ACCT 101
ASSIGNMENT 4
Last due date for submission 13 December 2017
The assignment worth 10 marks which is about 3.75 of the total marks
Student name:
Instructions:
· The answer must be in English.
· Students must include your details (Name, Student ID, CRN, Date of submission)
· Please READ the instructions carefully and FOLLOW them. Answer the ALL questions.
· Do NOT write the questions in the answer papers JUST write the question number.
· Do NOT put images, you must TYPE answers in the MS document.
· Font should be Times New Roman with 14 points.
· It is an INDIVIDUAL task, NOT a group task.
· You should submit the assignment via the Blackboard.
· Students who submit assignments after deadline, will get ZERO.
· If you engaged in plagiarism, you will get ZERO marks in the assignment or course.
The assignment worth 10 marks which is about 3.75 of the total marks.
Q1. Khaled Co is in Export business operating from Jeddah for the last 10 years successfully. From the following summary of Cash Account of Khaled, prepare Cash Flow Statement for the year ended 31st March 2017 in accordance with using the direct method. The company does not have any cash equivalents. (4 Points)
Summary (Cash Account) 31-3-2017
Particulars
Amount
Particulars
Amount
Bal 1.4.2016
50
Payments to Suppliers
2000
Equity Shares
300
Purchase of Fixed Asset
200
Receipt from Customers
2800
Overhead Expenses
200
Sale of Fixed Assets
100
Wages & Salaries
100
Taxation
250
Dividends
50
Repayment of long term Loans
300
Balance c/d
150
3250
3250
Answer.
Q2. Explain the concept of Equity Share Capital and its Types? (3 Points)
ANSWER.
Q3. A manufacturing corporation listed in capital market was trying to create demand on its share to keep share prices at desired level and to prevent share prices from going down, the corporate decided to purchase treasury stock from open market.( 3 marks)
So, you are required to explain what is meant by treasury stock and journalize the following transactions:
Q3. define Treasury stock and journalize the following transactions:
1- On May 8, Whitt, Inc. purchased 2,000 of its own shares of stock in the open market for $8,000
2- On June 30, Whitt sold 100 shares of its treasury stock for $4 per share.
3- On July 19, Whitt, Inc. sold an additional 500 shares of its treasury stock for $8 per share.
4- On August 27, Whitt sold an additional 400 shares of its treasury stock for $1.50 per share.
Answer:
3
\ ^ JL
Curtain with a BluePrint for
Leadership Potential
^\n Integrated Framework
for Identifying
High-Potential Talent J
By Allan
V
What is the true definition of "high potentiai"? How do we identify high-potential talent? Can
leadership potential be developed in someone, or is it something that is inherent and pre-
determined in an individual? Ask anyone working in talent management or human resources
and they will tell you that these questions reflect some of the most intense and .
This document discusses measuring leadership in companies. It makes the following key points:
1) While companies closely track metrics like finances, quality, and surveys, few directly measure if they have the right leaders now and for the future. Developing leaders is important but difficult to measure precisely.
2) Top companies take a holistic approach to leadership measurement, gathering data to provide insights for human resources, business leaders, people managers, and potential leaders themselves.
3) Examples of companies like Cummins use frameworks to rigorously assess employees' performance and potential, focusing on specific leadership attributes needed for business goals. Surveys also give feedback to better develop individual potential leaders.
The document discusses determining whether managers have strategic thinking skills. It notes that simply using a person's title is not accurate for assessing their abilities. Instead, 10 strategic thinking competencies are identified through research: strategy, insight, context, competitive advantage, value, resource allocation, modeling, innovation, purpose, and mental agility. These competencies were used to develop a 50-question Strategic Thinking Assessment to provide an objective evaluation of a manager's skills. Taking this assessment along with a follow-up interview provides a holistic picture of their strengths and areas for development to enhance strategic thinking.
This document provides guidance for leaders on how to effectively develop talent within their organizations. It outlines 12 key actions that talent builders must take, including identifying current and future organizational capabilities and talent needs, driving world-class performance, continually developing their direct reports, recruiting and exporting internal and external talent, and accelerating the development of high potentials. An example is also given of providing a direct report with a focused development plan to address a specific area of growth. The overall message is that line leaders must seriously commit to and execute talent development for it to be successful in an organization.
2013 building the_right_high_potential_pool_white_papertheglobalist2003
This document discusses how organizations define, assess, and calibrate their high potential talent pools. It begins by outlining the challenges of an aging workforce and intense competition for skilled talent. It then examines how leading organizations define high potentials, focusing on an individual's potential for future roles with greater scale and scope, strong performance while upholding company values, and key competencies. These include cognitive and personality foundations, growth factors like learning orientation, and career indicators like leadership capabilities. The document provides frameworks for defining high potentials and assessing them using multiple dimensions. It also notes that high performers are not always high potentials, and potential must be evaluated separately from performance.
2013 building the_right_high_potential_pool_white_paperRye Cruz
As leaders our main job is not only to lead people but to develop the right people to be leaders as well. Hope this white paper can help add knowledge and ideas to it.
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
"Coaching in Asia: The First Decade" is the definitive guide to the principles and practices of empowering personal and organisational change.
Whether you're a manager or coach, living in Asia, Europe or elsewhere, Coaching in Asia is packed with case studies and coaching approaches to help you develop greater effectiveness. Each chapter is drawn from the firsthand expertise of a diverse group of coaches working in China, India, Indonesia, Singapore, Thailand, Japan, Hong Kong, and beyond.
Coaching is a global phenomenon that is best wrapped in cultural nuances. Coaching in Asia offers expert guidance on what has been done and more importantly, what is working. It will provide you with the ideas, methods, and practices to enable you to live out your leadership potential and be an agent of change for the good of the world.
The Book is available at leading bookstores across Asia Pacific and also on Amazon.com
This document summarizes an article about winning the war for talent in the Asia Pacific region. It discusses how retaining talent is important for business growth given intense competition. An integrated talent management system is needed that focuses on talent acquisition, development, performance management, succession planning, and achieving organizational results. Managing talent effectively through all stages is key to gaining a competitive advantage in today's tight labor markets.
This document discusses measuring leadership in companies. It makes the following key points:
1) While companies closely track metrics like finances, quality, and surveys, few directly measure if they have the right leaders now and for the future. Developing leaders is important but difficult to measure precisely.
2) Top companies take a holistic approach to leadership measurement, gathering data to provide insights for human resources, business leaders, people managers, and potential leaders themselves.
3) Examples of companies like Cummins use frameworks to rigorously assess employees' performance and potential, focusing on specific leadership attributes needed for business goals. Surveys also give feedback to better develop individual potential leaders.
The document discusses determining whether managers have strategic thinking skills. It notes that simply using a person's title is not accurate for assessing their abilities. Instead, 10 strategic thinking competencies are identified through research: strategy, insight, context, competitive advantage, value, resource allocation, modeling, innovation, purpose, and mental agility. These competencies were used to develop a 50-question Strategic Thinking Assessment to provide an objective evaluation of a manager's skills. Taking this assessment along with a follow-up interview provides a holistic picture of their strengths and areas for development to enhance strategic thinking.
This document provides guidance for leaders on how to effectively develop talent within their organizations. It outlines 12 key actions that talent builders must take, including identifying current and future organizational capabilities and talent needs, driving world-class performance, continually developing their direct reports, recruiting and exporting internal and external talent, and accelerating the development of high potentials. An example is also given of providing a direct report with a focused development plan to address a specific area of growth. The overall message is that line leaders must seriously commit to and execute talent development for it to be successful in an organization.
2013 building the_right_high_potential_pool_white_papertheglobalist2003
This document discusses how organizations define, assess, and calibrate their high potential talent pools. It begins by outlining the challenges of an aging workforce and intense competition for skilled talent. It then examines how leading organizations define high potentials, focusing on an individual's potential for future roles with greater scale and scope, strong performance while upholding company values, and key competencies. These include cognitive and personality foundations, growth factors like learning orientation, and career indicators like leadership capabilities. The document provides frameworks for defining high potentials and assessing them using multiple dimensions. It also notes that high performers are not always high potentials, and potential must be evaluated separately from performance.
2013 building the_right_high_potential_pool_white_paperRye Cruz
As leaders our main job is not only to lead people but to develop the right people to be leaders as well. Hope this white paper can help add knowledge and ideas to it.
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
"Coaching in Asia: The First Decade" is the definitive guide to the principles and practices of empowering personal and organisational change.
Whether you're a manager or coach, living in Asia, Europe or elsewhere, Coaching in Asia is packed with case studies and coaching approaches to help you develop greater effectiveness. Each chapter is drawn from the firsthand expertise of a diverse group of coaches working in China, India, Indonesia, Singapore, Thailand, Japan, Hong Kong, and beyond.
Coaching is a global phenomenon that is best wrapped in cultural nuances. Coaching in Asia offers expert guidance on what has been done and more importantly, what is working. It will provide you with the ideas, methods, and practices to enable you to live out your leadership potential and be an agent of change for the good of the world.
The Book is available at leading bookstores across Asia Pacific and also on Amazon.com
This document summarizes an article about winning the war for talent in the Asia Pacific region. It discusses how retaining talent is important for business growth given intense competition. An integrated talent management system is needed that focuses on talent acquisition, development, performance management, succession planning, and achieving organizational results. Managing talent effectively through all stages is key to gaining a competitive advantage in today's tight labor markets.
1) Getting talent on the right track requires a long term talent strategy rather than quick fixes, which can perpetuate a cycle of catching one's own tail.
2) Building a robust talent bench through a 5+ year strategy that identifies critical capabilities and allows flexibility is key to absorbing short term issues.
3) Developing a talent culture through leadership commitment, measurement, and forums for discussing talent can help ensure the right people are identified and developed for key roles.
The document discusses the importance of internal talent management for organizations. It notes that the UK is facing a significant talent shortage, with over half of businesses saying unfilled positions are impacting customers. However, only 12% of UK employers are providing additional training to help internal talent fill hard-to-fill roles. The document emphasizes that internal recruitment, talent identification, succession planning, workforce planning, competency frameworks, learning and development, career planning, and performance management are all important aspects of effective internal talent management.
Rightquarterly3rdquarter2013 131203193615-phpapp01Ajay K. Rana
The document summarizes a talent assessment program conducted by Right Management for a client in Singapore. The program had three phases: 1) Individual assessments were conducted to identify strengths and development areas for leaders and help them create development plans. 2) Coaching sessions helped leaders better understand their strengths and areas for growth. 3) A team learning component involved leaders sharing insights and working together on initiatives, promoting personal mastery. The goal was to help leaders gain self-awareness, encourage teamwork, and support their personal and professional growth.
Mercantile Bank Ltd identifies talented employees based on superior performance, meeting targets, strong client relationships, and consistent promotions. They develop talents internally through on-the-job training where employees face challenges and problems to continuously increase their job knowledge, leadership skills, performance, and cognitive abilities. While they face some challenges, Mercantile allocates 10-20% of their budget to arrange training programs for entry-level, mid-level, and top-level employees to nurture talents for future roles and increase retention. The HR manager believes their approach of on-the-job learning and responsibility-giving has proven effective in developing previous employees into branch managers.
