The document describes the 2013 Annual Conference of the Association of Business Psychology (ABP) held from April 25-27, 2013 at Wokefield Park in Reading. The conference theme is "Doing More with Less" and will explore how business psychology can help in a post-recession era of efficiency. It provides information on speakers, attendees, sponsorship opportunities, and benefits of sponsoring the conference.
This innovation leadership study carried out jointly by IESE Business School and Capgemini Consulting is Capgemini’s third report in the innovation leader versus laggard series. It aims to understand how those leading and managing innovation in their organizations think about the innovation function and offers an insider perspective into both the formal and informal mechanisms for managing innovation. It covers five key areas that affect a company’s innovation success: the innovation function, innovation strategy and innovation governance (formal mechanisms), innovation leadership and innovation culture (informal mechanisms). The study offers a unique perspective by looking at the differences in behavior of innovation leaders versus laggards across these key areas - allowing to uncover good practices in managing innovation.
The document introduces Project Based Development (PBD) and the iSPEAD solution as an innovative approach for driving employee engagement and development through meaningful projects. It discusses that PBD is more effective than traditional training as it uses real work issues to promote critical thinking and skills application. iSPEAD provides a structured framework and resources to implement PBD, including self-assessment, project selection, coaching, and review. The goal is to align development with organizational needs through challenging assignments that accelerate performance and engagement.
Beyond best practice: enhancing results with bespoke HRETS plc
HR professionals can enhance results by developing "bespoke HR" practices tailored to their unique organization rather than solely following industry "best practices". Bespoke HR involves shaping practices and technologies to best fit the organization's culture, needs, and goals. This allows HR to develop competitive advantages through new, differentiated solutions. While best practices provide a starting point, blindly following them can hinder growth by ignoring an organization's specific context. Bespoke HR leads to more successful initiatives by designing practices that truly meet the business's aims.
The conference programme document summarizes the agenda for an upcoming conference on business psychology. It includes:
1) Four parallel streams covering various topics in psychology and business such as organizational change, new assessment tools, and developing distinctiveness.
2) A schedule of sessions from Thursday to Friday with topics like leadership development, effective communication, and strengths-based selection.
3) A keynote address and workshop on Thursday evening about business psychology opportunities.
4) The conference runs from May 6-8 at a hotel and ends at midday on Saturday.
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of cultivating relationships with potential candidates, including passive candidates who are not actively looking for jobs. However, most organizations struggle with this due to a lack of integrated tools for tracking and managing talent leads over long periods of time. The document provides tips for improving pipelining efforts, and highlights LinkedIn Talent Pipeline as a solution that allows organizations to centralize all talent leads, continuously update profiles from LinkedIn, and nurture relationships with candidates.
Best Practices for Developing a strong Talent PipelineMariana Mattar
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of focusing on passive talent, which makes up 80% of the workforce, and maintaining ongoing engagement with potential candidates. This involves keeping lists of interested candidates and sharing leads with colleagues. However, most companies currently lack integrated, centralized tools for effective pipelining. The document provides tips for building a pipeline to help identify talent early, reduce time to hire, and prevent top candidates from being hired elsewhere.
Best practices for developing a strong talent pipeline white paper july 2012Rachel Romba
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of focusing on passive talent, which makes up 80% of the workforce, and maintaining ongoing engagement with potential candidates. This involves keeping lists of interested candidates and sharing leads with colleagues. However, most companies currently lack integrated, centralized tools for effective pipelining. The document provides tips for building a pipeline to help identify talent early, reduce time to hire, and prevent top candidates from being hired elsewhere.
This innovation leadership study carried out jointly by IESE Business School and Capgemini Consulting is Capgemini’s third report in the innovation leader versus laggard series. It aims to understand how those leading and managing innovation in their organizations think about the innovation function and offers an insider perspective into both the formal and informal mechanisms for managing innovation. It covers five key areas that affect a company’s innovation success: the innovation function, innovation strategy and innovation governance (formal mechanisms), innovation leadership and innovation culture (informal mechanisms). The study offers a unique perspective by looking at the differences in behavior of innovation leaders versus laggards across these key areas - allowing to uncover good practices in managing innovation.
The document introduces Project Based Development (PBD) and the iSPEAD solution as an innovative approach for driving employee engagement and development through meaningful projects. It discusses that PBD is more effective than traditional training as it uses real work issues to promote critical thinking and skills application. iSPEAD provides a structured framework and resources to implement PBD, including self-assessment, project selection, coaching, and review. The goal is to align development with organizational needs through challenging assignments that accelerate performance and engagement.
Beyond best practice: enhancing results with bespoke HRETS plc
HR professionals can enhance results by developing "bespoke HR" practices tailored to their unique organization rather than solely following industry "best practices". Bespoke HR involves shaping practices and technologies to best fit the organization's culture, needs, and goals. This allows HR to develop competitive advantages through new, differentiated solutions. While best practices provide a starting point, blindly following them can hinder growth by ignoring an organization's specific context. Bespoke HR leads to more successful initiatives by designing practices that truly meet the business's aims.
The conference programme document summarizes the agenda for an upcoming conference on business psychology. It includes:
1) Four parallel streams covering various topics in psychology and business such as organizational change, new assessment tools, and developing distinctiveness.
