www.weforum.org/glf
This document summarizes a workshop on leadership in a diverse global workplace. The workshop will explore the role of leaders in managing inclusion and productivity in a diverse workplace. It will feature a presentation from Professor Lisa Nishii of Cornell University on her research in leadership, diversity, and inclusion in a global context. The workshop will also include case studies from Danish companies operating globally and a discussion on developing diverse global workplaces. Participants will gain knowledge on strengthening efforts to develop diverse global workforces.
this presentation describes the differences in the global cultures and how it might affect doing business with different cultures?
what should a global leader do when dealing with different cultures?
when is the return of these recommendations on him as a leader?
1) The document discusses challenges facing education and employment in the 21st century, focusing on unlocking the wealth of universities through human capital development, entrepreneurship, and public-private partnerships.
2) It emphasizes nurturing human intellect and potential, and addressing underutilization of talents through creativity, governance, and enabling environments. Entrepreneurship and transforming innovations into economic viability are also highlighted.
3) Public-private partnerships are presented as a way to bridge resource gaps and fund university projects through alternative financing models. Workforce composition and developing appropriate mindsets, abilities, and skills are also addressed.
Mdp 511 2012 organizations in development - session 1ANDREA_BEAR
The snail moves slowly through a wet night in the grass, leaving a bright trail behind. The narrator does not know what motivates the snail or what its emotions may be. If the narrator were to later see the thin broken white line across the ground left by the snail, they would never have imagined the slow and deliberate progress it took to create that trail.
The Value of Values: The Case for Assessing Motives, Needs and PreferencesHuman Capital Media
It’s an all-too-familiar story: Company X hires a talented leader with a proven track record as its new top executive, and then months later, ushers him out, hemorrhaging top-performing employees in the process. The problem: conflicting values. Join Kevin Meyer, Ph.D., of Hogan Assessment Systems as he highlights research and real-world examples of values in action.
Creating a Top 100 Workplace Through Constructive Leadership and CultureHuman Capital Media
Learn how building a constructive culture through leadership development and targeted corporate and human resources initiatives enabled SaskCentral to become an award-winning employer of choice. Ranked No. 1 Best Workplace for Women and recognized as a Best Workplace in Canada, SaskCentral and its consultant will share their roadmap, journey and results to help you plan the type of cultural change effort that promotes not only engagement but also performance.
The document discusses the objectives, definitions, history, and key concepts of knowledge management (KM). It aims to explain why KM is important for businesses in today's economy that relies heavily on knowledge workers. KM is defined as the process of identifying, capturing, sharing, and evaluating an organization's information and expertise. It emerged due to factors like globalization, downsizing, and increased data sharing capabilities. The document outlines the KM lifecycle and various challenges organizations face in effectively managing their knowledge.
This document summarizes Day 2 of an IAP Certification training. The agenda includes recapping Day 1, providing an overview of the IAP profile and online system, demonstrating how to use IAP materials in different scenarios, and answering questions about the IAP research and development. Key objectives are to help participants understand how to use the IAP profile and supporting materials with clients and learn about the technical features of the IAP Online system.
How Global Leaders Develop: Implications for PracticeSteve Terrell
The document summarizes research on how global leaders develop and provides implications and recommendations for global leadership development practices. Key findings include: (1) Global leaders develop through first-hand global experiences that challenge assumptions; (2) They learn cultural sensitivity is important from living in different cultures; (3) Global leaders require unique competencies. Recommendations for development include global assignments, training to increase cultural awareness, and using a competency model tied to an organization's needs.
This document discusses global versus international leadership and what characterizes leadership in a global context. It provides definitions of global and international, noting that global leadership encompasses leading an organization, people, and oneself with a holistic worldview beyond borders. The document then outlines five essentials of global leadership: solid management/leadership skills, a "glocal" mindset, leadership agility, extra effort to bridge distances, and self-awareness/reflection. It also discusses Danish leadership style internationally, noting both advantages like openness but also potential downsides if not adapted to other cultures.
The document discusses revitalizing institutions in various walks of life. It begins by contrasting organizations and institutions, noting that organizations can mature into institutions over time through an evolutionary process. The rest of the document is focused on exploring membership in institutions, outlining five different types of membership: 1) Founder members, 2) Co-founders, 3) Institutional members, 4) Professional members, and 5) Associate members. It provides details on the characteristics and roles of each type of member.
This document provides an introduction to knowledge management, including definitions of key concepts like tacit vs explicit knowledge, the history of KM, and why KM is important for individuals, communities, and organizations. It outlines the learning objectives, subtopics, and concepts that will be covered in sessions about KM. The document defines KM, explores its multidisciplinary nature, and discusses how knowledge assets have become more valuable than physical assets for organizations.
Deep Smarts refer to experience-based wisdom that is critical for managers to understand. They are a potent form of expertise based on life experiences and tacit knowledge. Leaders with Deep Smarts have the judgment and understanding to effectively address complex issues. However, as Baby Boomers retire, there is a risk of losing the Deep Smarts within organizations. The document discusses how Deep Smarts are acquired through experience over time and shaped by internal beliefs and external social influences. It also outlines strategies for cultivating, transferring and protecting Deep Smarts within an organization.
Renaissance2 World Shift Leadership Circle- An Introduction
Learn how you can become a member of the exclusive Renaissance2 WorldShift Leadership Circle for mavericks, innovators and leaders pushing the envelope at the cutting edge of enterprise and social innovation
Here are the key differences between specific and diffuse cultures:
Specific cultures tend to focus more on tasks and have easier initial contact between people. Relationships tend to be more segmented and compartmentalized.