Adding velocity and alignment to your leadership development efforts. Too much of leadership effort is about throwing seeds and hoping that a strong plant will grow. We dont need one plant. We need many plants
The document discusses managing on-demand talent or "agile talent". It finds that over half of executives are increasing their use of outside expertise sourced globally. While cost is a factor, flexibility, speed and innovation are the primary benefits. Organizations take one of three approaches to agile talent: as an exception, strategic augmentation, or a total workforce strategy. The strategic augmentation approach, where agile talent extends strategic capabilities, is most common among top organizations. Managing agile talent effectively requires building talent networks, onboarding talent quickly, managing politics, treating talent as partners, developing talent, getting feedback, and nudging systems to reduce friction.
This document summarizes a research study from 1994 that examined employee motivation at a UK defense systems manufacturer. The study aimed to understand motivation from the employees' perspective. A survey was administered to 51 employees across levels and departments. The results showed that while the company created a mostly positive work environment, employees gave very low scores for feelings of warmth and support from leadership. Further analysis revealed deep issues in how operators and engineers experienced leadership. The study highlights the importance of understanding employee perceptions in order to close gaps between reality and company goals/philosophy regarding culture and motivation.
Leaders do not naturally improve with age and experience alone. Less than 1% of corporate learning budgets are spent on developing executives, despite research showing leadership development is a top priority. While leaders need skills in many areas, surveys show their key challenges relate to strategic skills like setting strategy, communicating it, and ensuring alignment. Coaching can help leaders improve strategic skills through reflection, feedback, and deliberate practice of new ideas, helping businesses to improve.
Leaders do not naturally improve with age and experience alone. Less than 1% of corporate learning budgets are spent on developing executives, despite research showing leadership development is a top priority. While leaders need skills in many areas, their main challenges revolve around strategic thinking - setting strategy, communicating it, and ensuring alignment. Coaching can help leaders improve strategic skills through reflection, feedback, and deliberate practice of new ideas. Highly successful leaders like Jobs, Schmidt, and Welch all benefited from having advisers and coaches.
Talent Q provides online psychometric assessments, training, and assessment consulting to help organizations address talent management challenges throughout the employee lifecycle.
The American Society for Human Resources Management (SHRM) has identified employee engagement – inspiring and motivating people to excel at work – as the biggest challenge faced by its individual and company members. The traditional response of most organization leaders has been to throw money at the problem. In this executive brief, the author draws from his own wealth of leadership experience, and from the findings of numerous specialists in the field of leadership development and employee engagement, to offer a more compelling and effective alternative.
Leadership Development Growing Talent Strategically .docxDIPESH30
This document discusses best practices for leadership development programs. It emphasizes linking development objectives to organizational strategy and assessing leadership competencies and gaps. When selecting participants, it recommends considering foundational, growth, and career dimensions. For program design, it stresses using assessments to create individual development plans and facilitating learning through challenging experiences and reflection. Emerging trends include incorporating mindfulness training to enhance learning and reduce stress.
Leadership Development Growing Talent Strategically .docxsmile790243
Leadership Development:
Growing Talent Strategically
Beverly A. Dugan
Human Resources Research Organization (HumRRO)
Patrick Gavan O’Shea
Human Resources Research Organization (HumRRO)
Copyright February 2014
Society for Human Resource Management and Society for Industrial and Organizational Psychology
SHRM-SIOP Science of HR White Paper Series
Beverly A. Dugan
Human Resources Research Organization
[email protected]
Beverly Dugan, Ph.D., has more than 25 years of experience in leadership,
management, and organizational research and consulting. She recently retired from
the Human Resources Research Organization (HumRRO), where she was a vice
president and division director. In this position, she managed talent management
projects and was also responsible for developing and maintaining the corporate
capability to perform leading-edge talent management research and development
services for federal agencies, associations and the private sector. She is currently an
independent consultant and leadership coach. She received her Ph.D. in experimental
psychology from the University of Tennessee at Knoxville and is a member of the
Society for Industrial and Organizational Psychology (SIOP), the Society of Consulting
Psychology (SCP), the American Psychological Association and the International Coach
Federation.
Patrick Gavan O’Shea
Human Resources Research Organization
[email protected]
Gavan O’Shea is the Director of Federal Talent Management at HumRRO. Gavan’s
specific areas of expertise include leadership assessment and development, 360-degree
feedback, job analysis and competency modeling, and employee selection and
promotion. He is an Adjunct Professor within Villanova University’s Department of
Human Resource Development, and his work has appeared in outlets including
Leadership, Military Psychology, Group Dynamics, the Journal of Business and
Psychology, the Journal of Management and the Encyclopedia of Leadership. Gavan
received his Ph.D. in industrial-organizational psychology from Virginia Tech.
1
The Importance of Leadership
The world is changing in countless ways, and the effects are rippling throughout
our society and our organizations. While
constant, dramatic change has become the
status quo, 10,000 Baby Boomers will turn
65 each day between now and 2030 (Cohn &
Taylor, 2010). The challenges presented by
ongoing change and the loss of wisdom and
experience associated with the aging of the
workforce drive the need for strong leaders.
Recognizing this need, organizations spend
a lot of money on leader development. A
study conducted by Bersin Associates (2009) found that companies spent an average of
nearly $500,000 on leader development in 2008, with small companies spending about
$170,000 and large companies spending about $1.3 million. By fostering strategic
A joint Bersin-Center for Creative
Leadership (CC ...
Three key points:
1) Many US corporations face a potential leadership crisis as baby boomers retire without adequate replacements due to a lack of leadership development programs.
2) Two factors distinguish top Asian leadership organizations: attention to individual and corporate leadership needs, and accelerating key talent through custom training.
3) Highly effective leaders are made, not born - leadership behaviors can be identified, developed and taught to produce strong business leaders. Formal leadership development programs are needed to address the looming leadership gap.
This document is a project report on employee engagement at HDFC Bank in Lucknow, India. It was submitted by Sahar Shafi to fulfill the requirements for an MBA degree. The report includes an introduction on the importance of employee engagement and definitions. It also discusses the need for employee engagement and how to make employees engaged, such as through growth opportunities, support and recognition, and participation in decision making. The report contains typical sections like objectives, methodology, findings, recommendations, and conclusions.
Applying HR Analytics To Talent ManagementDereck Downing
This document summarizes an article about applying HR analytics to talent management. It discusses three key areas for applying metrics and analytics in talent management: 1) data about individuals, including measures of capability, performance, and developing personal capability profiles; 2) the effectiveness and efficiency of talent processes, including choosing metrics related to business KPIs; and 3) the supporting organizational culture and environment. It also discusses different definitions of "talent" that organizations use, ranging from only high potentials to all employees. The goal of metrics in talent management is to understand human capital, assess performance and potential, and track the impact of talent processes.
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...Sage HR
This document discusses the emerging focus on talent systems in HR and provides 10 predictions for 2014. It notes that in 2014, companies will face challenges in skills shortages, leadership gaps, and workforce retention. To address these challenges, the document advocates moving beyond standalone HR programs to an integrated "corporate talent system" where all talent management elements work together. The 10 predictions for 2014 focus on trends like global skills needs, integrated capability development, performance management redesign, and the growth of HR technology.
Right Quarterly 2nd edition 2014: Succession PlanningChris Jones
This document provides an overview of ManpowerGroup, a global staffing firm. Some key details include:
- ManpowerGroup has nearly 3,100 offices in 80 countries and places over 30,000 employees in permanent roles annually.
- In 2013, it interviewed 12 million people, connected 3.4 million to work, and had over 600,000 associates on assignment daily.
- It generates over 85% of its $20.3 billion in annual revenue from outside the United States.
- ManpowerGroup aims to be a global leader in recruitment, outsourcing, workforce solutions, and talent development.
The document discusses the need for integrated talent strategy functions in organizations. It argues that talent management has evolved into a decision science guiding how organizations define, attract, develop, and retain talent. An effective talent strategy can help organizations answer key questions about talent risk, succession planning, capability requirements, and developing a long-term talent pipeline. By linking talent development to business strategy and assessing both current and future potential of executives, a talent strategy function can help close capability gaps and ensure an organization has the right talent to execute its strategy.
Your NamePractical ConnectionYour NameNOTE To insert a .docxnettletondevon
Your Name
Practical Connection
Your Name
NOTE: To insert a different Cover Page select the Insert tab from the Ribbon, then the cover page you want. Insert Your Name. Enter Your Industry and Phase below. You can use this template if you wish. Please erase this note before you submit.
Table of Contents
Phase 1: Educational and Employment History 2
Educational History and Goals (Include Certifications) 2
Employment History and Goals (Do NOT mention the name of the company you are writing about). 2
Phase 2: Telecommunications and Network Security Protocols implemented by your company (Fully describe 3 of the following components. Do NOT mention your company’s name, only the Industry) 2
Hosts and Nodes 2
IPv4 versus IPv6 2
Firewall 2
Virtual Private Network (VPN) 3
Proxy Servers 3
Network Address Translation (NAT) 3
Routers, Switches, and Bridges 3
The Domain Name System (DNS) 3
Intrusion Detection Systems and Intrusion Prevention Systems (IDS/IPS) 3
Network Access Control 3
Phase 3: As a Security Consultant and based on what you have learned in this course, how would you improve your company’s Telecommunications and Network Security Protocols? 3
Improvement 1 3
Improvement 2 3
Improvement 3 3
Bibliography 4
NOTE: To include a Word generated TOC select the References tab from the Ribbon, then Table of Contents. Select the format you wish. Remember, to use the built-in TOC you must use the MS Word “Styles” format from the Ribbon, specifically “Heading 1” for each phase heading, “Heading 2” for the phase sub-headings and “Normal” for the body.
Remember to update the TOC after adding any data to the body of the paper. To update the TOC simply click anywhere in the TOC, select Update Table, then select Update entire table and OK.
Please erase this note before you submit.Phase 1: Educational and Employment HistoryEducational History and Goals (Include Certifications)
Type Your Data Here.
NOTE: For each Phase you must have at least 2 references. Please use the References feature of Microsoft Word to manage your references.
To add a reference to the database do the following:
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Place the cursor just before the period at the end of the sentence. Then select Insert Citation and select the correct reference from the list (Sewart, 2014).
Please erase this note before you submit.Employment History and Goals (Do NOT mention the name of the company you are writing about).
Type Your Data Here. Type Your Data Here. Type Your Data Here. Type Your Data Here. Type Your Data Here.Phase 2: Telecommunications and Network Security Protocols implemented by your company (Fully describe 3 of the following components. Do NOT mention your company’s name, only the Industry)Hosts and Nodes
Type Your Data Here. Type Your Data Here. Type Your Da.
Your namePresenter’s name(s) DateTITILE Motivatio.docxnettletondevon
Your name:
Presenter’s name(s):
Date:
TITILE:
Motivation(s)/Statement of problem(s):
Objective(s):
Approach(s):
a. Materials:
b. Methods:
Findings:
Conclusions
LETTERS
nature materials | VOL 3 | APRIL 2004 | www.nature.com/naturematerials 249
T issue engineering aims to replace, repair or regeneratetissue/organ function, by delivering signalling molecules andcells on a three-dimensional (3D) biomaterials scaffold that
supports cell infiltration and tissue organization1,2. To control cell
behaviour and ultimately induce structural and functional tissue
formation on surfaces, planar substrates have been patterned with
adhesion signals that mimic the spatial cues to guide cell attachment
and function3–5. The objective of this study is to create biochemical
channels in 3D hydrogel matrices for guided axonal growth. An agarose
hydrogel modified with a cysteine compound containing a sulphydryl
protecting group provides a photolabile substrate that can be
patterned with biochemical cues. In this transparent hydrogel we
immobilized the adhesive fibronectin peptide fragment, glycine–
arginine–glycine–aspartic acid–serine (GRGDS),in selected volumes of
the matrix using a focused laser.We verified in vitro the guidance effects
of GRGDS oligopeptide-modified channels on the 3D cell migration
and neurite outgrowth. This method for immobilizing biomolecules in
3D matrices can generally be applied to any optically clear hydrogel,
offering a solution to construct scaffolds with programmed spatial
features for tissue engineering applications.