2) A schedule of sessions from Thursday to Friday with topics like leadership development, effective communication, and strengths-based selection.
3) A keynote address and workshop on Thursday evening about business psychology opportunities.
4) The conference runs from May 6-8 at a hotel and ends at midday on Saturday.
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of cultivating relationships with potential candidates, including passive candidates who are not actively looking for jobs. However, most organizations struggle with this due to a lack of integrated tools for tracking and managing talent leads over long periods of time. The document provides tips for improving pipelining efforts, and highlights LinkedIn Talent Pipeline as a solution that allows organizations to centralize all talent leads, continuously update profiles from LinkedIn, and nurture relationships with candidates.
Best Practices for Developing a strong Talent PipelineMariana Mattar
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of focusing on passive talent, which makes up 80% of the workforce, and maintaining ongoing engagement with potential candidates. This involves keeping lists of interested candidates and sharing leads with colleagues. However, most companies currently lack integrated, centralized tools for effective pipelining. The document provides tips for building a pipeline to help identify talent early, reduce time to hire, and prevent top candidates from being hired elsewhere.
Best practices for developing a strong talent pipeline white paper july 2012Rachel Romba
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of focusing on passive talent, which makes up 80% of the workforce, and maintaining ongoing engagement with potential candidates. This involves keeping lists of interested candidates and sharing leads with colleagues. However, most companies currently lack integrated, centralized tools for effective pipelining. The document provides tips for building a pipeline to help identify talent early, reduce time to hire, and prevent top candidates from being hired elsewhere.
White paper best practices for developing a strong talent pipelineRachel Romba
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of focusing on passive talent, which makes up 80% of the workforce, and maintaining ongoing engagement with potential candidates. This involves keeping lists of interested candidates and sharing leads with colleagues. However, most companies currently lack integrated, centralized tools for effective pipelining. The document provides tips for building a pipeline to identify talent early, reduce time to hire, and prevent losing top candidates.
The document provides an overview of talent optimization strategies at a company. It discusses attracting, engaging, and developing key talent at all levels through out-of-the-box strategies and best practices. This includes ensuring the advancement of multicultural talent as well as new and seasoned employees through succession planning. The document also discusses maximizing productivity and business impact through diversity and inclusion practices embedded throughout the talent management process, from hiring and selection to engagement and development. Metrics are outlined to measure the impact of these talent optimization efforts.
The document announces the 6th annual Nordic HR Summit to be held from March 29th-31st in Stockholm, Sweden. It provides information on registration deadlines and savings for early registration. The summit will allow attendees to discuss using social media in HR, linking HR strategies to business goals, and new performance management techniques. New this year are improved networking opportunities and an exclusive gala dinner. Key speakers will discuss talent management, leadership development, and employer branding strategies. The Nordic HR Summit is a premier regional event for HR professionals to network, benchmark practices, and learn from other Nordic organizations.
This document provides an overview of a project report on talent management. It discusses (1) why talent management is important for organizations, (2) the process of talent management, (3) how talent management differs from traditional approaches, (4) recent trends in talent management, and (5) how talent management impacts employee retention. The document outlines the contents of the full report, including sections on defining talent, developing talent, supporting talent management structures and systems, and measuring the impact of talent management.
Globalization has significantly impacted workplaces and communities in both positive and negative ways. While human resource development (HRD) has responded at a micro level, its overall impact has been minimal.
The document discusses several trends changing the face of business after globalization, including the changing role of HR professionals, talent management, outsourcing HR functions, and a diverse workforce.
It also discusses how global staffing and leadership development are two key areas for HR to leverage in global firms, requiring a shift to developing employees with "global brains" through experiences abroad.
WORLD FIRST INTRINSIC BRAIN TRAINING INSTITUTE ,100% PRACTICAL.RESULT ORIENTED ,
MONEY BACK GUARANTEE HRDF CLAIMABLE,CALL US NOW +60186653112 TO ORGANIZE TRAINING FOR YOUR EMPLOYEES
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
The document announces an HR convention on January 9, 2010 in Noida, India titled "Determining Solutions For Challenging Times & Changing Expectations". The convention will feature sessions on aligning HR with business goals, developing future leaders, and managing change. It will provide networking opportunities for HR professionals from various companies. The agenda includes plenary sessions, case studies, and panels on topics such as talent development and reducing training costs in difficult economic times.
This document summarizes the vision, mission, motivations, and services of a strategic advisory and consulting firm. The firm brings trans-disciplinary talent and expertise to help leaders achieve sustainable growth through quality decisions. They partner with leaders, bringing innovative, creative, and contextually relevant solutions to governance, strategy, projects, and communications challenges. The firm is passionate about solving business problems through a holistic approach considering business processes, people, organization, and technology.
With 10,000 employees, this 1,100-bed hospital system is one of the largest not-for-profit teaching health systems in the country. While already ranked among the elite of America’s hospitals, landing on such lists as U.S. News and World Report’s “America’s Best Hospitals” and Thomson Reuters “100 Top Hospitals,” the institution recently embarked on a journey of “transformational change” to reach new levels of clinical and workplace excellence.