Diffuse cultures place more emphasis on personal involvement and commitment in relationships. Contact tends to develop more slowly as maintaining distance is important initially. Relationships span both personal and professional spheres.
Both have positives and negatives. Specific cultures can come across as more superficial while diffuse cultures may seem less efficient in getting things done. Understanding these differences is important for effective cross-cultural communication and collaboration.
Successful leadership requires a balance of several factors. In 2005, James Haner & David Williams developed the Behaviors, Competencies & Responsibilities approach to leadership. In this first in a series of 3 White Papers, the focus is on Behaviors.
Access the remaining 2 Papers as well as 40 more White Papers & Podcasts on various Management & IT topics here - http://www.learningtree.ca/info/white-papers.htm
The document summarizes discussions from the Abu Dhabi Defense Logistics Conference held from January 21-23, 2008. It discusses concepts like focused logistics, total asset visibility, and challenges in defense supply chains. It also covers topics like the role of the Defense Logistics Agency in Kuwait, trends in focused logistics, and challenges around aging aircraft fleets. Leadership concepts are discussed including transformational leadership and distinguishing between managers and leaders. Military restructuring initiatives in the US Army are also summarized.
What IS Cross Cultural Leadership? And How Does it Benefit the Workplace?NMC Strategic Manager
Part 1 of our mini series on Cross Cultural Communication introduces what it is and the benefits to organizations of all types and sizes for leading a diverse workforce.
Dynamic presentation for all HR, OD and T&D experts on how to effectively develop our future leaders by leveraging generational similarities and differences in the workforce.
This paper explores different definitions and uses of the term "competence" in human resource development contexts. It finds that competence is a "fuzzy concept" with inconsistent usage. The paper analyzes approaches to competence in the US, UK, France, Germany and Austria. It argues that a holistic framework incorporating knowledge, skills, competences and competencies is needed to integrate education/training with labor market needs and promote workforce mobility.
http://www.weforum.org 26.07.2011
Programme of the Global Leadership Fellows Programme at the World Economic Forum. For more information go to http://www.weforum.org/glf
This document summarizes a workshop on leadership in a diverse global workplace. The workshop will explore the role of leaders in managing inclusion and productivity in a diverse workplace. It will feature a presentation from Professor Lisa Nishii of Cornell University on her research in leadership, diversity, and inclusion in a global context. The workshop will also include case studies from Danish companies operating globally and a discussion on developing diverse global workplaces. Participants will gain knowledge on strengthening efforts to develop diverse global workforces.
this presentation describes the differences in the global cultures and how it might affect doing business with different cultures?
what should a global leader do when dealing with different cultures?
when is the return of these recommendations on him as a leader?
1) The document discusses challenges facing education and employment in the 21st century, focusing on unlocking the wealth of universities through human capital development, entrepreneurship, and public-private partnerships.
2) It emphasizes nurturing human intellect and potential, and addressing underutilization of talents through creativity, governance, and enabling environments. Entrepreneurship and transforming innovations into economic viability are also highlighted.
3) Public-private partnerships are presented as a way to bridge resource gaps and fund university projects through alternative financing models. Workforce composition and developing appropriate mindsets, abilities, and skills are also addressed.
Mdp 511 2012 organizations in development - session 1ANDREA_BEAR
The snail moves slowly through a wet night in the grass, leaving a bright trail behind. The narrator does not know what motivates the snail or what its emotions may be. If the narrator were to later see the thin broken white line across the ground left by the snail, they would never have imagined the slow and deliberate progress it took to create that trail.
The Value of Values: The Case for Assessing Motives, Needs and PreferencesHuman Capital Media
It’s an all-too-familiar story: Company X hires a talented leader with a proven track record as its new top executive, and then months later, ushers him out, hemorrhaging top-performing employees in the process. The problem: conflicting values. Join Kevin Meyer, Ph.D., of Hogan Assessment Systems as he highlights research and real-world examples of values in action.
Creating a Top 100 Workplace Through Constructive Leadership and CultureHuman Capital Media
Learn how building a constructive culture through leadership development and targeted corporate and human resources initiatives enabled SaskCentral to become an award-winning employer of choice. Ranked No. 1 Best Workplace for Women and recognized as a Best Workplace in Canada, SaskCentral and its consultant will share their roadmap, journey and results to help you plan the type of cultural change effort that promotes not only engagement but also performance.
Webinar – Engaging a multi-generational workforceKNOLSKAPE
About the Webinar: We have multiple generations working together and contributing at the workplace today. Given this reality, building intra- and inter-generational engagement is an imperative for people managers.
A webinar by Subramanian Kalpathi (Subbu) Senior Director, Centre of Expertise (COE) | Author, The Millennials: Exploring the world of the largest living generation
Elementz is an HR and OD consulting firm established in 2006 that partners with clients to help unlock their human potential. They have 6 trainers and 3 OD consultants working with over 60 companies. Elementz focuses on holistic organization development including people, processes, and design. They deliver training programs and interventions in areas like leadership development, competency frameworks, culture change and more. Elementz aims to help organizations unleash the hidden potential in their people and systems.
Old Mutual Team - Implementing Cultural Transformation in a Decentralised Int...ValuesCentre
The document discusses Old Mutual's cultural transformation journey across its business units:
1) Wealth built leadership capacity and alignment through an experiential process that fostered transparency, collective responsibility, and dialogue.