Hydrogels have been widely studied as tissue scaffolds because they
are biocompatible and non-adhesive to cells, allowing cell adhesion
to be programmed in6–8. Current microfabrication methods for
3D hydrogel matrices with controlled intrinsic structure mainly
include photolithographic patterning9–11, microfluidic patterning12,
electrochemical deposition13 and 3D printing14. Notably, although these
layering techniques can conveniently shape the hydrogel on X–Y planes,
they have limited control over both the coherence of the layers along the
z direction and the local chemistry. Combining photolabile hydrogel
matrices with focused light provides the possibility of eliminating the
layering process and directly modifying the local physical or chemical
properties in 3D. This results in a promising (and perhaps facile) way to
fabricate novel tissue constructs15,16, as is described herein to control cell
behaviour by controlling the local chemical properties of gels.
Reconstituting adhesive biomolecules into biomaterials is of great
importance to understanding cell–substrate interactions that can be
translated to tissue-regeneration designs. Using 2D lithographic
techniques, adhesive biomolecules can be localized in arbitrary shapes
and sizes17,18. For example, patterning narrow strips of the extracellular
matrix (ECM) adhesion protein, laminin, on non-cell-adhesive 2D
substrates elicited.
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Similar to ACCT 101ASSIGNMENT 4Last due date for submission 13 December.docx
1) Getting talent on the right track requires a long term talent strategy rather than quick fixes, which can perpetuate a cycle of catching one's own tail.
2) Building a robust talent bench through a 5+ year strategy that identifies critical capabilities and allows flexibility is key to absorbing short term issues.
3) Developing a talent culture through leadership commitment, measurement, and forums for discussing talent can help ensure the right people are identified and developed for key roles.
The document discusses the importance of internal talent management for organizations. It notes that the UK is facing a significant talent shortage, with over half of businesses saying unfilled positions are impacting customers. However, only 12% of UK employers are providing additional training to help internal talent fill hard-to-fill roles. The document emphasizes that internal recruitment, talent identification, succession planning, workforce planning, competency frameworks, learning and development, career planning, and performance management are all important aspects of effective internal talent management.
Rightquarterly3rdquarter2013 131203193615-phpapp01Ajay K. Rana
The document summarizes a talent assessment program conducted by Right Management for a client in Singapore. The program had three phases: 1) Individual assessments were conducted to identify strengths and development areas for leaders and help them create development plans. 2) Coaching sessions helped leaders better understand their strengths and areas for growth. 3) A team learning component involved leaders sharing insights and working together on initiatives, promoting personal mastery. The goal was to help leaders gain self-awareness, encourage teamwork, and support their personal and professional growth.
Mercantile Bank Ltd identifies talented employees based on superior performance, meeting targets, strong client relationships, and consistent promotions. They develop talents internally through on-the-job training where employees face challenges and problems to continuously increase their job knowledge, leadership skills, performance, and cognitive abilities. While they face some challenges, Mercantile allocates 10-20% of their budget to arrange training programs for entry-level, mid-level, and top-level employees to nurture talents for future roles and increase retention. The HR manager believes their approach of on-the-job learning and responsibility-giving has proven effective in developing previous employees into branch managers.
Adding velocity and alignment to your leadership development efforts. Too much of leadership effort is about throwing seeds and hoping that a strong plant will grow. We dont need one plant. We need many plants
The document discusses managing on-demand talent or "agile talent". It finds that over half of executives are increasing their use of outside expertise sourced globally. While cost is a factor, flexibility, speed and innovation are the primary benefits. Organizations take one of three approaches to agile talent: as an exception, strategic augmentation, or a total workforce strategy. The strategic augmentation approach, where agile talent extends strategic capabilities, is most common among top organizations. Managing agile talent effectively requires building talent networks, onboarding talent quickly, managing politics, treating talent as partners, developing talent, getting feedback, and nudging systems to reduce friction.
This document summarizes a research study from 1994 that examined employee motivation at a UK defense systems manufacturer. The study aimed to understand motivation from the employees' perspective. A survey was administered to 51 employees across levels and departments. The results showed that while the company created a mostly positive work environment, employees gave very low scores for feelings of warmth and support from leadership. Further analysis revealed deep issues in how operators and engineers experienced leadership. The study highlights the importance of understanding employee perceptions in order to close gaps between reality and company goals/philosophy regarding culture and motivation.
Leaders do not naturally improve with age and experience alone. Less than 1% of corporate learning budgets are spent on developing executives, despite research showing leadership development is a top priority. While leaders need skills in many areas, surveys show their key challenges relate to strategic skills like setting strategy, communicating it, and ensuring alignment. Coaching can help leaders improve strategic skills through reflection, feedback, and deliberate practice of new ideas, helping businesses to improve.
Leaders do not naturally improve with age and experience alone. Less than 1% of corporate learning budgets are spent on developing executives, despite research showing leadership development is a top priority. While leaders need skills in many areas, their main challenges revolve around strategic thinking - setting strategy, communicating it, and ensuring alignment. Coaching can help leaders improve strategic skills through reflection, feedback, and deliberate practice of new ideas. Highly successful leaders like Jobs, Schmidt, and Welch all benefited from having advisers and coaches.
Talent Q provides online psychometric assessments, training, and assessment consulting to help organizations address talent management challenges throughout the employee lifecycle.
The American Society for Human Resources Management (SHRM) has identified employee engagement – inspiring and motivating people to excel at work – as the biggest challenge faced by its individual and company members. The traditional response of most organization leaders has been to throw money at the problem. In this executive brief, the author draws from his own wealth of leadership experience, and from the findings of numerous specialists in the field of leadership development and employee engagement, to offer a more compelling and effective alternative.
Leadership Development Growing Talent Strategically .docxDIPESH30
This document discusses best practices for leadership development programs. It emphasizes linking development objectives to organizational strategy and assessing leadership competencies and gaps. When selecting participants, it recommends considering foundational, growth, and career dimensions. For program design, it stresses using assessments to create individual development plans and facilitating learning through challenging experiences and reflection. Emerging trends include incorporating mindfulness training to enhance learning and reduce stress.
Leadership Development Growing Talent Strategically .docxsmile790243
Leadership Development:
Growing Talent Strategically
Beverly A. Dugan
Human Resources Research Organization (HumRRO)
Patrick Gavan O’Shea
Human Resources Research Organization (HumRRO)
Copyright February 2014
Society for Human Resource Management and Society for Industrial and Organizational Psychology
SHRM-SIOP Science of HR White Paper Series
Beverly A. Dugan
Human Resources Research Organization
[email protected]
Beverly Dugan, Ph.D., has more than 25 years of experience in leadership,
management, and organizational research and consulting. She recently retired from
the Human Resources Research Organization (HumRRO), where she was a vice
president and division director. In this position, she managed talent management
projects and was also responsible for developing and maintaining the corporate
capability to perform leading-edge talent management research and development
services for federal agencies, associations and the private sector. She is currently an
independent consultant and leadership coach. She received her Ph.D. in experimental
psychology from the University of Tennessee at Knoxville and is a member of the
Society for Industrial and Organizational Psychology (SIOP), the Society of Consulting
Psychology (SCP), the American Psychological Association and the International Coach
Federation.
Patrick Gavan O’Shea
Human Resources Research Organization
[email protected]
Gavan O’Shea is the Director of Federal Talent Management at HumRRO. Gavan’s
specific areas of expertise include leadership assessment and development, 360-degree
feedback, job analysis and competency modeling, and employee selection and
promotion. He is an Adjunct Professor within Villanova University’s Department of
Human Resource Development, and his work has appeared in outlets including
Leadership, Military Psychology, Group Dynamics, the Journal of Business and
Psychology, the Journal of Management and the Encyclopedia of Leadership. Gavan
received his Ph.D. in industrial-organizational psychology from Virginia Tech.
1
The Importance of Leadership
The world is changing in countless ways, and the effects are rippling throughout
our society and our organizations. While
constant, dramatic change has become the
status quo, 10,000 Baby Boomers will turn
65 each day between now and 2030 (Cohn &
Taylor, 2010). The challenges presented by
ongoing change and the loss of wisdom and
experience associated with the aging of the
workforce drive the need for strong leaders.
Recognizing this need, organizations spend
a lot of money on leader development. A
study conducted by Bersin Associates (2009) found that companies spent an average of
nearly $500,000 on leader development in 2008, with small companies spending about
$170,000 and large companies spending about $1.3 million. By fostering strategic
A joint Bersin-Center for Creative
Leadership (CC ...
Three key points:
1) Many US corporations face a potential leadership crisis as baby boomers retire without adequate replacements due to a lack of leadership development programs.
2) Two factors distinguish top Asian leadership organizations: attention to individual and corporate leadership needs, and accelerating key talent through custom training.
3) Highly effective leaders are made, not born - leadership behaviors can be identified, developed and taught to produce strong business leaders. Formal leadership development programs are needed to address the looming leadership gap.
This document is a project report on employee engagement at HDFC Bank in Lucknow, India. It was submitted by Sahar Shafi to fulfill the requirements for an MBA degree. The report includes an introduction on the importance of employee engagement and definitions. It also discusses the need for employee engagement and how to make employees engaged, such as through growth opportunities, support and recognition, and participation in decision making. The report contains typical sections like objectives, methodology, findings, recommendations, and conclusions.
Applying HR Analytics To Talent ManagementDereck Downing
This document summarizes an article about applying HR analytics to talent management. It discusses three key areas for applying metrics and analytics in talent management: 1) data about individuals, including measures of capability, performance, and developing personal capability profiles; 2) the effectiveness and efficiency of talent processes, including choosing metrics related to business KPIs; and 3) the supporting organizational culture and environment. It also discusses different definitions of "talent" that organizations use, ranging from only high potentials to all employees. The goal of metrics in talent management is to understand human capital, assess performance and potential, and track the impact of talent processes.
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...Sage HR
This document discusses the emerging focus on talent systems in HR and provides 10 predictions for 2014. It notes that in 2014, companies will face challenges in skills shortages, leadership gaps, and workforce retention. To address these challenges, the document advocates moving beyond standalone HR programs to an integrated "corporate talent system" where all talent management elements work together. The 10 predictions for 2014 focus on trends like global skills needs, integrated capability development, performance management redesign, and the growth of HR technology.
Right Quarterly 2nd edition 2014: Succession PlanningChris Jones
This document provides an overview of ManpowerGroup, a global staffing firm. Some key details include:
- ManpowerGroup has nearly 3,100 offices in 80 countries and places over 30,000 employees in permanent roles annually.
- In 2013, it interviewed 12 million people, connected 3.4 million to work, and had over 600,000 associates on assignment daily.
- It generates over 85% of its $20.3 billion in annual revenue from outside the United States.
- ManpowerGroup aims to be a global leader in recruitment, outsourcing, workforce solutions, and talent development.
The document discusses the need for integrated talent strategy functions in organizations. It argues that talent management has evolved into a decision science guiding how organizations define, attract, develop, and retain talent. An effective talent strategy can help organizations answer key questions about talent risk, succession planning, capability requirements, and developing a long-term talent pipeline. By linking talent development to business strategy and assessing both current and future potential of executives, a talent strategy function can help close capability gaps and ensure an organization has the right talent to execute its strategy.
