The document summarizes discussions from a workforce program performance training in Alaska. Participants introduced themselves and shared their views on the most important function of the Alaska Workforce Investment Board (AWIB) and one thing that could help the AWIB work more effectively. Responses focused on the AWIB taking a more strategic role in advising on policy issues, workforce alignment, and economic priorities. Developing a strategic plan and clarifying the AWIB's advisory role were suggested as ways to increase effectiveness. The training then provided national and state workforce program context.
Large-Scale Sport Events: Influences on Sport Development OutcomesAlana Thomson
Large-scale sport events are perceived to offer a range of potential outcomes for host cities. Sport development is one outcome that is often used to encourage public support and justify government spending on bidding and hosting large-scale sport events. However, studies investigating the relationship between large-scale sport events and sport development outcomes have not provided conclusive evidence to suggest such outcomes occur and there has been limited investigation into why this is so. This research applies interorganisational theory as a framework to better understand the delivery of sport development outcomes from large-scale sport events.
Preliminary findings presented at the SMAANZ 2011 Conference in Melbourne, Australia.
Large-Scale Sport Events: Influences on Sport Development OutcomesAlana Thomson
Large-scale sport events are perceived to offer a range of potential outcomes for host cities. Sport development is one outcome that is often used to encourage public support and justify government spending on bidding and hosting large-scale sport events. However, studies investigating the relationship between large-scale sport events and sport development outcomes have not provided conclusive evidence to suggest such outcomes occur and there has been limited investigation into why this is so. This research applies interorganisational theory as a framework to better understand the delivery of sport development outcomes from large-scale sport events.
Preliminary findings presented at the SMAANZ 2011 Conference in Melbourne, Australia.
Social Media that Works (+ the History of Media from Sumeria through Today in...Kristin Wolff
This deck supported the final session (June 7, 2013) of our Virtual Learning Series with the US Department of Labor, Employment and Training Administration and 13 State Grantee Teams working on Expanding Business Engagement.
Insights and Energy for Leaders in Crisis Time Webinar - Episode 7Greatness Coaching
Episode 7 Title:
Tips for strategic planning to rebound in crisis
1. Vision (« by 202X, we are…, we do…, we have… »)
2. Assessment of environment and its evolution (PESTEL factors)
3. Our core competencies / competitive advantages
4. Our S.W.O.T. analysis against the vision
5. Our main strategic opportunities + our choice (=our Strategy)
6. Prove of fit between strategy and priorities with the Group’s
7. Necessary resources to ensure a smooth and efficient
implementation of the strategy
8. Business Plan
9. Sensitivity analysis & contingency plan for ‘worst case scenario’
How do you determine who the top performers are in your organization—and what kind of value proposition are you offering to make sure they will stay?
These seem like simple questions but most business leaders struggle to answer them. And knowing the answers is critical given the scarcity of skilled talent in the marketplace today.
In short, being able to identify those people who are really creating value in your business—and developing a pay strategy that keeps them producing—has never been more important. It doesn’t go too far to say that the future of your business depends on it.
Addressing these issues is the focus of this presentation.
Organisation Agility: A Right Lane Consulting presentationLauren Spiteri
Agile organisations dramatically outperform inflexible ones. This Right Lane presentation explains how your organisation can increase its strategic freedom, capacity and focus, and knock down structures that a limiting its effectiveness.
For more information on organisation agility and to view our agility white paper visit http://rightlaneconsulting.blogspot.com.au/
Is there such a thing as a chief executive who is “satisfied” with the performance of his or her employees? Or, are there any who feel their company’s performance management system is “working?” And what about pay? Do you know anyone who feels good about the relationship between the incentive payments they are making and how their people are performing?
I’m guessing not.
So why is that? How can so many run successful businesses but not be able to figure out how to effectively manage the performance of their people and reward them in a way that drives more of the results they want?
The answer is because there are no rules. And the reason there are no rules is because every business is different.
So, what do you do?
Well, you will need to watch our on-demand webinar to learn the answer. (Sorry, it’s just how marketing works!) Discover the principles and practices successful companies use to drive, manage and reward superior employee performance.
S E C T I O N 1 Environment of Human Resource Management420.docxanhlodge
S E C T I O N 1 Environment of Human Resource Management420
H R E X P E R I E N T I A L P R O B L E M S O L V I N G
Your insurance company needs to update the sales
incentive program for its sales/marketing represen-
tatives. Due to growth in the volume and diversity
of the products being sold, the existing system of
having one incentive program for all sales market-
ers no longer meets the needs of the company. To
maximize sales in each of the product lines, the
system needs to provide an incentive and reward
system to encourage employees to focus on their
specific product lines while also cross-marketing the
company’s portfolio of other products. To identify
the key facets of a sales commission program, visit
websites including www.8020salesperformance
.com/sales_compensation.html.