2) The Group took the work group-wide using culture assessments, metrics, case studies, and engaging employees.
3) Emerging Markets used a rolling start, first educating leaders then aligning them through shared experiences before building a broad leadership program.
4) Nedbank sustains its journey through yearly culture assessments showing increasing alignment to key values like accountability and client-focus.
The document summarizes a webcast presentation about diversity and inclusion in the workplace. The presentation discusses why diversity is important for businesses, how to develop a diverse workforce through proactive recruitment strategies, and key factors for success, such as having executive commitment, clear goals, and accountability. It emphasizes that performance must be the standard for evaluating all candidates and that respect for diversity needs to be rooted in an organization's culture.
Think Talent Services is a leadership development, talent management, and culture transformation consulting firm. It was founded by Bimal Rath, an experienced HR professional. The firm focuses on developing leadership and coaching capabilities through customized solutions. It has global partnerships that provide access to coaches worldwide. Think Talent uses proven frameworks and assesses to create practical solutions tailored to each client's needs. The firm's philosophy is inspired by the triathlon, emphasizing endurance, robustness, and sustainability.
Leading change through innovation requires strategic leadership that creates ongoing strategic change. Successful change combines top-down and bottom-up approaches to build sustainable capability for change and learning. Organizational change involves disruption to the status quo and can make people feel loss of control, competence, and identity. Leaders must address these feelings and guide people through the journey of change from initial fear and resistance to eventual acceptance and commitment.
The document discusses leadership and provides information on several leadership topics in 4 sections. Section 1 compares leadership to management, noting leaders seek vision and long-term goals while managers focus on stability and short-term objectives. Section 2 discusses values-driven leadership and the importance of organizational culture. Section 3 explains the importance of asking the "right questions" as a systems thinker. Section 4 presents the "Start, Stop, Keep" model for assessment and planning improvement actions.
Leadership map for future by Mr Faridun Dotiwala & Navin Unni at round table ...UPES Dehradun
The document discusses the need for oil and gas companies to develop strong leadership to address challenges like capacity gaps, new technologies, and regulatory/climate change issues. It recommends creating a "leadership engine" with 3 elements: 1) individual leader development through stretch roles and feedback, 2) integrated leadership systems for recruiting, performance management, and matching leaders to opportunities, and 3) shifting organizational culture through role modeling, skills development, and reinforcement. Case studies show approaches like leadership academies, high-impact projects, and frontline training linked to daily work can boost leadership capabilities and business results for various companies. The key is developing leaders holistically rather than just training, with a focus on the business needs.
The document discusses the 7 C's of knowledge leadership: Context, Competency, Culture, Communities, Common Language, Communications, and Coaching. Effective knowledge leadership requires considering these domains and adapting to the new economic world order focused on intellectual capital rather than financial capital. Key aspects of knowledge leadership include developing an innovation culture, collaborative communities, shared language, strong communication, and coaching skills. Leaders must understand different contexts around financial versus human capital and adapt their approaches accordingly.
Think Talent Services is a leadership development, talent management, and culture transformation consulting firm founded by Bimal Rath. It focuses on enabling endurance, robustness, and sustainability for its clients. Think Talent Services offers customized solutions based on frameworks like NEWS and uses a "triathlon" philosophy of preparing clients to succeed under challenging circumstances through endurance, robustness, and sustainability.
Think Talent Services provides leadership development, talent management, and culture transformation services through customized solutions. It was founded by Bimal Rath who has over 20 years of HR experience. Think Talent Services uses frameworks like NEWS and focuses on building practical solutions through co-creation with clients. It has a global network and works with organizations to enhance their people capabilities and support business goals.
The document provides information on several leadership development companies in India. It discusses:
1) The leadership identification, assessment, and development solutions offered by the companies to help clients identify and strengthen their current and future leaders. This includes 360 assessments, leadership programs, coaching, and customized solutions.
2) The types of clients served, which include large Indian and multinational corporations.
3) Additional services offered beyond leadership development, such as organizational consulting, change management support, and talent management.
4) Key differentiators of the companies, which emphasize their customized approach, global expertise, and track record of positive outcomes for clients.
Strategies to Improve Employee Retention in a Diverse Workforce Part Two: Suc...Human Capital Media
To accommodate career development and retention in today’s diverse work environment, it’s more important than ever to ensure you have key strategies in place that support the alignment of individual employee goals and development.
In part one of this webinar, we discussed engaging employees through goal and development plans. In part two, we will further explore key performance strategies through the creation and development of your organization’s leadership pipeline. Having a succession plan in place for your top employees will enable you to proactively assess, rate and manage development paths so that you may fully leverage your employees’ potential for the long haul.
Is Diversity good for Business?
What challenges does Diversity pose for Business Leaders?
Inclusive Leadership – What does this look like?
Carmen Watson discusses the benefits of a more diverse workplace and offers advice on how to make your workplace more diverse.
What Do Current And Future Arts Leaders Needsession1nysarts
This document discusses challenges facing current and future nonprofit arts leaders. It notes that many current executive directors will retire soon, and there is a lack of succession planning. Emerging leaders are dedicated to the arts but face barriers like low pay and lack of career development opportunities. Recommendations include improving mentorship, engaging younger professionals earlier, and making the executive director role more appealing to future generations through better work-life balance and compensation.
The document discusses the importance of effective people management in manufacturing leadership. It emphasizes building a world-class manufacturing team through defining leadership profiles, promoting diversity, and strengthening existing talent. It stresses the need to balance functional capability and leadership capability when selecting manufacturing leaders. It also provides models for leadership capabilities and career progression.