Similar to ACCT 101ASSIGNMENT 4Last due date for submission 13 December.docx (20)
Your NamePractical ConnectionYour NameNOTE To insert a .docxnettletondevon
Your Name
Practical Connection
Your Name
NOTE: To insert a different Cover Page select the Insert tab from the Ribbon, then the cover page you want. Insert Your Name. Enter Your Industry and Phase below. You can use this template if you wish. Please erase this note before you submit.
Table of Contents
Phase 1: Educational and Employment History 2
Educational History and Goals (Include Certifications) 2
Employment History and Goals (Do NOT mention the name of the company you are writing about). 2
Phase 2: Telecommunications and Network Security Protocols implemented by your company (Fully describe 3 of the following components. Do NOT mention your company’s name, only the Industry) 2
Hosts and Nodes 2
IPv4 versus IPv6 2
Firewall 2
Virtual Private Network (VPN) 3
Proxy Servers 3
Network Address Translation (NAT) 3
Routers, Switches, and Bridges 3
The Domain Name System (DNS) 3
Intrusion Detection Systems and Intrusion Prevention Systems (IDS/IPS) 3
Network Access Control 3
Phase 3: As a Security Consultant and based on what you have learned in this course, how would you improve your company’s Telecommunications and Network Security Protocols? 3
Improvement 1 3
Improvement 2 3
Improvement 3 3
Bibliography 4
NOTE: To include a Word generated TOC select the References tab from the Ribbon, then Table of Contents. Select the format you wish. Remember, to use the built-in TOC you must use the MS Word “Styles” format from the Ribbon, specifically “Heading 1” for each phase heading, “Heading 2” for the phase sub-headings and “Normal” for the body.
Remember to update the TOC after adding any data to the body of the paper. To update the TOC simply click anywhere in the TOC, select Update Table, then select Update entire table and OK.
Please erase this note before you submit.Phase 1: Educational and Employment HistoryEducational History and Goals (Include Certifications)
Type Your Data Here.
NOTE: For each Phase you must have at least 2 references. Please use the References feature of Microsoft Word to manage your references.
To add a reference to the database do the following:
Select References from the Ribbon
Select Style, then APA
Select Insert Citation
Select Add New Source
Select Type of Source
Fill in the required information, select OK
To insert a reference from the database do the following:
Place the cursor just before the period at the end of the sentence. Then select Insert Citation and select the correct reference from the list (Sewart, 2014).
Please erase this note before you submit.Employment History and Goals (Do NOT mention the name of the company you are writing about).
Type Your Data Here. Type Your Data Here. Type Your Data Here. Type Your Data Here. Type Your Data Here.Phase 2: Telecommunications and Network Security Protocols implemented by your company (Fully describe 3 of the following components. Do NOT mention your company’s name, only the Industry)Hosts and Nodes
Type Your Data Here. Type Your Data Here. Type Your Da.
Your namePresenter’s name(s) DateTITILE Motivatio.docxnettletondevon
Your name:
Presenter’s name(s):
Date:
TITILE:
Motivation(s)/Statement of problem(s):
Objective(s):
Approach(s):
a. Materials:
b. Methods:
Findings:
Conclusions
LETTERS
nature materials | VOL 3 | APRIL 2004 | www.nature.com/naturematerials 249
T issue engineering aims to replace, repair or regeneratetissue/organ function, by delivering signalling molecules andcells on a three-dimensional (3D) biomaterials scaffold that
supports cell infiltration and tissue organization1,2. To control cell
behaviour and ultimately induce structural and functional tissue
formation on surfaces, planar substrates have been patterned with
adhesion signals that mimic the spatial cues to guide cell attachment
and function3–5. The objective of this study is to create biochemical
channels in 3D hydrogel matrices for guided axonal growth. An agarose
hydrogel modified with a cysteine compound containing a sulphydryl
protecting group provides a photolabile substrate that can be
patterned with biochemical cues. In this transparent hydrogel we
immobilized the adhesive fibronectin peptide fragment, glycine–
arginine–glycine–aspartic acid–serine (GRGDS),in selected volumes of
the matrix using a focused laser.We verified in vitro the guidance effects
of GRGDS oligopeptide-modified channels on the 3D cell migration
and neurite outgrowth. This method for immobilizing biomolecules in
3D matrices can generally be applied to any optically clear hydrogel,
offering a solution to construct scaffolds with programmed spatial
features for tissue engineering applications.
Hydrogels have been widely studied as tissue scaffolds because they
are biocompatible and non-adhesive to cells, allowing cell adhesion
to be programmed in6–8. Current microfabrication methods for
3D hydrogel matrices with controlled intrinsic structure mainly
include photolithographic patterning9–11, microfluidic patterning12,
electrochemical deposition13 and 3D printing14. Notably, although these
layering techniques can conveniently shape the hydrogel on X–Y planes,
they have limited control over both the coherence of the layers along the
z direction and the local chemistry. Combining photolabile hydrogel
matrices with focused light provides the possibility of eliminating the
layering process and directly modifying the local physical or chemical
properties in 3D. This results in a promising (and perhaps facile) way to
fabricate novel tissue constructs15,16, as is described herein to control cell
behaviour by controlling the local chemical properties of gels.
Reconstituting adhesive biomolecules into biomaterials is of great
importance to understanding cell–substrate interactions that can be
translated to tissue-regeneration designs. Using 2D lithographic
techniques, adhesive biomolecules can be localized in arbitrary shapes
and sizes17,18. For example, patterning narrow strips of the extracellular
matrix (ECM) adhesion protein, laminin, on non-cell-adhesive 2D
substrates elicited.
Your nameProfessor NameCourseDatePaper Outline.docxnettletondevon
Your name
Professor Name
Course
Date
Paper Outline
Thesis: Thesis statement here
I. Rough draft of introduction to essay/paper
II. First Major Point
A. Secondary point
B. Secondary point
C. Transition sentence into next paragraph
III. Second Major Point
A. Secondary point
B. Secondary point
C. Transition sentence into next paragraph
IV. Third Major Point
A. Secondary point
B. Secondary point
C. Transition sentence into next paragraph
(If there are more points, add them as items V, VI, etc. appropriately)
1
V. Rough draft of conclusion of essay/paper
A. Summary of discussion
B. Final observations
Works Cited
Livingston, James C. Anatomy of the Sacred: An Introduction to Religion. 6th ed. Upper Saddle River, N.J.: Pearson/Prentice Hall, 2009.
Rodrigues, Hillary, and John S. Harding. Introduction to the Study of Religion. Routledge, 2009.
.
Your name _________________________________ Date of submission _.docxnettletondevon
Your name: _________________________________ Date of submission: ______________________
ENG201 Milestone 4: #MyWordsChangeLives Project Outline
#MyWordsChangeLives Project Outline
#wordschangelives
Instructions: Save this document on your own computer. Type into each box and expand it as needed for the length of your response. Answer thoroughly!
PART 1: PERSONAL REFLECTION
TOPIC: What is one problem, issue, or need in the world, or in your own community, that you care a lot about?
PERSONAL CONNECTION: Why is this particular issue important to you? Is there something in your life experience or academic studies that relates?
ROOT CAUSE HYPOTHESIS: What do you think are some of the root causes of this issue? Explain.
AUDIENCE HYPOTHESIS: Based on the causes you have identified, who would be a good audience for you to try to make a change on this issue? Why?
RESEARCH QUESTIONS: The next step is research, What are 3 questions related to your issue that you want to answer during your research? Think of information that might help you better understand the issue in order to address or solve it.
PART 2: RESEARCH SUMMARY
SOURCE #1: Include APA-formatted citation here, including link if applicable:
How can you tell that this is a reliable source?
In this column, make a list of the most important facts or statistics you learned from this source:
In this column, explain in your own words why the facts you included to the left are important:
What was the most important thing you learned from this source? Why?
SOURCE #2: Include APA-formatted citation here, including link if applicable:
How can you tell that this is a reliable source?
In this column, make a list of the most important facts or statistics you learned from this source:
In this column, explain in your own words why the facts you included to the left are important:
What was the most important thing you learned from this source? Why?
SOURCE #3: Include APA-formatted citation here, including link if applicable:
How can you tell that this is a reliable source?
In this column, make a list of the most important facts or statistics you learned from this source:
In this column, explain in your own words why the facts you included to the left are important:
What was the most important thing you learned from this source? Why?
PART 3: PROJECT PLANNING OUTLINE
CREATE YOUR OWN TEXT-BASED CAMPAIGN!
Start outlining the components of your final project here.
You will explain each choice in greater detail and polished prose for your final project.
Headline: What is the “headline” of your campaign? What phrase or hashtag will you use? Why those words?
Message: What is the subtext of the campaign? In other words, what messages are you communicating by the headline?
Audience: With whom is your campaign de.
Your NameECD 310 Exceptional Learning and InclusionInstruct.docxnettletondevon
Your Name
ECD 310: Exceptional Learning and Inclusion
Instructor
Date
Inclusive and Differentiated Learning and Assessments
Hint 1: This template is intended to guide you; however, you’re encouraged to add or delete from this format as long as your final product aligns with the assignment requirements found under Week 3>Assignment.
Hint 2: Delete these highlighted “hints” before final submission.
Hint 3: Delete the prompt text included on each slide and replace it with your own content.
Only use this template if you are enrolled in the Bachelor of Arts in Early Childhood Education
Introduction
On this slide, provide a brief introduction to the topic of standardized assessment.
Hint: For help creating and editing slides in PowerPoint, see this guide on Creating PowerPoint Presentations.
Including All Students
On this slide, describe how you will ensure that all students are included in assessments and how you will make decisions about how children participate in assessments.
Accessibility for All
Summarize how you will make sure that the assessments are designed for accessibility by all.
Ensuring Fairness and Validity
Explain how you will make sure the assessment results are fair and valid.
Reporting the Results
Describe the importance of reporting the results of the assessment for all students.
Evaluating the Process
Examine how you will continually evaluate the assessment process to improve it and ensure student success.
Hint: Use scholarly sources in your presentation to support your ideas. Remember to include in-text citations.
Rationale
Explain your rationale, based on the age of children you plan to work with, the reasons why you would use standardized assessments.
Some reasons might be programmatic planning, differentiating instruction, identifying individual needs, and ensuring alignment with standards.
Hint: Make sure to support your reasoning with at least one scholarly source.
Collaboration
Discuss how, as an early childhood educator, you will collaborate with your colleagues to differentiate the assessment tools you will use to support the children you work with.
Conclusion
Include a brief conclusion to bring closure to your presentation.
.
Your Name University of the Cumberlands ISOL634-25 P.docxnettletondevon
The document discusses defensible space and crime prevention through environmental design (CPTED). It defines defensible space as using barriers and surveillance to control an environment and divide it into zones. CPTED is defined as a multidisciplinary approach to reducing crime through the design of environments in a way that improves safety and allows for better physical and operational controls.
Your Name Professor Name Subject Name 06 Apr.docxnettletondevon
Your Name:
Professor Name:
Subject Name:
06 April 2019
Active exhibition
For most people, a hospital is a place that we don't want to go, but we may have to go if
we get ill. Pain and death brought by diseases terrify us, which make us avoid thinking
of a hospital, not to mention visiting a hospital if not necessary. As for me, a hospital is a
special place. My father is a doctor who helps thousands of patients get well. I spent my
childhood watching him cure patients and bring happiness back to their life. A hospital
represents hope and wellness to patients and their loved ones, and we cannot simply
correlate it with the negative image brought by diseases, form an idea for illness and
even hospital fear. I want to propose a series of exhibitions to awaken people's outdated
and even prejudiced views, just like “A Hacker Manifesto” taught us. We need to bring
this spirit to break the perception in the traditional sense. This exhibition, I hope to let
patients or visitors think more deeply about what disease or disability has brought us.