Webinar corporate social performance management: driving employee engagementCharles Bedard
The document discusses best practices for creating a learning and coaching culture to drive employee engagement and corporate performance. It promotes using BullseyeEvaluation's performance management system to facilitate productive communication through coaching and mentoring. This establishes a cycle that effectively manages talent and creates strategy execution, delivering key performance indicator improvements.
The document is a magazine issue focused on human resources topics. It includes articles on enhancing employee productivity through breaks, talent retention, employee engagement, the importance of human capital/the "H factor" for organizational success, leadership interviews, changing recruitment trends through social media, and challenges in higher education in India. It also advertises an upcoming HR workshop and subscription information.
This document provides information about Dr. N. Asokan as a resource person, including his contact details and online profiles. It then discusses several topics relevant to Industry 4.0 including skills, knowledge, talent, competencies, technology, higher-order thinking, problem-solving, critical thinking, creativity, and the digital skills divide. It notes that markets are volatile, products have short lifecycles, and complexity is increasing, necessitating Industry 4.0's aim to help companies use data for quicker results and more agility. Key skills for Industry 4.0 include systems thinking, relationships, learning agility, problem identification and solving. The document emphasizes lifelong learning, self-discipline, emotional and practical intelligence,
This document provides an overview of managing talent effectively in 2013. It discusses key topics such as defining talent and talent management, the talent matrix, strategic perspectives on talent management, key focus areas, principal talent processes, recommendations, examining organizational culture, and developing an integrated talent management system. The document aims to help organizations better understand talent management strategies and processes.
People & Performance A/S is a consulting firm that provides recruitment, training, leadership development, and strategy services. It has a team of partners and consultants with expertise in areas like recruitment, HR processes, leadership, and strategy. The firm focuses on converting desired performance into behaviors that influence business results. It works closely with clients to understand their context, processes, culture and competencies to design customized solutions. People & Performance has experience working with companies globally, from small businesses to large corporations.
The Talent Dialogue approach aims to establish an ongoing, two-way dialogue between employers and employees to better understand employee needs, preferences, and goals. Unlike point-in-time employee engagement surveys, Talent Dialogue facilitates continuous conversation and involvement of employees in shaping talent management strategies. Implementing Talent Dialogue can help increase employee engagement by making employees feel included in important decisions and foster a culture of engagement through management's commitment to seeking employee feedback.
Talent management across the generationsRoffey Park
This document discusses talent development across generations in the workplace. It covers the different generational cohorts (Traditionals to Millennials), tensions that can exist between them, and their differing expectations of leaders. Leadership styles are explored in relation to each generation, and implications for leadership development programs are considered. Developing the next generation of leaders requires understanding generational differences in areas like drive and learning styles. Nurturing future leaders also means providing vision and ensuring their well-being through empathy and care.
The document discusses employee engagement and provides strategies for organizations to improve engagement. It notes that engagement requires more than just good management practices and outlines six factors that are important for sustainable engagement. These include ensuring authentic engagement rather than surface-level engagement, distributing engagement responsibilities widely throughout the organization, developing engagement strategies tailored for different employee groups, focusing on job design to give employees autonomy and purpose, distinguishing between engagement and involvement, and balancing engagement with risk-taking and experimentation. The document is part of a research program from the CIPD focused on sustainability, leadership, and building HR capabilities.
This document summarizes the skills that will be important for personal assistants and secretaries in 2020 and beyond based on a seminar presented by Catalyst Consulting. It identifies that complex problem solving, critical thinking, creativity, people management, coordinating with others, emotional intelligence, judgment and decision making, service orientation, negotiation, and cognitive flexibility will be the top 10 skills needed in 2020. It provides definitions and examples for each skill area, emphasizing how personal assistants can develop these skills through continuous learning, communication, collaboration and embracing change.
This document provides an overview of People & Performance A/S, a consulting firm that specializes in recruitment, training, leadership development, and advising. It lists the executive team and consultants. It describes the company's mission to make business impact stick and its vision to be a dominant player in Denmark with an international presence by 2015. The document outlines People & Performance's approach focusing on strategy, performance, culture, competencies and people. It lists the business areas and experience the company has working with various sized companies globally. Finally, it describes the recruitment process and edge the company provides to clients.
Join Greg Stewart, Vice President of Enterprise Solutions Sales at Profiles International and learn about talent management strategies for high impact positions that will bring success to your organization.
Join us for this webinar and learn:
Engage top performers
Engage talents
Improve performance through coachin
Prof Sattar Bawany gave a keynote presentation on achieving career success with emotional intelligence. He discussed how emotional intelligence (EQ) is a better predictor of success than cognitive intelligence (IQ). EQ includes skills like self-awareness, self-regulation, motivation, empathy and social skills. Developing these skills can help one avoid career derailment or plateauing due to issues like poor relationships, inability to adapt to change, or failure to meet business objectives. Successful leaders blend servant leadership styles with social intelligence to engage employees and achieve organizational results.
White paper best practices for developing a strong talent pipelineRachel Romba
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of focusing on passive talent, which makes up 80% of the workforce, and maintaining ongoing engagement with potential candidates. This involves keeping lists of interested candidates and sharing leads with colleagues. However, most companies currently lack integrated, centralized tools for effective pipelining. The document provides tips for building a pipeline to identify talent early, reduce time to hire, and prevent losing top candidates.