A presentation by the APM Women in Project Management (WiPM) Specific Interest Group (SIG) and Sobitha Sashikumar for the APM South Wales & West of England branch on 3rd July 2014 at Atkins/Faithful+Gould in Bristol.
In this interactive session, Sobitha Sashikumar brought a wealth of knowledge and appreciation on the subject of change and diversity. She explored this subject, drawing on her experience of living and working in teams and organisations across three continents, assisting delegates to enhance their effectiveness in managing change and diversity.
A joint event between South Wales & West of England branch and Women in Project Management (WiPM) SIG, this served as an introduction for the branch membership to the WiPM SIG; its activities, volunteering opportunities and the 21st anniversary celebrations, as well as diversity initiatives. The WiPM chair Teri Okoro, introduced this session.
This session helped delegates to:
- Understand the positive benefits of diversity
- Identify how and why diversity may impact on change and PM3 outcome
- Explore tools and techniques to help you be smarter in the use of diversity to achieve balanced teams and improved outcomes.
The presentation focussed on reviewing your own experiences in teams and organisations, assessing strengths and gaps.
Discussions helped delegates to understand where they needed to improve awareness, pay attention or plan changes.
The Future of Performance Management In An Era Of Uncertainty American Airl...Taryn Soltysiak
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
Similar to Charting a New Course in Leadership Assessment (20)
In today’s dynamic business world, it is imperative to be able to react proactively to changes in the macro and micro environments with a strategy for all of your business’s investments, including their most important and largest asset, their employees. In their workforce planning efforts, C-suite leaders have to plan for critical roles and competencies that address the demand for candidates and ensure it aligns with the company’s business strategy.
Join us for the webinar, Strategic Workforce Planning: Where HR and Finance Meet, to learn how Oracle’s Strategic Workforce Planning Cloud Service (SWPCS) can help today’s HR leaders align future human capital needs with future strategic decisions of the C-suite. SWPCS provides the ability to visualize scenarios with an infinite amount of options to help determine the best approach to both tactical and strategic decisions. Learn how your organization can benefit from resource efficiency, global strategy alignment and cross-departmental collaboration through SWPCS.
What Attendees Will Learn:
The steps and best practices on how to execute Strategic Workforce Planning in your organization.
How human resources can collaborate with finance departments to align future human capital needs with future strategic decisions of the business.
How to use the tool to identify current skill gaps and forecast future workforce needs.
Examples of what-if scenarios with data and input from the HR and Finance management systems that can help prepare for the unexpected and establish action plans.
This event is co-hosted by Baker Tilly and Oracle. By clicking the ‘Register’ button, Baker Tilly and Oracle will have access to your personal information, and all may communicate with you regarding this event and their other products and services. Each party will be responsible for managing their own use of your personal information. We recommend you review the privacy policies of Baker Tilly and Oracle to address any questions you have regarding their handling of your personal information.
ADDRESSING THE SKILLS GAP BY IDENTIFYING, DEVELOPING, AND REWARDING LIFELONG ...Human Capital Media
Organizations are struggling to find skilled workers to fill jobs. Workers are struggling to stay up to speed on the skills they need to succeed in today’s labour market. Students are graduating with skills that are already obsolete. Despite this, there is massive voluntary turnover happening across industries as employees seek jobs that offer them education and growth opportunities. Businesses and educators today need to invest in workforce learning and development in order to stay relevant and prepared for a rapidly changing economy. Employers need to work with education institutions to recruit, develop, and retain lifelong learners who have the capacity and desire to upskill and reskill over the course of their careers.
In this webinar:
Explore the skills gap facing organizations today
Analyze the role of workforce and educators in solving the skills gap
Learn how to identify lifelong learners who will be able to upskill and reskill over time
Discover strategies for effectively rewarding and encouraging lifelong learning at your organization
This document summarizes key trends in employee experience from a 2020 global study. The top 3 trends are: 1) Feedback matters - having feedback programs boosts engagement; 2) Change is constant - listening during times of change is important; 3) Managers and learning & development matter - investing in managers and L&D improves engagement and retention. Examples are given showing the impact of acting on feedback, empowering employees during change, and providing learning opportunities. Overall it stresses the importance of listening to employees, acting on insights, and supporting managers and professional growth to drive engagement.
2020 is the year that accelerates HR’s focus on supporting the changing nature of work. We see the convergence of trends in people analytics, employee experience and the race to embrace digital strategies in every industry. Nobody disputes that the future of work is being shaped by what many call the Fourth Industrial Revolution.
Join Paul Rubenstein, Chief People Officer, Visier and Ravin Jesuthasan, Author and Managing Director, Willis Tower Watson as they explore the role that HR leaders will play in supporting business and talent outcomes.
We will dive into the new expectations of HR’s capabilities around technology and people science and examine practical insights drawn from Willis Towers Watson’s new white paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution. This will include a discussion of case studies and experiments from organizations who are breaking new ground in the use of analytics, assessment science, talent management techniques and other practices as their HR functions shift from being stewards of employment to being stewards of work.
IS IT TIME TO RESHAPE YOUR LEADERSHIP DEVELOPMENT STRATEGY?Human Capital Media
Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs.