Inspired by ‘A Hacker Manifesto’, I want to subvert mundane ideas and provide a
completely new experience to hospital visitors through this exhibition. Many relate their
past bad experiences and sad stories with hospitals. Thus, they hold a negative and
prejudice attitude toward the hospital and refuse to change. In this exhibition, I will
present the ‘hope’ and ‘wellness’ side of the hospital. Instead of breaking us down, a
hospital is protecting us from losing health or even life. Also, I want to exhibit the
optimism and fortitude the patients have when they fight against diseases. The shining
qualities they maintain to win the battle of life are so inspiring. We can understand the
meaning of life better from the hospital exhibition.
To organize an impressive exhibition, I choose a comprehensive hospital with a large
amount of patients. In this way, more people will be attracted to the exhibition in the
hospital than in smaller hospitals. They can enjoy the exhibition works when they wait in
line. There are many kinds of patients in general hospitals. I hope to bring some new
concept or idea to the patient.
After comparing several local hospitals in San Francisco, I decided to choose the
hospital in Kaiser Permanente. Kaiser's hospitals are widely distributed, and almost all
of California's medical systems are involved. Exhibitions can have more widely flowed,
and the community around Kaiser is rich. There are companies as well as residential
areas and even schools. The success of the exhibition can benefit the surrounding
communities more broadly.
Kaiser Permanente Campus in San Francisco
For a specific location, I chose the Kaiser Permanente San Francisco Medical Center
and Medical Offices (2425 Geary Blvd, San Francisco, CA 94115). In the lobby of the
entrance, you can see a very wide area, on the righ.
Your muscular system examassignment is to describe location (su.docxnettletondevon
Your muscular system exam/assignment
is to describe location (superior & inferior attachments, action and innervations of the following muscles: please make sure to describe that mentioned above on each muscles.
Deltoid
Triceps brachii
Biceps brachii
Coracobrachialis
Brachialis
Brachioradialis
Sternocleidomastoid
Trapezius
Latissimus Dorsi
Supraspinatus
Infraspinatus
Subscapularis
Sartorius
Iliotibial tract/band
Tensor Fascia Lata
Describe glenohumeral joint (anatomy, ligaments, and movements at this articulation).
.
Your midterm will be a virtual, individual assignment. You can choos.docxnettletondevon
Your midterm will be a virtual, individual assignment. You can choose one of the following to complete:
-Website (sites.google.com or wordpress.com)
-Blog (blogger.com or tumblr)
-Vlog
You have to find a way to tie in
ALL
of the following topics in your multimedia midterm project:
-Cellular Reproduction
-Meiosis
-DNA structure/Function
-Bacteria and Archaea
-Protists
You'll either have to explain your information at an elementary, lay (someone not familiar with science), or the scientific level.
Your midterm project will be due on February 26, 2020 at 11:59 pm.
In your project you aren’t giving definitions, you’re explaining in a unique way how all the topics tie in together. If you choose elementary you need to be creative and engaging as they have a short attention span and have little to no knowledge of science. For the lay audience you’ll need to relate it to the real world or real world events. Think of this audience as explaining these subjects to your mother or grandmother. For the scientific audience, you must use scientific language and present your information in a matter of fact way. This requires an innovative mindset.
.
Your local art museum has asked you to design a gallery dedicated to.docxnettletondevon
Your local art museum has asked you to design a gallery dedicated to works of art from one of the following movements:
Modernism
You may use Word or PowerPoint to design your gallery.
You will design your gallery as if you were guiding a visitor to each work of art.
In your gallery, include the following:
A brief introduction to your gallery, which includes a description of the movement and the time period to which your gallery is dedicated.
Six images of works of art that incorporate the characteristics significant to movement and time period. Along with each image of a work of art, include the citation for the work of art. A summary of how the media (materials), methods, and subject are significant to that time period and region, using appropriate art terminology.
A summary of how iconographic, historical, political, philosophical, religious, and social factors of the movement are reflected in the work of art.
Make use of at least three scholarly sources
Cite your sources
.
Your letter should include Introduction – Include your name, i.docxnettletondevon
Your letter should include:
Introduction – Include your name, if you are a full-time or part-time student, your program name and your semester of study.
Body of letter – Why do you think you qualify for an award? Include your volunteer work within the community.
Conclusion – Show your appreciation for being considered and include how receiving an award will assist with your education.
.
Your legal analysis should be approximately 500 wordsDetermine.docxnettletondevon
Your legal analysis should be approximately 500 words
Determine whether Mr. Johnson discriminated against Ms. Djarra based on religion.
Discuss whether Mr. Johnson offered reasonable accommodations to Ms. Djarra.
Identify the amount and type of damages to be awarded, if any.
The Religious Discrimination – Reasonable Accommodations analysis
Tip for what I need for the analysis section: An analysis section draws meaning from the events that occurred. Go in depth about the implications of their viewpoints or actions.
.
Your Last Name 1Your Name Teacher Name English cl.docxnettletondevon
Your Last Name 1
Your Name
Teacher Name
English class number
Due Date
Title
Start typing here. Delete the notes below after you read through them.
Indent each paragraph and use double spacing and the following formatting:
1 inch margins
Times New Roman
12 point font type
DO NOT use any of the following:
NO border,
NO word art,
NO drawings,
NO ALL CAPS,
NO exclamation points!,
Your Last Name 2
NO underlining,
NO bold,
NO italics (except for references to literature)
NO different font types, sizes or colors.
.
Your job is to delegate job tasks to each healthcare practitioner (U.docxnettletondevon
Delegate tasks to healthcare practitioners during the day shift by filling out a staffing table or describing each person's tasks. Use a primary, team, or modular nursing staffing model to help make delegation decisions. Follow APA style guidelines by typing responses into a Microsoft Word document and uploading the completed staffing table or document.
Your job is to look at the routing tables and DRAW (on a piece of pa.docxnettletondevon
Your job is to look at the routing tables and DRAW (on a piece of paper) the topology based on the information in the routing tables. All of the LANS have the first address (.1). Your deliverable is to draw the topology, with the router names, with the interface names and addresses based on the information given. Please take a picture of your drawing and attach it to the dropbox.
I already did this assignment. i am attaching my work also, i am so confused about these ports. i am attaching, my professors note as well. PLEASE READ IT CAREFULLY. and fix it
you did not list the serial ports correctly. The serial ports are what connect the routers together. 2 connecting serial ports will have addresses on the SAME network. The serial port does not stick out of the router like the LANs, the serial ports connect the routers to each other.
.
Your job is to design a user interface that displays the lotto.docxnettletondevon
Your job is to design a user interface that displays the lotto balls that are drawn when drawing up to balls from 5 total of 30 balls.
Use 5 image elements to display the ball images from this zipfile:
lottoballs.zip
(I WILL ATTACH THE FILE)
Use a button to perform the drawing.
Use a Lotto class object in the script lotto-class.js to simulate drawing the balls.
Use a CSS file to set the fonts, colors, and sizes of the elements on your page.
Include a link back to your index page. ** ONLY SHOW FIVE BALLS IN HTML
The Lotto class object draws the balls with replacement and sorts them in numeric order before outputting them.
Allow the user to choose how many balls from which to draw and how many balls to draw. This provides a variety of Lotto games to play.
.
Your Introduction of the StudyYour Purpose of the stud.docxnettletondevon
Your
Introduction
of the Study
Your
Purpose
of the study
Your
Methodology
Add your ethical considerations for the survey to your Methodology
Add your measurement strategy to your Methodology
Include a copy of the questionnaire or survey in the Methodology
Provide your
Data Analysis
with survey results
Data results should be provided in graphic form, making them user-friendly information
Provide your
Conclusion
regarding the study. Be sure to tell how well you answered your research question, the status of your hypothesis (true/false), and the value of your survey results for your topic moving forward
USE the attached paper to complete final.
.
Your instructor will assign peer reviewers. You will review a fell.docxnettletondevon
Your instructor will assign peer reviewers. You will review a fellow student's Week 1 materials and provide substantive and constructive feedback to them on the direction for their final paper (250 word minimum). Is something useful missing from the outline? Do you know additional sources (or places to find good sources) the person might want to include? Do you understand clearly his or her topic and thesis?
Fellow Student week I material:
Title of Paper: Long Term Effects of Child Abuse and Neglect.
Introduction:
The voice that is hardly heard. Child abuse and neglect have become predators within human history. As time has passed the outstanding cases that have come about over the many years have raised many eyebrows and society has become appreciative to the revilement of these evil acts within all communities. Child abuse and neglect can take place in a home as well as outside a home places many couldn’t even imagine such as within our school system as well as playgrounds. Even though many times these evil acts take place within a home it can be done by family, friends and acquaintances of the child. Child abuse and neglect can be performed in various ways such as neglect, physical abuse, sexual abuse, psychological abuse and emotional abuse.
Direct Statement and Research Question:
The voice that is hardly heard. Can child abuse and child neglect affect an individual?
Proposal:
The paper that I am presenting to you today will explore the aspects of child abuse, child neglect, effects of the abuse, signs of abuse, signs of neglect, symptoms, risk factors, treatment and prevention. Individuals have their own presumptions of their definition of child abuse as well as child neglect. Some of those presumptions that I have heard were the failure to provide enough love to a child, the failure to provide enough necessities to a child. Child neglect and abuse goes deeper than this the emotional neglect, physical neglect and medical neglect. Where a child sustained physical injuries due to the act of hitting, shaking, burning and kicking describes physical abuse. Sexual activity that the child cannot consent of or comprehend refers to sexual abuse. These acts involve anal and genital intercourse, oral contact, and fondling. Emotional as well as psychological abuse involves those words of putting children down, vulgar language, screaming and yelling can all involve emotional as well as psychological abuse towards a child.
Methodology and Data:
I plan on delivering my methodology through statistics such as research journals and individuals in society that also work with children who have been abused as well as neglected such as interviewing social workers, teachers, health professionals and individuals within society. Understanding that many abused children do not come forward because of that fear that has been placed in them. The fear of becoming the blame, the fear of being rejected or refused, the fear of the blame and the fear of being ashamed so.
Your initial reading is a close examination of the work youve c.docxnettletondevon
Your initial reading is a close examination of the work you've chosen before you read about it. In order to describe what you see, you might consider:
What do you notice first? Why? What do the colors convey? How? How is the space occupied? Is there a foreground and a background (2D) or is the piece sculptural (3D) with mass and volume? Is there an implied shape, such as a triangle, square, or circle, that brings balance to the composition? Are there diagonal lines that make it dynamic?
Next, read the materials provided about the work of art. You are welcome to do additional research on the internet as long as you use reputable websites, such as those from museums and art publications. Go back to your piece and take an even closer look. Think about what you've read and what you see. How does its meaning deepen from additional information the work of art?
Then, consider how the formal elements play into the artist's intention or audience's interpretation of the work. Making connections and observations about form and content are the key to writing a strong analysis. Remember to cite as appropriate.
Include several of areas from the first and second points to bring you to the third point.
1. Initial Reading (what do you see and understand when you first look at the work?)
Medium (materials)
Formal Elements
Subject
2. Contextual Research
Content
History
Emphasis
Effect
Symbolism
Relevance
Political Parallels
Social Implications
Audience?