The document provides an overview of talent optimization strategies at a company. It discusses attracting, engaging, and developing key talent at all levels through out-of-the-box strategies and best practices. This includes ensuring the advancement of multicultural talent as well as new and seasoned employees through succession planning. The document also discusses maximizing productivity and business impact through diversity and inclusion practices embedded throughout the talent management process, from hiring and selection to engagement and development. Metrics are outlined to measure the impact of these talent optimization efforts.
The document announces the 6th annual Nordic HR Summit to be held from March 29th-31st in Stockholm, Sweden. It provides information on registration deadlines and savings for early registration. The summit will allow attendees to discuss using social media in HR, linking HR strategies to business goals, and new performance management techniques. New this year are improved networking opportunities and an exclusive gala dinner. Key speakers will discuss talent management, leadership development, and employer branding strategies. The Nordic HR Summit is a premier regional event for HR professionals to network, benchmark practices, and learn from other Nordic organizations.
This document provides an overview of a project report on talent management. It discusses (1) why talent management is important for organizations, (2) the process of talent management, (3) how talent management differs from traditional approaches, (4) recent trends in talent management, and (5) how talent management impacts employee retention. The document outlines the contents of the full report, including sections on defining talent, developing talent, supporting talent management structures and systems, and measuring the impact of talent management.
Globalization has significantly impacted workplaces and communities in both positive and negative ways. While human resource development (HRD) has responded at a micro level, its overall impact has been minimal.
The document discusses several trends changing the face of business after globalization, including the changing role of HR professionals, talent management, outsourcing HR functions, and a diverse workforce.
It also discusses how global staffing and leadership development are two key areas for HR to leverage in global firms, requiring a shift to developing employees with "global brains" through experiences abroad.
WORLD FIRST INTRINSIC BRAIN TRAINING INSTITUTE ,100% PRACTICAL.RESULT ORIENTED ,
MONEY BACK GUARANTEE HRDF CLAIMABLE,CALL US NOW +60186653112 TO ORGANIZE TRAINING FOR YOUR EMPLOYEES
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
The document announces an HR convention on January 9, 2010 in Noida, India titled "Determining Solutions For Challenging Times & Changing Expectations". The convention will feature sessions on aligning HR with business goals, developing future leaders, and managing change. It will provide networking opportunities for HR professionals from various companies. The agenda includes plenary sessions, case studies, and panels on topics such as talent development and reducing training costs in difficult economic times.
This document summarizes the vision, mission, motivations, and services of a strategic advisory and consulting firm. The firm brings trans-disciplinary talent and expertise to help leaders achieve sustainable growth through quality decisions. They partner with leaders, bringing innovative, creative, and contextually relevant solutions to governance, strategy, projects, and communications challenges. The firm is passionate about solving business problems through a holistic approach considering business processes, people, organization, and technology.
With 10,000 employees, this 1,100-bed hospital system is one of the largest not-for-profit teaching health systems in the country. While already ranked among the elite of America’s hospitals, landing on such lists as U.S. News and World Report’s “America’s Best Hospitals” and Thomson Reuters “100 Top Hospitals,” the institution recently embarked on a journey of “transformational change” to reach new levels of clinical and workplace excellence.
Webinar corporate social performance management: driving employee engagementCharles Bedard
The document discusses best practices for creating a learning and coaching culture to drive employee engagement and corporate performance. It promotes using BullseyeEvaluation's performance management system to facilitate productive communication through coaching and mentoring. This establishes a cycle that effectively manages talent and creates strategy execution, delivering key performance indicator improvements.
The document is a magazine issue focused on human resources topics. It includes articles on enhancing employee productivity through breaks, talent retention, employee engagement, the importance of human capital/the "H factor" for organizational success, leadership interviews, changing recruitment trends through social media, and challenges in higher education in India. It also advertises an upcoming HR workshop and subscription information.
This document provides information about Dr. N. Asokan as a resource person, including his contact details and online profiles. It then discusses several topics relevant to Industry 4.0 including skills, knowledge, talent, competencies, technology, higher-order thinking, problem-solving, critical thinking, creativity, and the digital skills divide. It notes that markets are volatile, products have short lifecycles, and complexity is increasing, necessitating Industry 4.0's aim to help companies use data for quicker results and more agility. Key skills for Industry 4.0 include systems thinking, relationships, learning agility, problem identification and solving. The document emphasizes lifelong learning, self-discipline, emotional and practical intelligence,
This document provides an overview of managing talent effectively in 2013. It discusses key topics such as defining talent and talent management, the talent matrix, strategic perspectives on talent management, key focus areas, principal talent processes, recommendations, examining organizational culture, and developing an integrated talent management system. The document aims to help organizations better understand talent management strategies and processes.
People & Performance A/S is a consulting firm that provides recruitment, training, leadership development, and strategy services. It has a team of partners and consultants with expertise in areas like recruitment, HR processes, leadership, and strategy. The firm focuses on converting desired performance into behaviors that influence business results. It works closely with clients to understand their context, processes, culture and competencies to design customized solutions. People & Performance has experience working with companies globally, from small businesses to large corporations.