The learning objectives for this interactive session are:
Understand the current state of leadership development in organizations
Explore the reasons why LD often fails today
Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
MEASURING THE BUSINESS IMPACT OF LEARNING: WHAT WE’VE LEARNEDHuman Capital Media
The ‘Measuring the Business Impact of Learning’ benchmarking survey, conducted by LEO Learning and Watershed (on behalf of Learning Technologies Group) is entering its fourth year. With the survey launching on November 1st and closing on December 13th, LEO Learning and Watershed are holding a webinar to reflect on the results so far, plus discuss how organizations they’re working with have overcome the barriers in measurement planning and implementation. The insights are drawn from their group experience working with a range of clients in this field and should be valuable for anyone who wants to get going in learning analytics and sustainable business impact assessment.
Join your hosts as they cover the state of the world of measurement, and you’ll receive:
An understanding of how well-known organizations have overcome the barriers in measurement planning and implementation.
Real-world examples of how to get management buy-in, designing for data, building data ecosystems, implementing a learning analytics strategy and more.
The opportunity to take this years ‘Measuring the Business Impact of Learning’ survey, and see the results coming in live!
EMPOWER A CAREER JOURNEY: FOSTER YOUR WORKFORCE’S GROWTH AND DEVELOPMENTHuman Capital Media
Learning and development is critical to an organization, if you don't help the workforce learn and grow in their jobs and their roles, they're not going to be engaged in their positions. Join Ryan Rippy, Talent Management System Administrator at Trustmark Bank as he discusses the challenges of taking a manual process and automating it to achieve business goals and track performance across roles - using succession planning to create a talent pipeline for key positions and developing all associates along their journey.
By the conclusion of the webinar, you’ll leave with:
Ways to help your workforce be engaged in their jobs and be engaged as employees
The benefits a succession plan has to your organization and your employees
Effective LMS strategies to integrate talent modules
View successful metrics and how it begins with onboarding through performance management and into development
STRATEGY + TECHNOLOGY A WINNING COMBINATION FOR EFFECTIVE LEARNING MEASUREMENTHuman Capital Media
How do you know if your learning program is really working?
Proper course tracking and sharing of learning data can help organizations develop best practices for how organizations measure the impact of learning. When historically, tools and systems haven’t made it easy to access and correlate data in order to measure, finding the right combination of strategy and technology can help optimize learning results to increase performance and impact business outcomes across the entire organization.
In this webinar you will learn about:
Best practices for measuring and optimizing learning programs.
Learning tools that improve workflow efficiency.
Expanding L&D value across the enterprise to drive results.
In this age of digital transformation, the speed of business propels at breakneck pace. Thirty years ago, companies moved much slower, akin to a Class-II whitewater rapid. The executives at the helm of the lead boat negotiated the rapids dragging everyone else behind in another boat. Support functions and many individuals definitely didn’t have a place in the lead boat, but it didn’t matter much, as the convoy still succeeded moving at a manageable pace.
But today, companies demand agility, responsiveness, and foresight as they traverse dangerous Class-VI rapids. Insufficient or ineffective communication fostered or hindered by Relevancy of individuals and Teams across all disciplines leaves your organization perched precariously on the edge of a major crisis, potentially provoking financial catastrophe, deteriorating customer loyalty, and brand presence.
Damage comes in more insidious forms as well, including the repercussions of ineffective production and communication, or the cancer of a toxic organizational culture. Despite these treacherous waters, we are still often not asked to be part of the lead boat. Pat Bodin, the best-selling author of Get in the Boat: A Journey to Relevance, will discuss organizational relevance and actionable items to give you the opportunity to earn a seat in the lead boat.
Impacts of Organizational Relevance include:
For the Individual:
Elevates their awareness of the needs of all groups within the organization
Broadens their visibility to the core operations in support of its’ needs
Creates improved job satisfaction and belonging
For the Organization:
Strengthens the working relationships across all disciplines and improves retention
Fosters Talent Development
Drives performance through common focus between individuals and groups
THE AGILITY SHIFT: T-MOBILE DEVELOPS LEADERS FOR A VUCA WORLDHuman Capital Media
A volatile, uncertain, complex, ambiguous (VUCA) workplace requires a distinct set of leadership competencies: non-hierarchical influence, the ability to rapidly align across functions, creativity for drawing insights across domains, and most of all, “empathy,” the linchpin leadership skill in the modern workplace. Empathy allows us to imagine the world from different perspectives, unite across functions, generations, regions. Join Melissa Lanier of T-Mobile to learn about “The Agility Shift,” an award-winning leader development offering designed to equip people managers to thrive in an uncertain, complex, and ambiguous environment. The program, which will utilize cutting-edge virtual simulation technology, is designed to help leaders respond quickly and increase resilience by immersively preparing them for stressful encounters. Impact is measured on an individual, function and business level. Collectively, managers report learning how to “avoid tunnel vision,” "think on their feet," “respond rather than react” and embrace a positive mindset.
FUTUREPROOF YOUR ORGANIZATION: SUCCESSION PLANNING IN THE SKILLS ECONOMYHuman Capital Media
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
Many companies seem to have fallen victim to the ominous skills gap – but only because they’ve found it’s easier to place blame somewhere than to look at what they can do to fix it. If you’re struggling to find qualified candidates, you might need to take a deeper look at your organization and ask some pointed questions. Are there areas of the recruiting process that are lending to skill gaps? Have you done a formal assessment to uncover skill gaps? Are you using modern learning methods to bridge gaps by upskilling your current workforce?
Join Katie Miller from BizLibrary as we re-evaluate potential root causes of your organization’s skill gaps and discuss what can be done to fill them efficiently.