1. Would a compensation program that offered
only commission work for your company?
Why or why not?
2. What other incentives would assist the com-
pany in motivating the sales staff?
Many employers offer incentives to employees
working in different jobs. Often, the incentives
are to reward employee performance, both in
the short and the long term. But some company
incentive plans are viewed negatively by employ-
ees, while others are seen as highly positive by
employees at all levels.
One firm that has a well-regarded, broad-based
incentive plan is Sodexo, a large food and facilities
service firm with more than 350,000 employees
in 80 countries. Being such a large firm, Sodexo
has a variety of clients, including many corporate
and governmental entities, hospitals, manufacturing
firms, and universities. Thus, the firm’s client ser-
vices are varied, with many of them being basic ones
such as cleaning offices, maintenance of all types of
facilities, doing landscaping, and managing other
basic and professional activities. In North America,
including the United States, Sodexo has almost
125,000 staff members. More than 40,000 of the
North American staff members work in health care,
including clinics, offices, and hospital sites.
Being such a large firm with employees doing
many different types of jobs, a key part of
Sodexo’s organizational and HR cultures involves
engaging its employees in many ways. One aspect
is having a widely based employee rewards pro-
gram containing recognition and incentives. The
company’s “Spirit of Sodexo” program focuses
on three general-award facets: service, teamwork,
and progress. To operate this program, the com-
pany has required executives, including the top
HR officer, to develop processes for the nomina-
tion of employees who make significant contribu-
tions, locally and regionally, as well as in business
and corporate divisions of the firm.
Some of the recognitions and awards provided
to employees are interesting. Because the biggest
division of workers is in health care locations, a
special incentive program called Sodexo CARES
has been used for several years for employees.
Ministry Ventures Program Brochure - Empowering Ministries to Thrive!Boyd Bailey
Ministry Ventures offers customized solutions to help non-profit ministry leaders and pastors build thriving organizations. For over 14 years Ministry Ventures has been helping organizations build capacity through coaching, training and consulting around five key areas of development, the Five Best Practices. Connect with us at www.MinistryVentures.org to learn more!
Social Media that Works (+ the History of Media from Sumeria through Today in...Kristin Wolff
This deck supported the final session (June 7, 2013) of our Virtual Learning Series with the US Department of Labor, Employment and Training Administration and 13 State Grantee Teams working on Expanding Business Engagement.
Insights and Energy for Leaders in Crisis Time Webinar - Episode 7Greatness Coaching
Episode 7 Title:
Tips for strategic planning to rebound in crisis
1. Vision (« by 202X, we are…, we do…, we have… »)
2. Assessment of environment and its evolution (PESTEL factors)
3. Our core competencies / competitive advantages
4. Our S.W.O.T. analysis against the vision
5. Our main strategic opportunities + our choice (=our Strategy)
6. Prove of fit between strategy and priorities with the Group’s
7. Necessary resources to ensure a smooth and efficient
implementation of the strategy
8. Business Plan
9. Sensitivity analysis & contingency plan for ‘worst case scenario’
How do you determine who the top performers are in your organization—and what kind of value proposition are you offering to make sure they will stay?
These seem like simple questions but most business leaders struggle to answer them. And knowing the answers is critical given the scarcity of skilled talent in the marketplace today.
In short, being able to identify those people who are really creating value in your business—and developing a pay strategy that keeps them producing—has never been more important. It doesn’t go too far to say that the future of your business depends on it.
Addressing these issues is the focus of this presentation.
Organisation Agility: A Right Lane Consulting presentationLauren Spiteri
Agile organisations dramatically outperform inflexible ones. This Right Lane presentation explains how your organisation can increase its strategic freedom, capacity and focus, and knock down structures that a limiting its effectiveness.
For more information on organisation agility and to view our agility white paper visit http://rightlaneconsulting.blogspot.com.au/
Is there such a thing as a chief executive who is “satisfied” with the performance of his or her employees? Or, are there any who feel their company’s performance management system is “working?” And what about pay? Do you know anyone who feels good about the relationship between the incentive payments they are making and how their people are performing?
I’m guessing not.