The Talent Dialogue approach aims to establish an ongoing, two-way dialogue between employers and employees to better understand employee needs, preferences, and goals. Unlike point-in-time employee engagement surveys, Talent Dialogue facilitates continuous conversation and involvement of employees in shaping talent management strategies. Implementing Talent Dialogue can help increase employee engagement by making employees feel included in important decisions and foster a culture of engagement through management's commitment to seeking employee feedback.
Talent management across the generationsRoffey Park
This document discusses talent development across generations in the workplace. It covers the different generational cohorts (Traditionals to Millennials), tensions that can exist between them, and their differing expectations of leaders. Leadership styles are explored in relation to each generation, and implications for leadership development programs are considered. Developing the next generation of leaders requires understanding generational differences in areas like drive and learning styles. Nurturing future leaders also means providing vision and ensuring their well-being through empathy and care.
The document discusses employee engagement and provides strategies for organizations to improve engagement. It notes that engagement requires more than just good management practices and outlines six factors that are important for sustainable engagement. These include ensuring authentic engagement rather than surface-level engagement, distributing engagement responsibilities widely throughout the organization, developing engagement strategies tailored for different employee groups, focusing on job design to give employees autonomy and purpose, distinguishing between engagement and involvement, and balancing engagement with risk-taking and experimentation. The document is part of a research program from the CIPD focused on sustainability, leadership, and building HR capabilities.
This document summarizes the skills that will be important for personal assistants and secretaries in 2020 and beyond based on a seminar presented by Catalyst Consulting. It identifies that complex problem solving, critical thinking, creativity, people management, coordinating with others, emotional intelligence, judgment and decision making, service orientation, negotiation, and cognitive flexibility will be the top 10 skills needed in 2020. It provides definitions and examples for each skill area, emphasizing how personal assistants can develop these skills through continuous learning, communication, collaboration and embracing change.
This document provides an overview of People & Performance A/S, a consulting firm that specializes in recruitment, training, leadership development, and advising. It lists the executive team and consultants. It describes the company's mission to make business impact stick and its vision to be a dominant player in Denmark with an international presence by 2015. The document outlines People & Performance's approach focusing on strategy, performance, culture, competencies and people. It lists the business areas and experience the company has working with various sized companies globally. Finally, it describes the recruitment process and edge the company provides to clients.
Join Greg Stewart, Vice President of Enterprise Solutions Sales at Profiles International and learn about talent management strategies for high impact positions that will bring success to your organization.
Join us for this webinar and learn:
Engage top performers
Engage talents
Improve performance through coachin
Prof Sattar Bawany gave a keynote presentation on achieving career success with emotional intelligence. He discussed how emotional intelligence (EQ) is a better predictor of success than cognitive intelligence (IQ). EQ includes skills like self-awareness, self-regulation, motivation, empathy and social skills. Developing these skills can help one avoid career derailment or plateauing due to issues like poor relationships, inability to adapt to change, or failure to meet business objectives. Successful leaders blend servant leadership styles with social intelligence to engage employees and achieve organizational results.
The International Association for People & Performance Development was founded to represent the single largest body of knowledge in the field of Performance Management, based on two pillars: Academic desk research and a vast database of information on performance management behaviors, derived from an international study of the impact of the practice of performance management.
Dr. Greg Stewart is Vice President for Profiles International's Enterprise Solutions Sales Division. He is an experienced human capital expert with over 15 years in management and human resources. Dr. Stewart holds a BA in Organizational Leadership and a PhD in Counseling. He has deep insight into problem-solving and employee motivation and is a phenomenal speaker and blogger of management and leadership.
What You Will learn:
The effect that Emotional Intelligence has on leadership and job success.
How emotions in the workplace directly correlate with job satisfaction and how emotional intelligence impacts the role of leadership.
Kindly nominate your colleagues for this unique learning experience of results-focused professionals. Please take a minute to look over the complete outline of this workshop and forward us nominations of your selected team at the earliest, book you seat by September 15, 2012 and Save PKR 1,500/- per participant.
Please do not hesitate to contact us by calling +92 333 3971135, if interested.
Case Study: Professional Development at the AHRI - Lyn GoodearWileyProLearn
Presented by Lyn Goodear, as part of the Wiley Professional Learning seminar, 'Across the Professions'. For info visit http://wileyprolearning.wordpress.com or follow us @WileyProLearn
Retention and loyalty are very important to the Benchmark Assisted Living organization. Within senior housing, the industry itself is incredibly competitive, and will continue to be based on the demographics for the aging baby-boomers. An important part of Benchmark’s success is retaining the people who best embody the organization’s culture and values. With turnover in the senior housing market exceeding 89%, this element is challenging to achieve. More at predictiveresult.somc
The document is a literature review on recruitment and selection practices in the healthcare sector conducted by Rahul Chatterjee for his MBA thesis. It provides background on the healthcare industry in India, including its size and growth. It also discusses the pharmaceutical and biotechnology industries as related sectors. The literature review covers recruitment challenges in mergers and aims to understand the effects on human resource management and organizations.
This document discusses driving employee engagement and creating a learning and performance culture. It recommends using engagement surveys and modern technology tools to get employee input and promote learning. A key part of an engaged culture is clear expectations, advancement opportunities, communication, understanding jobs, and business relationships. A learning and performance culture has active learners who take responsibility for their development and retain new ideas, while supervisors promote learning and are open to new approaches. Measuring team performance rather than individuals can further increase engagement.