Influences?
Captions/Title/Text
Ethical/Logical/Emotional Appeal?
3. Meaning
Bring it together. What does the work of art mean? Develop a persuasive, cohesive analysis that includes what you see through form and context.
.
Your initial posting must be no less than 200 words each and is due .docxnettletondevon
Your initial posting must be no less than 200 words each and is due
no later than Wednesday 11:59 PM EST/EDT.
The day you post this will count as one of your required four unique postings.
Identify the standard that courts use to qualify someone as an expert witness. Then discuss the standards used to allow that individual's testimony in court. Here, you will want to refer to the Federal Rules of Evidence as well as the Daubert Standard and several other important landmark cases. Include in your response the Saint Leo core value of integrity.
Saint Leo Core Value of Integrity:
The commitment of Saint Leo University to excellence demands that its members live its mission and deliver on its promise. The faculty, staff, and students pledge to be honest, just, and consistent in word and deed.
.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
ACCT 101ASSIGNMENT 4Last due date for submission 13 December.docx
1. ACCT 101
ASSIGNMENT 4
Last due date for submission 13 December 2017
The assignment worth 10 marks which is about 3.75 of the total
marks
Student name:
Instructions:
· The answer must be in English.
· Students must include your details (Name, Student ID, CRN,
Date of submission)
· Please READ the instructions carefully and FOLLOW them.
Answer the ALL questions.
· Do NOT write the questions in the answer papers JUST write
the question number.
· Do NOT put images, you must TYPE answers in the MS
document.
· Font should be Times New Roman with 14 points.
· It is an INDIVIDUAL task, NOT a group task.
· You should submit the assignment via the Blackboard.
· Students who submit assignments after deadline, will
get ZERO.
· If you engaged in plagiarism, you will get ZERO marks in the
assignment or course.
The assignment worth 10 marks which is about 3.75 of the total
marks.
Q1. Khaled Co is in Export business operating from Jeddah for
the last 10 years successfully. From the following summary of
Cash Account of Khaled, prepare Cash Flow Statement for the
year ended 31st March 2017 in accordance with using the direct
method. The company does not have any cash equivalents. (4
Points)
Summary (Cash Account) 31-3-2017
Particulars
2. Amount
Particulars
Amount
Bal 1.4.2016
50
Payments to Suppliers
2000
Equity Shares
300
Purchase of Fixed Asset
200
Receipt from Customers
2800
Overhead Expenses
200
Sale of Fixed Assets
100
Wages & Salaries
100
Taxation
250
Dividends
50
Repayment of long term Loans
300
Balance c/d
150
4. Q2. Explain the concept of Equity Share Capital and its Types?
(3 Points)
ANSWER.
Q3. A manufacturing corporation listed in capital market was
trying to create demand on its share to keep share prices at
desired level and to prevent share prices from going down, the
corporate decided to purchase treasury stock from open market.(
3 marks)
So, you are required to explain what is meant by treasury stock
and journalize the following transactions:
Q3. define Treasury stock and journalize the following
transactions:
1- On May 8, Whitt, Inc. purchased 2,000 of its own shares of
stock in the open market for $8,000
2- On June 30, Whitt sold 100 shares of its treasury stock for $4
per share.
3- On July 19, Whitt, Inc. sold an additional 500 shares of its
treasury stock for $8 per share.
4- On August 27, Whitt sold an additional 400 shares of its
treasury stock for $1.50 per share.
Answer:
3
5. ^ JL
Curtain with a BluePrint for
Leadership Potential
^n Integrated Framework
for Identifying
High-Potential Talent J
By Allan
V
What is the true definition of "high potentiai"? How do we
identify high-potential talent? Can
leadership potential be developed in someone, or is it something
that is inherent and pre-
determined in an individual? Ask anyone working in talent
management or human resources
and they will tell you that these questions reflect some of the
most intense and ongoing
debates in organizations today. Nonetheless, identifying
potential is key aspect of an effective
talent management system (Siizer & Dowel!, 2010).
There are several reasons driving thisheightened attention to
differentiat-ing potential in organizations.
Changing workforce demographics, the
impact of globalization and technology, and
increased scrutiny from investors and boards
of directors have increased the spotlight on
6. the quality of an organization's leadership
talent. In addition, competition for current
and future talent remains a critical factor in
strategic workforce planning efforts (Meister
ôc WiUyerd, 2010). As a result of these trends,
the question of "What is potential?" has
become a hot topic at numerous professional
conferences (e.g.. Human Resource Planning
Society, Society for Industrial-Organizational
Psychology, etc.) and consortium meetings
(e.g.. Conference Board Council of Talent
Management, The Mayfiower Group).
Understanding
Potential
While understanding leadership potential has
been of interest to practitioners and organi-
zational psychologists for years, it has not
received the level of attention in the formal
academic literature that you would expect.
Instead, as many chief talent officers and
senior vice presidents of talent management
will confirm, a profusion of consulting firms
and assessment companies all claim to have
the "silver bullet" for identifying leadership
potential. Interesting, however, their assess-
ment approaches often differ dramatically,
and there seems to be limited conceptual
agreement regarding the definition of poten-
tial among them as well. In addition to this
potential source of confusion, there are also
many senior executives who continue to
assess future potential based on either current
performance or their own personal perspec-
tive and success story (the "like me"
7. phenomena) which may or may not be
grounded in what is needed for the future of
the business.
Despite the lack of clarity regarding leader-
ship potential, it has not dampened the
rising popularity of high-potential assess-
ment and development efforts in major
corporations. In fact, a recent benchmark
study (Church 6c Rotólo, 2013) noted that
70% of 84 "top development" companies
are currently using assessments in a variety
of forms (e.g., 360 feedback, personality
tests, structured interviews, cognitive mea-
sures, simulations, etc.) with some vigor,
with 90% assessing their senior executives
and 75% assessing high-potentials. This
result is comparable to another recent study
in which 65% of 20 major business corpora-
tions reported using assessment tools,
beyond manager ratings and reviews, to
identify high-potential candidates (Siizer &
Church, 2010).
Given the level of effort and resources dedi-
cated to differentiating and building
Changing workforce demographics, the impact of
globalization and technology, and increased scrutiny
from investors and boards of directors have increased
the spotlight on the quality of an organization's
leadership talent.
leadership talent in corporations today, isn't
it time we made progress on helping human
resource and talent management practitio-
8. ners understand the true nature of potential?
The purpose of this paper is to do just that.
We will describe the Leadership Potential
BluePrint (the BluePrint), a new integrated
framework for thinking about, assessing and
developing the most important characteris-
tics and skills of a "high-potential"
individual. The BluePrint is based on multiple
sources including:
(a) a review of theory and research in
applied psychology and organizational
behavior
(b) data and high-potential frameworks
collected from leading consulting firms
(c) recent benchmark studies of high-
potential practices in "top development"
companies
(d) internal models, tools and practices
from highly regarded organizations in tal-
ent management and learning and
development, and
(d) the combined internal and external
experience of the authors in the assess-
ment, staffing and development of
individuals, leaders and executives.
The Leadership Potential BluePrint is ground-
ed in theory, science and practice. Eor a
comprehensive review, see Siizer &c Church,
2009. While most models and assessments of
potential are focused on only one or two spe-
9. cific ideas, the BluePrint is a comprehensive,
integrated and indeed somewhat prescriptive
approach to understanding leadership poten-
tial. It represents the latest talent management
thinking. Perhaps more importantly, the Blue-
Print is specifically intended to help senior
leaders, managers, human resource profes-
sionals, and chief talent management officers
better understand and make critical decisions >•
VOLUME 36/ISSUE 4 — 2014 5 1
regarding high potential identification and
leadership development.
The BluePrint is already gaining traction in
the business landscape and is currently the
underlying framework for integrated leader-
ship potential assessment and development
efforts at several major corporations with
strong talent management functions such as
PepsiGo, Eli Lilly and Gitibank. It is also
being integrated into various professional
models such as the Gonference Board's recent
report (2013) in conjunction with Right
Management on accelerating the leadership
development of high potentials in Asia, as
well as other consulting firm approaches. The
model has both organizational appeal and a
rigorous conceptual foundation to make a
significant contribution to strategic talent
management efforts.
The Building Blocks of
10. Potential
It would be nice if there was a simple answer
to the question "What is high-potential?",
but there is not. One of the reasons that there
is so much debate about this question is that
"potential" is actually a broad construct.
While it can be helpful to ask the key question
of "Potential for what?", there often is no
clear or specific answer. For example, in edu-
cation "potential" might mean the ability to
learn and be measured by later school
achievements. In the military, key predictors
might be motivation and commitment and be
measured by advancement to officer level or
combat leadership effectiveness. At senior
levels in organizations, executives who are
only a few career moves away from a G-suite
leadership role may not be assessed at all for
their broad potential but more likely for their
degree of "fit" or "stretch" to a specific lead-
ership role such as Ghief Financial Officer or
GM president.
Given the pressures on companies, however,
to deliver sustained business growth, much of
the effort and energy in organizations today
is focused on development against longer
term leadership needs or on identifying "dia-
monds in the rough." For the purpose of this
article, we frame potential at the broadest
level in terms of leadership capability and
organizational roles. High-potential for lead-
ership, or leadership potential, can ultimately
be measured by accelerated advancement and
successful performance in higher level leader-
ship positions. Leadership potential is
11. ultimately confirmed as individuals who later
5 2 PEOPLE & STRATEGY
become successful organizational leaders.
But the challenging part is to distinguish these
individuals earlier in their career based on
those abilities, skills, characteristics and
behaviors that are reliable predictors of later
leadership success.
While some organizations actually use "the
ability to perform in leadership positions two
levels higher in the organization" as their
official definition of potential when classify-
ing talent (Silzer & Ghurch, 2010), this
becomes a problem because it only states the
desired later outcome but not the early pre-
dictors of potential. Typically, it does not
indicate what specific skills, abilities or
behaviors are required to be successful at
have or demonstrate. There are specific
assessment, training and development impli-
cations associated with each building block,
and different approaches an individual can
take to leverage and adapt their skills and
abilities in each area to support their leader-
ship success.
Foundational Dimensions
The foundational dimensions of potential
include two core building blocks: personal-
ity characteristics and cognitive capabilities.
These are the two most fundamental and
stable building blocks of leadership poten-
12. tial and are core variables underlying
individual differences in psychology. They
At senior levels in organizations, executives who are
only a few career moves away from a C-suite
leadership role may not be assessed at all for their
broad potential but more likely for their degree of "fit"
or "stretch" to a specific leadership role
higher levels, or what factors help individuals
to move up the organization more quickly
than others. Similarly many other definitions
of high potential focus only on the expected
later outcomes, but are silent on the skills,
abilities, and behaviors that are needed to be
successful in those later outcomes and on the
current indicators that predict later success
(Silzer & Ghurch, 2009; 2010). It would be
like defining "sports potential" in college stu-
dents as having the ability to successfully play
in Major League Baseball, but saying nothing
about the skills and abilities to scout for now
in college students. This is where the Blue-
Print provides an important and useful
framework for thinking about those early
predictors of later leadership success.
In particular, the Leadership Potential Blue-
Print outlines an overall framework of three
types of dimensions and six building blocks
that provide a framework of the skills and
abilities that make up leadership potential in
total. These building blocks are both additive
(they add to the impact of each other), and
relatively independent from each other (an
individual can be strong in one area and weak
13. in another). They outline key characteristics
and skills that an individual may naturally
can directly impact an individual's potential
for leadership. Foundational dimensions are
relatively stable across situations, experi-
ences and time and are hard to change in an
individual. They are unlikely to develop or
change much over time without an extraor-
dinary intervention and influence from
others. It is possible, however, to help an
individual (a) develop workaround strate-
gies that can mitigate some of an individual's
deficiencies or derailers, and (b) create com-
plementary work teams that can help to
balance out deficiencies and strengths across
different people.