In this webinar, you’ll learn:
The factors that could be contributing to your skill gaps, and how to find and address the root causes
How to re-evaluate what a “qualified candidate” is in order to create more relevant and realistic talent expectations
How to start uncovering your organization’s skill gaps with a formal assessment
How to use modern training methods to bridge skill gaps by upskilling your workforce
Behind every successful organization is a great team of leaders. But despite billions of dollars spent each year on leadership development programs most companies are still failing their next generation of emerging leaders. In fact, according to Gallup, 50% of attrition is due to poor managers––which makes that the biggest driver of employee disengagement.
So why are leadership development programs failing? And how can we fix it?
Join us for a live webinar where we discuss reasons these programs fail and how to keep your leadership development on track. We’ll explore:
How to identify who should be a leader in the first place
The big, pervasive problem with leadership development
What to do with great employees who might not be cut out for management
The best traits to bring out of your emerging leaders
And more!
Design Thinking is getting a lot of attention today, for many reasons. Innovation is the key to reinvention, which is the goal of organization’s who are looking to future-proof and define themselves as leaders in the Experience Economy. Join Kristin Shackleford for a practical discussion to review the core principles of Design Thinking, and walk away with insight around:
Why it’s important
Who should participate
How to create a culture of Design Thinking
Practical ways to get started driving creativity and innovation that will make a difference to your customers and within your organization
REACHING THE BLUE COLLAR WORKFORCE: HOW POLARIS DEVELOPS TALENT IN 2019Human Capital Media
Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
How to apply hard metrics to your L&D strategy
How to align your employees’ learning goals with those of your larger company
How Polaris is putting the insights from the research to work at their organization
HIRING & FIRING AROUND THE WORLD: AVOID LEGAL TRIPWIRES IN THE TOP COUNTRIES ...Human Capital Media
The war for talent is heating up and businesses are smart to consider qualified, passionate candidates from around the world.
That said, hiring and firing in countries other than the U.S. comes with interesting (and often surprising) challenges.
In the U.S., companies can hire quickly as business entities are already established. They can fire quickly as well, so long as the reason isn’t illegal.
What many executive teams overlook is that this efficiency isn’t the same when expanding and adding team members globally. Internationally, hiring without setting up a subsidiary is impossible. And the concept of at-will employment, where companies can let go of employees at any time, does not exist.
What does this mean for your international expansion plans and your business? What would normally be an uneventful employment action or termination in the U.S. could blindside your company in an international context.
Navigating the intricacies of country-specific labor laws can feel like a minefield of potential legal exposure, expensive litigation, and costly payouts. It’s critical to be prepared before you make the first international hire.
In this webinar, you’ll learn:
3 things every HR lead needs to know when it’s time to hire globally
Surprising facts about employment law and benefits packages in EMEA, APAC and more
What U.S.-based HR teams need to know about the termination process in key expansion countries (and real stories from international HR specialists on the ground)
INNOVATION GENERATION: THE BIG HR TECH DISCONNECT WEBINARHuman Capital Media
Register for the webinar to hear:
From VP Proposition and Client solutions, Matthew Jackson about how organizations are driving the change needed for a competitive advantage.
Stephen Migliaccio, Director Global Provider Automation, share his thoughts on how HR technology and provider automation create a globally consistent employee experience.
James Knight, SVP Data and Analytics on how data and analytics is powering the future of HR.
Dont wait what 300 ld leaders have learned about building data fluencyHuman Capital Media
Data science and AI are impacting many industries globally, from healthcare and government to agriculture and finance. Everybody needs to be able to work with data the way everybody needed to start using email 20 years ago. As we wrote in Harvard Business Review, “Very few companies expect only professional writers to know how to write. So why ask only professional data scientists to understand and analyze data, at least at a basic level?”
But what value can data fluency actually add, what are best practices to build it into your organization, and what are the biggest challenges that businesses encounter in data-driven transformations?
To answer these questions and more, we conducted a survey of over 300 Learning and Development leaders from diverse industries including healthcare, technology, consumer goods, government, and finance. Join this webinar with Dr. Hugo Bowne-Anderson, a data scientist and educator at DataCamp, to find out what we discovered and what 300 L&D leaders have learned about building data fluency.
Learning Objectives:
What value can data fluency actually add?
What are the best practices to build data fluency in your organization?
What are the biggest challenges that businesses encounter in data-driven transformations?
As businesses become more technological (AI and robotics), there is a challenge and opportunity to, paradoxically, make them more human. The Business Roundtable talked about the importance of human stakeholders over just profit — but how close are we? Are those nice words? What would it take to make business and change more human? As a change, ethics and leadership expert with 40 years of experience, Paul Gibbons will talk us through conclusions from his new book “IMPACT.”
LEARNING OBJECTIVES:
1) Is the Fourth Industrial Revolution really "a thing?” What is it and what makes our time special?
2) What are the human implications of new technologies? Who will benefit? What is the potential harm?
3) What can workplaces and leaders do to equip themselves for these workplace transformations (future of work)?
The document promotes Ryan Berman and his company Courage Brands. It introduces Berman as the creator of Courage Brands and author of the book "Return on Courage". Berman helps brands build courage through storytelling and consulting. He has worked with major companies and founded Sock Problems, a sock brand that donates to causes. Courage Brands aims to help companies liberate themselves from fears through holistic internal and external change.
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
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
https://rb.gy/f409dk
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Charting a New Course in Leadership Assessment
1. Charting a New Course in Leadership Assessment
You can listen to today’s webinar using your computer’s
speakers or you may dial into the teleconference.