The document discusses trends in nursing practice, including growing job opportunities for registered nurses (RNs) due to technological advances allowing more health problems to be treated. The aging population also contributes to increased demand for nurses. While hospital employment is expected to grow more slowly, the intensity of nursing care means more nurses are needed per patient. Faster discharges and more outpatient procedures also affect trends.
Riskpro is an organization providing risk management consulting services through offices in major Indian cities. It aims to be the preferred provider of governance, risk and compliance solutions. Riskpro has over 200 years of cumulative experience and offers high quality services at affordable rates compared to large firms. It focuses on risk management and can take on large, complex projects. Riskpro recommends appointing independent directors to family-run SMEs to provide an objective perspective and help professionalize management. Independent directors can mentor management, ensure accountability, and challenge strategies while balancing interests of shareholders and promoters.
Riskpro is an organization of risk management consulting firms with offices in major Indian cities. It provides integrated risk management services to mid-large sized corporates and financial institutions. Riskpro has over 200 years of cumulative experience across its experienced professionals. It offers quality advisory services typically provided by large firms at more affordable price levels. Key differentiators include a main focus on risk management and the ability to take on large, complex projects through hybrid delivery capabilities. The document provides details on Riskpro's services, team experience and credentials, and value proposition in providing independent directors and risk advisory services to SMEs in India.
Riskpro is an organization of risk management consulting firms with offices in major Indian cities. It provides integrated risk management services to mid-large sized corporates and financial institutions. Riskpro's team consists of experienced risk professionals with over 200 years of cumulative experience. It offers quality advisory services typically provided by large firms at more affordable price levels. Key differentiators include a main focus on risk management and the ability to take on large, complex projects through hybrid delivery capabilities.
Riskpro is an organization of risk management consulting firms with offices in major Indian cities. It provides integrated risk management services to mid-large sized corporates and financial institutions. Riskpro has over 200 years of cumulative experience across its experienced professionals. It offers quality advisory services typically provided by large firms at more affordable price levels. Key differentiators include a main focus on risk management and the ability to take on large, complex projects through hybrid delivery capabilities. The document provides details on Riskpro's services, team experience and credentials, and value proposition in providing independent directors and risk advisory services to SMEs in India.
Internal vs External Consultants - Peter GaneIIBA UK Chapter
- In-house business analysts at EDF Energy have advantages like existing company knowledge, relationships, and process expertise, while external consultants bring experience from other industries, flexibility, and an objective perspective.
- The business needs a balance of internal and external analysts to build capabilities while also getting outside expertise and perspectives.
- Having too few internal or external analysts can cause problems like knowledge loss or an inability to address major challenges.
'Progressing to a management position is a common aspiration, but it is not always an easy track to get on to'... The latest addition to our slide-deck library looks at 'Progressing to a Management Position'. For more slide decks and tips visit the InterQuest Slideshare page. As always please let us know what you think on our Facebook, Twitter, LinkedIn and Google+ pages.
Xperentia Consulting Pvt. Ltd is an experiential learning and development company founded in 1998 in India. They specialize in areas like vision/mission development, leadership alignment, change management, and performance management. Their team consists of over 100 human resources and experiential learning professionals. Over the past 15 years, they have conducted workshops for over 100,000 participants across various industries in India. Their workshops use simulations, outdoor exercises, and elements of theatre/music to provide engaging learning experiences for teams. They have worked with large companies in various sectors like banking, insurance, telecom, IT, and more.
Greetings from SIMCON !
Wish you Merry Christmas and Happy New Year !
It gives us immense pleasure to present you December Edition of our monthly newsletter "BEACON".
This issue covers articles on HR consulting (by our SIMSREE student Mr. Avdhoot Patane), IT consulting, book review of 'The Mckinsey Mind', industry related recent news and quiz.
Hope you enjoy reading the newsletter ! Do provide your valuable feedback.
For more updates on consulting industry, keep visiting our FB page.
http://www.facebook.com/SimCon
The document discusses the differences between average management and effective leadership. It describes research on leadership competencies and effectiveness that identified 8 universal management competencies and 18 skill sets. Great leaders are shown to have lower employee turnover, more satisfied customers, and higher net income than average leaders. The document advocates using assessments and interviews to identify the right people for the right jobs and hire for fit rather than just credentials.
1. 2013 Annual ABP
Conference
25th to 27th April 2013 ■ Wokefield Park, Reading
Sponsorship opportunities
Connect ■ Collaborate ■ Contribute
Doing more with less
2. About the ABP
“Championing the use of psychology to achieve effective & sustainable
performance for organisations & people at work”
The Association of Business Psychology (ABP) is a professional body representing a
community of practitioners and researchers who apply the principles of psychology to the
world of work. We define the term “Business Psychologist” broadly and as an inclusive title for
any individual with a demonstrable track record of applying psychology in an organisational
setting. Our members include Occupational and Organisational Psychologists as well as
professionals from other Psychology disciplines, HR, coaches, trainers and many more.