Personality Gharacteristics. Personality char-
acteristics directly impact an individual's
success in dealing with and influencing other
people. The core personality variables that
may be the most relevant to leadership poten-
tial (Silzer& Ghurch, 2009) are:
• Social and interpersonal skills
• Assertiveness, dominance
• Maturity, emotional self-control, resilience
These characteristics benefit individuals in
leadership roles and are consistent with high-
14. potential identification decisions in some
companies. With focused development work
(e.g. extensive assertiveness training or inter-
personal skills coaching) some individuals
have been able to moderate a deficiency in
this area but rarely have been able to turn it
into a strength. Although there are many
approaches for understanding an individual's
personality broadly, the specific characteris-
tics noted here are the ones that are most
directly linked to long-term leadership poten-
tial.
Cognitive Capabilities. There has been gen-
eral agreement that senior leadership
positions and the complex business chal-
lenges faced by senior leaders usually require
a minimal level of cognitive abihties. The core
cognitive capabilities that may be most rele-
vant to leadership potential (Silzer ôc Church,
2009) are:
While solid cognitive abilities are often seen as
an entry requirement to being a successful
organizational leader, there has been increasing
attention given to an individual's ability to handle
complex and ambiguous issues.
• Cognitive abilities, intelligence
• Strategic and conceptual thinking, breadth
of thinking
• Dealing with complexity and ambiguity
While solid cognitive abilities are often seen
15. as an entry requirement to being a successful
organizational leader, there has been increas-
ing attention given to an individual's ability
to handle complex and ambiguous issues. In
addition, over the last decade many compa-
nies have identified strategic thinking as a
core leadership competency for C-suite roles
in all functions. Cognitive capabilities are
very difficult to change, if at all, without an
extensive long-term effort. As a result, many
practitioners would argue that they are
among the best early predictors precisely
because they are so stable. Others believe that
FIGURE 1 : THE LEADERSHIP POTENTIAL BLUEPRINT
Career Dimensions
¡••••••••••••••••••••••••n
••••••••••••••••••••••••••I
lfeadership Potential
Growth Dimensions
Leadership Skills
• Managing people
• Motivating, influencing
& inspiring others
Developing others
Î5 ' • • f BP Technical ,
• Technical a F t t f l l l
17. VOLUME 36/ISSUE 4 — 2014 S3
some individuals are able to overcome mod-
erate deficiencies in this area through hard
work and determination. We agree that these
are very useful early predictors but they
should not stand alone since they influence
and are influenced by the other building
block dimensions.
The most important decision to make when
using foundational dimensions is determin-
ing the personality characteristics and the
threshold of cognitive capabilities that are
needed in senior leadership positions. If "gen-
eral leadership potential" is the goal then the
full set of personality and cognitive variables
that we identified might be needed. Con-
versely, from a talent planning perspective, if
the answer to "potential for what" is a spe-
cific target or destination leadership role then
a more specific personality and cognitive
profile may be required (e.g., for a CFO role
someone with high conscientiousness may be
needed, or for a Chief Marketing Officer role
someone who is inquisitive and creative may
be desirable).
Growth Dimensions
The growth dimensions are intervening vari-
ables to individual learning and can facilitate
or hinder an individual's leadership growth
and development. They consist of two build-
ing blocks: learning skills and motivation
18. skills. They are key indicators of whether a
person will further develop and learn new
skills and behaviors whether those are to be
some will try to keep up and some will fall
behind. These dimensions can help organiza-
tions identify individuals with those different
profiles.
These building blocks are likely to be reason-
ably consistent and stable in an individual,
until there is a significant situational change.
They tend to get expressed or even get stron-
ger when a person has strong interests in an
area, has an opportunity to learn more in an
interest area, has a supportive, encouraging
environment or is put in in an environment
that requires them. They can change and
develop throughout a career or at specific life-
stages.
Learning Skills. Learning skills often distin-
guish those individuals who step up and
succeed at new challenges from others who
do not succeed. The core learning skills most
relevant to leadership potential (Silzer 6c
Church, 2009) are:
• Adaptability
• Learning interest and orientation
• Openness to feedback
Learning skills have been recognized as being
key to an individual's ability to effectively
19. lead in changing issues, situations and busi-
ness markets. They are central to learning and
development efforts in other areas of poten-
tial as well. Other related learning concepts
include "having a growth mindset," demon-
Someone who demonstrates a high level of motivation
skills ... can substantially change his/her career path
and success.
gained from new experiences, coaching and
feedback or formal training. Individuals, par-
ticularly those with moderate to high levels
of self-awareness, can leverage these skills
and abilities to learn new things. They can
have significant impact on whether an indi-
vidual grows and adapts over time or stays
locked into old habits and behaviors. Growth,
motivation and learning often go hand-in-
hand and reflect the individual's willingness
and energy to learn, adapt, take risks, and try
new experiences. As businesses and the world
change, some individuals will lead the change.
strating "learning agility," and "learning from
experience" (Dweck, 2006; Lombardo 8c
Eichinger, 2000; McCall, 1998). It is impor-
tant to recognize that an individual may (or
may not) be able to enhance his or her learn-
ing skills when put into a new situation with
new challenges and given support from oth-
ers. Sometimes this change may be initially
forced from the outside and then later adopt-
ed internally in an individual, such as in
educational and military settings. In either
case people can either be a "late bloomer"
20. and step up to the opportunity or "wither on
the vine" depending on their openness to
learning and changing.
Motivation skills. Motivation skills vary con-
siderably across individuals but often
distinguish successful leaders. Most success-
ful leaders in organizations are highly
motivated and driven to accomplish work
and career goals (for example, "Drive for
Results" has been one of PepsiCo's enduring
leadership competencies used to evaluate
leadership capability for decades). The core
motivation skills most relevant to leadership
potential (Silzer& Church, 2009) are:
• Drive, energy, initiative
• Career ambition, organizational commit-
ment
• Results and achievement orientation, risk
taking
The focus here is on demonstrated behavior
and not just stated views. Stating an ambition
to "lead the company" is an often heard, and
often hollow, pronouncement that is mean-
ingless unless backed up with initiative and
action. However, someone who demonstrates
a high level of motivation skills (e.g. taking
the initiative to lead a new project or task
force over and above their core job responsi-
bilities, or learning an entirely new
functional skill area on their own) can sub-
21. stantially change his/her career path and
success. These skills often open doors to new
challenges and assignments. Career ambition
in particular has emerged as a distinguishing
skill now that individuals are encouraged,
even required, to take control of their own
careers. Changing these skills is very possible
and usually starts internally with the indi-
vidual deciding to focus on them. However
an encouraging manager or an engaging envi-
ronment can often prompt an individual to
take action.
These two building blocks, learning and
motivation, interact with each other. Learn-
ing something new may instill positive energy
and drive for pursing new achievements.
Similarly being motivated toward some larg-
er goal can trigger an interest in learning
about new topics that come up along the way.
But these skills are independent in the sense
that it is not uncommon for people to be
strong in one area and deficient in the other.
In addition, these areas can (and are more
likely than foundational skills to) change
over time and across situations for an indi-
vidual. This is good news for talent
management professionals who want to
54 PEOPLE & STRATEGY
"enhance potential." However, that means
that individuals might also become less moti-
vated and learning oriented in certain
22. situations such as working under a weak
leader or poorly defined and structured devel-
opment assignment. These are areas where
human resources and talent management
professionals can have a significant impact in
identifying people with low learning and
motivation skills and working to find a more
engaging and stimulating work environment
for them.
focus on instilling corporate values,
another firm might emphasize manager
quality through the development of direct
reports.Theunderlyingconstructs between
different company models are often simi-
lar and significantly overlap, but each is
chosen to be relevant to a specific organi-
zational culture.
Leadership Skills. These skills are actually
very common across organizations, but go
From a development perspective, career dimensions
are easier to influence and change in an individual
than any of the other dimensions of potential, though
to state the obvious, accomplishing sustainable
behavioral change is never an easy task.
Career Dimensions
The third set of critical predictors of potential
are the career dimensions. The two key build-
ing blocks here are leadership skills and
functional capabilities. Most talent manage-
ment, learning and organization development
professionals have focused significant efforts
in these areas, particularly in developing lead-
23. ership competencies, programs and models
for organizations. There is general agreement
that these specific skills (such as leadership
and functional skills) are important to being
successful in a designated career path, such as
a C-suite functional leader, or region or busi-
ness unit general manager. These skills are the
most developable of all the predictors of
potential. Usually a focused and extensive
individual feedback, learning and develop-
ment effort is required to enhance skills in
these areas.
In our experience, leadership skills and
functional capabilities do not differ sub-
stantively from company to company at
the broadest level. What does significantly
differ are the words, labels and behaviors
used to define them for a given organiza-
tional culture. Different organizations will
elevate or minimize various leadership
skills and functional capabilities based on
their own strategic business and people
priorities. So while one company might
by different names. Our interest here is in
early career skills, that is, those leadership
predispositions that are indicative of later
effective leadership. What are the early cues
and predictors of leadership? The core lead-
ership skill dimensions that we think are
most relevant to leadership potential (Silzer
& Church, 2009) are:
• Managing people
24. • Motivating, influencing and inspiring others
• Developing others
These areas are central to being an effective
leader. We are focused on the early indicators
in these areas. For example, how well an indi-
vidual manages a small ad hoc task force, or
keeps a team motivated through crises are
likely early indicators of later leadership
effectiveness with larger teams or whole orga-
nizations. This is why it is often helpful to
give individuals team assignments early in
their career to see how well they perform.
These early leadership indicators can also be
used to select college graduates into manage-
ment training programs. The same principle
applies when putting people through devel-
opment assessment centers to gauge their
early leadership behaviors.
Of course organizations have heavily invest-
ed in leadership training and development
programs. In recent years, they have been
more selective in whom they select into the
programs in order to make sure the individu-
als have some clear predisposition to
leadership and the company is making wise
investments. It is those early cues that need to
be more clearly articulated and leveraged.
These leadership skills can be taught and
modified, provided the individual has accept-
able levels of skills on the foundation and
growth dimensions (i.e., an example of the
additive effect of the three dimensions we
25. mentioned earher).
Functional/Technical skills. These capabili-
ties operate in the same way as the leadership
skills. They focus on the early indicators that
an individual has the preliminary skills for a
successful leadership career. The two core
functional/technical skill dimensions most
relevant to leadership potential (Silzer Sc
Church, 2009) are:
• Technical/functional skills in a given area
of expertise
• Business knowledge (both company and
industry specific as well as broader knowl-
edge)
Skills in these areas are often specific to a
particular career, such as a finance leader or
a marketing leader. They vary not only across
functions but may also vary across compa-
nies. This requires answering the question,
"potential for what?" (see Church, Haime &c
Johnson, 2012, for case example in the
Finance function at PepsiCo). Business
knowledge is typically relevant to most lead-
ership skills, but is particularly important for
individuals in general leadership positions
where responsibihties span numerous func-
tions. Again we are looking for early
indicators that an individual will be able to
be effective in a long-term leadership career.
For example, what technical skills and
knowledge should we look for early in the
career of someone who aspires to be a CFO,
26. Are there specific early career knowledge and
skill markers in this area that predict later
leadership success?