If you would like to join the teleconference,
please dial 1.408.600.3600 and enter access code: 926 920 514 #
You will be on hold until the seminar begins.
#TMwebinar
2. Charting a New Course in Leadership Assessment
Speakers: Dr. Kathleen Kappy Lundquist
President & CEO
APTMetrics
Dr. John C. Scott
COO
APTMetrics
Moderator: Kellye Whitney
Managing Editor
Talent Management magazine
#TMwebinar
3. Tools You Can Use
• Q&A
– Click on the Q&A icon
on your floating toolbar
in the bottom right
corner.
– Type in your question in
the space at the
bottom.
– Click on “Send.”
#TMwebinar
4. Tools You Can Use
• Polling
– Polling question will
appear in the
“Polling” panel.
– Select your
response and click
on “Submit.”
#TMwebinar
5. Frequently Asked Questions
1. Will I receive a copy of the slides after the webinar?
YES
2. Will I receive a copy of the recording after the webinar?
YES
Please allow up to 2 business days to receive these materials.
#TMwebinar
6. Charting a New Course in Leadership Assessment
Kellye Whitney
Managing Editor
Talent Management magazine
#TMwebinar
7. Charting a New Course in Leadership Assessment
Dr. Kathleen Kappy Lundquist
President & CEO
APTMetrics
Dr. John C. Scott
COO
APTMetrics
#TMwebinar
8. Charting a New Course
in Leadership Assessment
July 24, 2012
Presented by :
Dr. Kathleen Kappy Lundquist, CEO
and Dr. John C. Scott, COO
2012 APTMetrics, Inc.
9. A New Course
People travel to wonder
at the height of the mountains,
at the huge waves of the seas,
at the long course of the rivers,
at the vast compass of the ocean,
at the circular motion of the stars,
… and yet they pass by themselves without wondering.
--St. Augustine
8
12. Global Race For Talent – Smaller Pools to Tap Into
Global demand for talent is higher than ever...
• 58% multinational companies lack talent for critical
leadership positions
...but there is just not enough talent to go around
• Emerging markets: Only 25% of talent
is employable
– Uneven quality of education systems
– Lack of employee mobility
• Developed markets: 75M baby boomers nearing
retirement, but only 30M Generation X to fill role
11
13. The Talent Continuity Conundrum
Recession resulted in higher retention of talent
• Companies 'tightened belts'
– Recruiting less from the outside
– Focusing on building pipeline
• Slowdown of voluntary attrition; older workers
delaying retirement
– Minimizing personal financial risk
Pendulum seems to have swung too far
• Limits opportunity for diverse talent coming up
the ranks
– Advancement pathways for key emerging talents blocked
• Increases risk of mass exodus of knowledge/capability in
5–10 years
– Spike in retirement will result in insufficient talent pipeline
12
14. Cultural Competence and Diversity
• Globalization and Demographic Shifts make Cultural
Competence a Leadership Imperative
• Cultural competence:
effectively operating in
different cultural contexts
and altering behaviors to
reach different cultural
groups
• Cultural competence is
BOTH individual AND
organizational
13
15. Aspects of Cultural Competence
• Organizational Cultural Competence requires:
• Defined values, policies and behaviors that facilitate effective cross
cultural efforts
• Incorporating diversity and inclusion into the fabric of managing the
business
• Individual Cultural Competence requires:
• Capacity to value diversity
• Manage the dynamics of difference
• Acquire and institutionalize cultural knowledge
• Adapt to cultural contexts of the customer communities served
14
16. Question 1
Does your organization currently evaluate cultural
competence in the assessment of leaders?
a. Yes
b. No
c. Considering it
15
17. Building the Diverse Leadership Pipeline
• Provides a unique
opportunity to leverage
cultural differences to
build organizational
cultural competence
• Powers an innovative
culture
• Leads to sustainable
success
• Not just “the right thing
to do”
16
19. Diversity is Itself Diverse
• The diversity skill set for
leaders varies based on
where the organization is
along the diversity
continuum
• The needs of different
groups or even subsets of
• Diversity assets are not the the same group vary
same for organizations in considerably
different industries
18
21. Organizational Diversity Maturity
Awareness Fairness Inclusion Leverage
Diversity Equal Narrowly by Broadly defined in A core
defined as … opportunity representation of terms of thought, organizational
compliance ethnic and style and asset
gender groups background
Differences Seen as Need to be Need to be Are a
potential for accommodated encouraged and competitive
problems integrated advantage
Role of Leaders Legal Diversity is part of Managing Leaders
compliance the Leader’s jobs Inclusion is an integrate D&I as
essential a business
leadership strategy
competency
Role of Board Passive Limited requests Board holds Leaders and
for reporting leadership team Board own D&I
representation accountable
20
22. Question 2
Where is your organization along the Diversity continuum?
a. Awareness
b. Fairness
c. Inclusion
d. Leverage
21
23. Implications for Leadership Assessment
To meet the long-term needs of the organization, leadership
assessment must:
• Diversify the pool
• Build cultural competence
• Provide opportunity for early identification of talent
• Balancing inclusive approach with targeted
development
• Assess both organizational and individual profiles
22
25. Why Do We Need to Differentiate?
• Talent is becoming a very scarce resource
• Placing the right people in the right roles is even more critical to
business success then ever before
• Organizations have limited resources for development
• Organizations need to know where to put their money to their best
advantage
• Individual performance is not normally distributed – need to focus on
“elite” performers who produce majority of output
• Having models for talent differentiation or segmentation
is critical
• Need to effectively and accurately determine who has and doesn’t
have the potential for future leadership roles
24
26. Differentiation Allows Enhanced Focus Deeper
in the Organization
Without Differentiation With Differentiation
Targeted
Development
Focused here
Targeted
Development
Focused here
Global
Balance of Leadership
Hipos
25
27. Building Blocks of Leadership Potential
Cultural Competence
Career
Dimensions Functional
Leadership Predisposition
Capability
Growth
Learning Motivation
Dimensions
Foundational
Personality Cognitive Ability
Dimensions
Performance
(In-role track record)
26
29. Competencies Assessed
Cultural Competence
1. Respects diverse perspectives that may arise from
background, culture, ethnicity, race, gender, age, generation, valu
es, and other individual characteristics.