The ABP exists to:
■ Raise awareness of business psychology in industry
■ Engage with key individuals, entities and legislation that may affect work and
organisations
■ Provide thought leadership
■ Provide a forum for sharing knowledge and networking
■ Support the professional development of Business Psychologists
■ Ensure professional and ethical standards from our members
ABP Annual Conference 2013 “Doing more with less” Page | 1
3. The Conference
“Doing more with less: Thinking on the Edge”
Why people
This annual event is the only one of its kind,
as it is the only conference that provides
practitioners the opportunity to connect
and collaborate with like-minded people,
and contribute to the field of business
attend
psychology.
“Always mentally stimulating.
Great range of presentations, food
The theme for the 2013 Annual
for thought, inspiration to
Conference is “doing more with less”. The
challenge my thinking, or where to
event will explore what business
take my career next”
psychology can offer in a post-recession
era of efficiency drives and rationalisation.
“Finding out what's new in Business
Psychology”
We showcase the latest thinking from both
research and case studies. Our high-
profile Speakers come from the worlds of
“The chance to meet other
psychologists who practise - in
both industry and psychology to share
whatever capacity (independent,
their experiences and explore ideas. Last
in-house). It's just good to get their
year we welcomed Keynotes such as
views on the market, 'keep my
Baroness Susan Greenfield, and sessions
finger on the pulse”
covering the latest work in talent
management, including a case study from
John Lewis Partnership.
ABP Annual Conference 2013 “Doing more with less” Page | 2
4. Who attends
4%
8% Independent Profile
6% Consultant A large majority of our delegates run their
In-house
own consulting businesses or operate as
7%
independent Business Psychologists. A
63%
Academic further 20% of attendees work in-house for
13% HR professional large UK organisations or in some of the
world’s leading consultancies. Represent-
Other
atives from Academia and HR complete
the picture.
Experience
2%
17%
0-5
6-10 Our delegates are highly experienced
practitioners with a wealth of knowledge
12% 10-15
in their chosen fields. With most having
55%
Over 15
over 15 year’s experience, they are expert
N/A customers who know what they want.
14% They are also driven to understand the
latest developments in tools and services
from the industry’s leading suppliers.
Leadership development
Coaching 41%
56%
Work
Selection & assessment 38%
OD & change 34% Our experienced delegates typically work
Psychometrics 21% with leaders and Senior Managers. They
Employee engagement 14% primarily work in the areas of leadership
Training 14%
development, coaching, selection and
Talent management 13%
Research
assessment and organisational develop-
12%
Team effectiveness 11% ment and change. Many are also experts
Creativity & innovation 4% in fields such as employee engagement,
HR consultancy 3% psychometrics, training and talent
management.
ABP Annual Conference 2013 “Doing more with less” Page | 3
5. Why sponsor?
“The ABP conference was one of the best events I have been to both in
terms of atmosphere & productivity. I made some great connections at
the conference & continue to do business as a direct result”
Steve Johnson, Oxygen Insurance
The benefits What’s new
Exposure Having leading edge exhibitors and
sponsors is an integral part of the Annual
Raise your company’s profile within the
industry. Show potential clients what you ABP Conference, and much work has
can offer. been done to enhance the offering to
those attending the 2013 event. This
Network includes:
Connect with the delegates and build
relationships with existing and potential ■ New and larger venue with dedicated
customers. exhibition area
■ Comprehensive exhibition facilities,
Promote with an on-site venue team
Showcase your products and services. Use
■ Larger exhibition stand spaces at the
the Conference to launch your latest
heart of the Conference thoroughfare
offerings and let delegates know what’s
new. ■ An expert Marketing and PR team
dedicated to promoting the Annual
Engage Conference and those involved across
all platforms
Discuss and engage with delegates about
their needs and how your services can ■ Complimentary delegate passes that
meet them. can be given to your clients and/or
prospects
Our sponsors provide a variety services that support our work. If you think your
services would be of use to our members then we want to hear from you
ABP Annual Conference 2013 “Doing more with less” Page | 4
6. The packages
There are four levels of sponsorship available at the 2013 Annual ABP
Conference. A summary of these packages is outlined below.
Platinum
Bronze
£1,950
£1,350
Silver
Gold
£850
£550
Exhibition space
Complimentary delegate passes (x2)
Email the delegate list (after the Conference)
Full page advert in the Conference programme
Company logo on the delegate badge lanyards
Branded banner/flag displayed in exhibition areas*
Inclusion of promotional flyer in the delegate bag*
Sponsor key Conference activities or materials
Display promotional material on publications table
Promotion of logo throughout on flat screens TVs
Insert own promotional material into delegate bag
Company logo on ABP website, newsletter, etc
* Variations according to level of sponsorship
ABP Annual Conference 2013 “Doing more with less” Page | 5
7. The details
Platinum £1,950 (x2) Gold £1,350 (x8)
This is the premium level of sponsorship, This level of sponsorship is ideal for those
which provides maximum visibility both wishing to take advantage of having
during and after the event. It includes: exhibition space at the event. It includes:
■ Pick of exhibition space, including: ■ Exhibition space, including:
o 2 x exhibitor passes (non-residential) o 2 x exhibitor passes (non-residential)
o 2 x complimentary Friday delegate o Cost price accommodation
passes including evening meals and
o Cost price accommodation entertainment (£50pp, per night)
including evening meals &
■ Sponsor one of the following:
entertainment (£50pp per night)
o Speaker gifts
■ Sponsor either:
o Delegate bedroom gifts
o The delegate bags or
o Mini Conference timetable
o The Conference Programme
o Thursday night entertainment
■ Email the delegate list following the o Friday night cocktail reception
Conference
o Friday night entertainment
■ A full page advert in the programme
■ Logo on the delegate badge lanyard
■ A4 flyer in the delegate bags
■ A5 flyer in the delegate bags
■ Complementary promotional flag in
‘The Street’ (worth £250) with an option ■ Option to provide your own promotional
to display a large hanging banner (first flag to hang in ‘The Street’ (2 spaces
refusal) available) or display a large hanging
banner (first come first served)
■ Insert your own branded promotional
item in the delegate bags (i.e. pens, ■ Insert your own branded promotional
item in the delegate bags (i.e. pens,
mugs, etc.)