From a development perspective, career
dimensions are easier to influence and
change in an individual than any of the
other dimensions of potential, though to
state the obvious, accomplishing sustain-
able behavioral change is never an easy
task. Nonetheless, through learning inter-
ventions, effective performance man-
agement, new assignments, senior leader-
ship modeling, data-driven feedback tools
VOLUME 36/ISSUE 4 — 2014 55
and targeted coaching organizations can
enhance leadership potential through a
variety of development channels. In the
context of development, however, it is
important to recognize that there is typi-
cally an inverse relationship between the
importance of leadership skills and func-
tional/technical skills with respect to
future potential and current level in the
organization. In most organizations, for
example, leadership skills will increase in
criticality for succession planning with
level of seniority while the degree of func-
tional and technical capability required
will likely remain steady or even decrease
past a certain level of proficiency.
27. Contextual Factors
In addition to the above dimensions there are
a number of contextual factors or consider-
ations that can influence an organization's
talent classification process rather than an
individual's inherent leadership potential.
Although these are not part of the BluePrint,
they are important to highlight as they can
play a role in influencing how leaders think
about assessing potential. In fact, many orga-
nizations today make the mistake of confusing
one or more of these factors with the key
dimensions of potential. This can lead to inac-
curate (with respect to potential) and even
potentially inappropriate models of talent
differentiation in their pipelines. These con-
textual factors include past performance,
mobility, background demographics, cultural
fit and readiness for a new role. While all of
these factors may be important to consider in
a talent planning context., none of them
should be included in a formal definition of
potential for conceptual, accuracy, practical
and legal reasons (particularly background
demographics).
Performance history. Past behavior has his-
torically been considered as the best
predictor of future performance in similar
situations. However, we now live in a VUCA
business environment (i.e., volatile, uncer-
tain, complex and ambiguous) that requires
new and different behaviors. The leadership
situations faced are very different today so
past behavior no longer works as well as a
predictor. Unfortunately past performance
28. has often been confused with potential, pri-
marily because performance is so important
to short -term success that it is hard to ignore
it, particularly in companies focused on the
bottom-line. This phenomenon in talent
management efforts has been termed the
In the context of development, however, it is
important to recognize that there is typically an
inverse relationship between the Importance of
leadership skills and functional/technical skills with
respect to future potential and current level in the
organization.
"performance-potential paradox" (Church
& Waclawski, 2010). A better way to think
about performance, is as a gatekeeper mea-
sure over time that allows an individual to
continue to progress. So many other factors
play into a given performance that it is dan-
gerous and misleading to link it to future
leadership potential.
Mobility. An individual's mobility status
often generates significant debate in talent
reviews focused on whether an individual
who is not willing to relocate can be con-
sidered as having potential. We would
argue that while mobility is clearly an
important consideration for planning and
staffing purposes, it is not and should not
be an indicator of leadership potential.
Given that someone's mobility status can
change quickly and potential should be a
relatively stable construct, it makes little
29. sense and potentially hurts your talent
pipeline planning to reduce your high-
potential pool simply because someone
cannot move right now.
Background demographics. There are some
demographic variables such as age, ethnicity,
gender, and nationality that might be consid-
ered in the talent planning process for a range
of reasons such as diversity needs, cultural fit
within a given country, or an aging senior
leadership pool with high levels of antici-
pated exodus due to retirement. But we
believe that these variables are unrelated to
actual leadership potential and should not be
used as indicators of such.
Cultural fit. It has become fashionable in
some organizations to determine how well an
individual fits the specific organizational cul-
ture. While we see the need for an individual
5 6 PEOPLE & STRATEGY
to effectively operate within organizational
values and behavioral norms, we think cul-
tural fit is only relevant to a specific and
well-defined organizational culture, typically
based on the past. It does not account for a
changing cultural environment whether plan-
fully orchestrated or naturally evolving, and
may not tolerate a range of leadership
approaches; either of these effects can lead to
future business failures. It may, however, be a
30. useful factor for short-term considerations,
particularly in the context of the require-
ments for a very senior role, similar to
performance, but not as a longer-term predic-
tor of potential.
Readiness. Finally, an important consider-
ation in the talent planning process is how
ready the individual is currently for various
roles and the expected development prog-
ress and readiness for higher-level leadership
positions in the future. This "planning hori-
zon" as it is often called, however, should
have nothing to do with someone's inherent
leadership potential. Readiness is for succes-
sion and talent planning purposes only.
Some organizations, however, have mistak-
enly included readiness as a potential
indicator.
Considerations for
Assessment ôc
Development
Overall, the Leadership Potential Blue-
Print is an important new integrated
framework for defining leadership poten-
tial. It helps to answer the questions of
"What is a high-potential?" and "Gan
potential be developed?" While the model
is comprehensive, the Foundational,
Growth and Gareer dimensions make intu-
itive sense and are easy to operationalize at
multiple levels of depth.
Table 1 provides some basic questions that
can help an organization begin to implement
31. the Leadership Potential BluePrint in a tal-
ent management and planning context.
Although these questions are no substitute
for formal and valid assessment measures
and tools, they will help leaders, managers,
HR and talent management professionals to
think more carefully and consistently about
what it means to evaluate and identify
potential in their organization, and to be
more specific in the leadership talent that
they are looking for in their leadership suc-
cession and planning process.
In general, the ideal high-potential assess-
ment and development talent management
process would incorporate a fully validated
multi-trait, multi-method approach based on
all of the dimensions outlined in the Leader-
ship Potential BluePrint. We encourage
approaches that take a multi-dimensional
approach to leadership potential, which we
beheve will also improve an organization's
ability to more accurately manage their talent
pipeline. In some contexts, it might be most
strategic to focus on a subset of dimensions
of potential from the model (e.g., personality,
learning, leadership skills). In other situations
where the focus is on broader talent selection
or on identifying "diamonds in the rough," a
more broadly based leadership potential
assessment approach would be most appro-
priate. Let's take two short examples to
targeted at individuals in certain career
stages/levels in the organization. The Pep-
siGo system leverages a multi-trait,
32. multi-method model beginning at lower
levels in the organization with "Gheck-
point-0."Thistwo-houronlinemeasurement
process is targeted at identifying future
leadership potential based on each of the
components of the BluePrint but emphasiz-
ing more of the Foundational and Growth
areas over Gareer dimensions at this level.
This is followed by higher checkpoints (1,
2, 3, etc.) which go successively deeper in
the assessment process moving from core
online psychometric tools to more complex
custom simulations and situational judg-
ment tests, all the way to full day assessment
centers, individualized structured inter-
views, and deep psychological assessments.
TABLE 1 : QUESTIONS TO ASK WHEN USING THE
LEADERSHIP BLUEPRINT
Dimensions
Foundational Dimensions
Key Questions
• What are the few critical personality characteristics that
leaders
need to have to run our business in the future?
' What personality derailers must we avoid in future leaders or
to
help individuals find "work around" strategies to minimize their
impact?
' What level of pure "smarts" and strategic/conceptual thinking ,
33. do we need in our future leadership pooi? "
Grovirth Dimensions
Career Dimensions
' What type of learning orientation, capability for growth, an
interest in experiences do our leadership potential talent have
today and is there a gap in with what they will need in future
roles?
' Does our leadership potential talent have the drive, energy and
commitment needed to move the company beyond where we are
today? Are they ready and willing to make the sacrifices it takes
to get to the top of the company?
i-iave we identified, articulated and embedded in our talent,
performance and development systems the right leadership
behaviors needed for the future?
Do we have the right mix of current and future-oriented
functional
skills and abilities outlined in our performance and development
systems?
describe how the BluePrint can be used as
part of a more systemic talent management
process.
At PepsiGo, the Leadership Potential Blue-
Print serves as the basis for the organization's
entire multi-tier Leadership Assessment &
Development program (LeAD). Developed
and launched in 2010, the program pro-
vides increasingly intensive integrated
assessment and development efforts that
are linked to key leadership transitions and
34. At higher levels the assessment emphasis is
generally placed more on the Growth and
Gareer dimensions of the model (except
perhaps among individuals where the orga-
nization has more limited experience such
as new hires). Overall the LeAD program
based on the BluePrint has brought a new
level of rigor to the potential assessment
and development process and has been very
well received by candidates, managers and
HR leaders alike. There has been consider-
able pull for the program from the field.
VOLUME 36/ISSUE 4 — 2014 57
Similarly, Eli Lilly uses the Leadership
Potential BluePrint as the foundation for
its talent identification process. They have
an assessment process called the "Talent
ID tool." Alan Colquitt, Director of Glob-
al Assessment & Workforce Research at
Eli Lilly, describes the process as combin-
ing formal psychometric assessment with
meetings and discussions to arrive at an
overall judgment about a person's level of
potential. The formal tool takes the form
of a discussion guide for leaders and HR
professionals and the tool is completed in
a meeting with the supervisor and other
leaders who may know the person, along
with the appropriate HR person as the
facilitator. This guide is broken into
sections aligned with the dimensions of the
35. BluePrint. Each section includes formal
assessment evidence relevant to that
dimension in addition to discussion ques-
tions about the person's background,
experience, etc., leading to a formal rating
of each dimension along with an overall
potential rating. This process has recently
been expanded and tailored for assessing
top-level technical potential as well.
In sum, the future of organizations and business
success is based on outstanding and differentiated
leadership.
Conclusion
Being able to identify talent that has true
leadership potential is a critical objective in
most organizations (Church & Waclawski,
2010; Silzer & Church, 2010). It is directly
linked to the future sustainability and sur-
vival of the business whatever the industry or
sector. The BluePrint is an intuitive yet power-
ful framework for defining potential and
outlining the core dimensions that need to be
considered in a holistic manner. By introduc-
ing and using the Leadership Potential
BluePrint as part of an integrated talent man-
agement system, organizations will be
significantly better positioned to achieve their
long-term strategic human capital strategies
by ensuring greater:
• Success in accurately identifying potential in
talent to lead the organization in the future
• Consistency in defining and using the term
36. leadership potential across different busi-
ness sectors, groups and functions in an
organization
• Insight and effectiveness in reviewing and
understanding the relationships among dif-
ferent dimensions of the BluePrint when
assessing leadership potential (e.g., Foun-
dational, Growth, Career)
• Competitive advantage in attracting and
retainingcritical leadership talent through
enhanced identification and segmentation
of high-potential individuals for acceler-
ated development and succession plan-
ning
In sum, the future of organizations and
business success is based on outstanding
and differentiated leadership. It is critically
important then that human resource and
talent management practitioners help their
senior leaders and managers implement the
most effective approach to identifying
future leadership potential and making
strategic talent placement decisions based
on that data. Building talent management
efforts on a rigorous and consistent model
of potential will help avoid confusion, inac-
curacy and poor decision making over time.
We think the Leadership Potential Blue-
Print shows them the way forward. The
BluePrint represents a significant new
approach to any talent management process
at any level of implementation. 1^3
37. References
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(2012). Driving organizational change
through an integrated OD and learning agen-
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Allan H. Church, Ph.D., is vice presi-
dent of Organization Development for
the Global Groups, Functions and Cor-
porate, and Executive Assessment and
Development for PepsiCo, Inc.
Rob Silzer, Ph.D., is managing director
39. of HR Assessment and Development
and a member of the Doctoral Faculty
in Industrial-Organizational Psychol-
ogy at Baruch College, Graduate
Center, City University of New York.
5 8 PEOPLE & STRATEGY
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