2. Recognizes when diverse views are not being leveraged and
confronts this situation
3. Drives action through the organization to capitalize on diversity
Cultural business asset
as a Competence
28
31. An Example: Setup
To start your day, open up the resource titled "About GXR" and take a few minutes
to read the overview of GXR and its history.
30
32. An Example: Setup
To start your day, open up the resource titled "About GXR" and take a few minutes
to read the overview of GXR and its history.
31
34. An Example: Item
How would you facilitate an outcome that takes into account
both perspectives?
Ask them each to write up their recommendations and you will decide.
Agree that price is important but reiterate that quality must take precedence.
Review the market research data yourself to determine who is correct.
Ask them to meet and generate a recommendation that takes both price and
quality into account.
33
35. An Example: Item
What information would you MOST like to have in order to
address the quality versus price issue?
Price data for GXR's target customers.
Price by feature set for various configurations.
Market research data by customer segment.
Cost data from Production Engineering.
34
36. An Example: Item
What information would you MOST like to have in order to
address the quality versus price issue?
Price data for GXR's target customers.
Price by feature set for various configurations.
Market research data by customer segment.
Cost data from Production Engineering.
35
37. An Example: Item
What information would you MOST like to have in order to
address the quality versus price issue?
Price data for GXR's target customers.
Price by feature set for various configurations.
Market research data by customer segment.
Cost data from Production Engineering.
36
39. Feedback: Individual Developmental Actions
Cultural Competence 78 Become an advocate in the company for promoting
diverse viewpoints, challenging others to consider a
diversity of perspectives, and demonstrating how
diversity and inclusion support the company
Lead an initiative to collaborate with community and
customer base on new-product development
Coach, train and develop an inclusive approach in all
members of your team, making cultural competence
the norm
38
40. Identifying, Developing and Retaining Potential
Assessment Development
Purpose Approach Approach
C-suite
Leaders Identify and address development
Checkpoint #4: Behavioral Interview, Extensive Coaching,
gaps for select C-Suite
Qualitative 360, Exec MBA,
C-suite Assessment participants; Inform movement
Hogan/360 Assessment Experiences
decisions
Senior
Leaders
Assessment Center, Coaching, Internal
Identify and verify Global
Checkpoint #3: psychometric Training, External
enterprise talent; Facilitate GM
Leader Assessment assessments, and career Courses, International
preparedness
inventories Assignments
Executives
Checkpoint #2: Early Identify/confirm potential in Virtual simulations,
Light Coaching,
individuals early in career for early psychometric
Confirmation of Focused Training,
course correction; Better focus assessments and career
Potential Books, Task Forces
development dollars inventories
Mid-level Managers
Virtual simulation,
Conduct an initial segmentation of
Checkpoint #1: psychometric Focused Training,
talent; gain an understanding of
Initial Segmentation the long-range talent landscape
assessments, Readings, Coursework
registration of interest
Front-line Supervisors /
Pivotal Roles
39
41. Succession Plan at a Glance
CEO
ELT ELT ELT ELT ELT ELT ELT ELT ELT
Leader Leader Leader Leader Leader Leader Leader Leader Leader
Incum-
bent
… … … … … … … … …
Ready
Now
Ready
Near-
Term
Ready Future
(Talent Pool)
40 KEY: Flag Nationality Expatriate Successor from Outside Org. Diverse
42. Feedback: Organizational Assessment
2012
Results
Pipeline
Depth of Bench
Number of Ready Now per position
Management
Is the pipeline healthy
Diversity
Diversity of the succession pools
and full? Duplication
Successors on multiple slates
Effectiveness Key positions filled
Use of succession pool vs. external hires
Is the succession
plan working?
Performance when selected
How quickly do they ramp up/hit KPIs?
Development plans executed
Competency/key experience gaps closed
Talent Pool
Is talent prepared
Pool movement
Promotion, demotions and lateral moves
and engaged? Reward allocation
Holding power of incentive compensation
Retention and engagement
Succession pool turnover
How many terms are regrettable losses?
41
43. Great things are not done by impulse,
but by a series of things brought
together.
Vincent van Gogh
42
44. Contact Information
• Dr. Kathleen Kappy Lundquist:
KKL@APTMetrics.com
• Dr. John C. Scott:
JScott@APTMetrics.com
43
45. Questions and Answers
Dr. Kathleen Kappy Lundquist
President & CEO
APTMetrics
Dr. John C. Scott
COO
APTMetrics
#TMwebinar
46. Join Our Next TM Webinar
The Evolution of Reference-Checking Into a
Strategic Hiring Solution
Thursday, August 14, 2012
•
TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
Register for upcoming TM Webinars at
www.talentmgt.com/events
Join the Talent Management magazine Network
http://network.talentmgt.com/
#TMwebinar