mugs, etc.)
■ A rolling advert on the flat screen TVs in
‘The Street’ and logo on the session ■ A rolling advert on the flat screen TVs in
‘The Street’ and logo on the session
interval slides
interval slides
■ Logo on the ABP Conference
homepage, marketing literature, the ■ Logo on the ABP Conference
newsletters and other promotional homepage, marketing literature, the
material newsletters and other promotional
material
ABP Annual Conference 2013 “Doing more with less” Page | 6
8. Silver £850 Bronze £550
This sponsorship level is perfect for those This level of sponsorship provides a great
wishing to have a good level of visibility at opportunity to raise awareness of your
the event, which includes the opportunity brand and promote products and services
to sponsor key elements of the Conference. to ABP members during the Conference. It
It includes: includes:
■ A pop up banner stand on the ■ Display of your material on the official
mezzanine level of ‘The Street’ publications table
■ Display of your materials on the official ■ Sponsor either:
publications table o The gala dinner gift bag
■ Sponsor one of the following: o ABP stick of rock
o White wine (Friday) ■ Insert your own branded promotional
o Red wine (Friday) item in the delegate bags (i.e. pens,
mugs, etc.)
o White wine (Saturday)
o Red wine (Saturday) ■ A rolling advert on the flat screen TVs in
‘The Street’ and logo on the session
o Pens
interval slides
o Pads
■ Logo on the ABP Conference
■ A postcard flyer in the delegate bags
homepage, marketing literature, the
■ Insert your own branded promotional newsletters and other promotional
item in the delegate bags (i.e. pens, material
mugs, etc.)
■ A rolling advert on the flat screen TVs in
‘The Street’ and logo on the session
interval slides
■ Logo on the ABP Conference
homepage, marketing literature, the
newsletters and other promotional
material
Please note that exhibitor passes are not
included at the Silver or Bronze sponsorship
levels
ABP Annual Conference 2013 “Doing more with less” Page | 7
9. Floor plan
The Street is a beautiful open plan exhibition area with double height
ceilings, mezzanine level and atrium.
This area is the central hub of all activity, where delegate mingle at the coffee stations, relax
in the comfy seating, as well as access the main hall, syndicate rooms, bar, dining hall and
accommodation. . .
This means a constant follow of people and easy interaction with delegates.
ABP Annual Conference 2013 “Doing more with less” Page | 8
10. Our venue
DeVere Venues Wokefield Park blends the traditional with the modern to
offer a choice of accommodation, superb leisure facilities and 250 acres
of beautiful landscaped grounds.
The main Conference activities will take place within the spacious, ultra-modern Executive
Centre, which includes The Street exhibition area. The Friday night gala dinner will be held
at the Mansion House, a magnificent stately home, also within the grounds of the venue.
Facilities
■ 54 flexible meeting and training rooms for up to 500 delegates
■ 376 bedrooms with the latest mod cons
■ Free Wi-Fi and wired internet access throughout
■ LCD, plasma and audio visual equipment available with trained
experts to hand
■ Energy stations with free flowing tea, coffee, cappuccinos,
lattes, mineral water, biscuits, fresh fruit, porridge and popcorn
■ Award winning Steam, Bake and Grill restaurant, bar and Verve
Deli room service
■ Plenty of space and fresh air
■ Indoor pool, mini gym, spa, fishing, Nintendo lounge, ropes
course and 18 hole championship golf course with driving
range
■ Free easy parking – 350 spaces
■ Dedicated Events Team looking after our every need
ABP Annual Conference 2013 “Doing more with less” Page | 9
11. Previous sponsors
“Sponsoring the ABP has resulted in an increased brand awareness & a
five times return on our investment. The sponsorship model is refreshing
as funds are used to create a great conference experience for the
delegates. That’s why we were sponsors three years running”
Steve Apps, Persona Partnership
2012 sponsors
■ TalentQ
■ Appraisal 360
■ Oxygen
■ Blue Edge
■ DeVere Venues
■ Saville Consulting
■ PCL
■ Talent Lens
■ YSC
■ Personal Partnership
■ OPP
■ Evosis
■ Sixth Sense
■ Connection Scan
ABP Annual Conference 2013 “Doing more with less” Page | 10
12. For more information or to discuss your
sponsorship requirements:
Email: sponsors@theabp.org.uk
Website: ABP Conference /I want to sponsor
The Association of Business Psychologists
180 Piccadilly, London, W1J 9ER
General Enquiries: 0207 917 1733