So why is that? How can so many run successful businesses but not be able to figure out how to effectively manage the performance of their people and reward them in a way that drives more of the results they want?
The answer is because there are no rules. And the reason there are no rules is because every business is different.
So, what do you do?
Well, you will need to watch our on-demand webinar to learn the answer. (Sorry, it’s just how marketing works!) Discover the principles and practices successful companies use to drive, manage and reward superior employee performance.
S E C T I O N 1 Environment of Human Resource Management420.docxanhlodge
S E C T I O N 1 Environment of Human Resource Management420
H R E X P E R I E N T I A L P R O B L E M S O L V I N G
Your insurance company needs to update the sales
incentive program for its sales/marketing represen-
tatives. Due to growth in the volume and diversity
of the products being sold, the existing system of
having one incentive program for all sales market-
ers no longer meets the needs of the company. To
maximize sales in each of the product lines, the
system needs to provide an incentive and reward
system to encourage employees to focus on their
specific product lines while also cross-marketing the
company’s portfolio of other products. To identify
the key facets of a sales commission program, visit
websites including www.8020salesperformance
.com/sales_compensation.html.
1. Would a compensation program that offered
only commission work for your company?
Why or why not?
2. What other incentives would assist the com-
pany in motivating the sales staff?
Many employers offer incentives to employees
working in different jobs. Often, the incentives
are to reward employee performance, both in
the short and the long term. But some company
incentive plans are viewed negatively by employ-
ees, while others are seen as highly positive by
employees at all levels.
One firm that has a well-regarded, broad-based
incentive plan is Sodexo, a large food and facilities
service firm with more than 350,000 employees
in 80 countries. Being such a large firm, Sodexo
has a variety of clients, including many corporate
and governmental entities, hospitals, manufacturing
firms, and universities. Thus, the firm’s client ser-
vices are varied, with many of them being basic ones
such as cleaning offices, maintenance of all types of
facilities, doing landscaping, and managing other
basic and professional activities. In North America,
including the United States, Sodexo has almost
125,000 staff members. More than 40,000 of the
North American staff members work in health care,
including clinics, offices, and hospital sites.
Being such a large firm with employees doing
many different types of jobs, a key part of
Sodexo’s organizational and HR cultures involves
engaging its employees in many ways. One aspect
is having a widely based employee rewards pro-
gram containing recognition and incentives. The
company’s “Spirit of Sodexo” program focuses
on three general-award facets: service, teamwork,
and progress. To operate this program, the com-
pany has required executives, including the top
HR officer, to develop processes for the nomina-
tion of employees who make significant contribu-
tions, locally and regionally, as well as in business
and corporate divisions of the firm.
Some of the recognitions and awards provided
to employees are interesting. Because the biggest
division of workers is in health care locations, a
special incentive program called Sodexo CARES
has been used for several years for employees.
Ministry Ventures Program Brochure - Empowering Ministries to Thrive!Boyd Bailey
Ministry Ventures offers customized solutions to help non-profit ministry leaders and pastors build thriving organizations. For over 14 years Ministry Ventures has been helping organizations build capacity through coaching, training and consulting around five key areas of development, the Five Best Practices. Connect with us at www.MinistryVentures.org to learn more!
C H A P T E R 2Project Selection and PrioritizationHow d.docxclairbycraft
C H A P T E R 2
Project Selection and Prioritization
How does a truly global company with fewer than 200 associates achieve
noteworthy results and market leadership? Certainly strong and talented
people are a key part of the answer. A good set of leadership and
management tools and processes, and the discipline to use them, is
another key. A small, privately held company in Louisville, Kentucky has
been fortunate to use both talent and process to achieve success by any
measure. That company is D. D. Williamson.
D. D. Williamson was founded in 1865 and today is a global leader in
non-artificial colors. Operating nine facilities in six countries and supplying
many of the best-known food and beverage companies around the world,
D. D. Williamson has more complexity to manage than most companies,
regardless of their size.
C H A P T E R
O B J E C T I V E S
After completing this
chapter, you should
be able to:
• Describe the strategic
planning and portfolio
alignment processes.
• Itemize strengths and
weaknesses of using
financial and scoring
models to select
projects.
• Describe how to select
and prioritize projects as
anoutgrowthofstrategic
planning.
• Given organizational
priorities and several
projects, demonstrate
how to select and
prioritize projects using a
scoring model.
• From a contractor’s
viewpoint, describe how
to secure projects.
Ro
be
rt
Ll
ew
el
ly
n/
Im
ag
e
St
at
e/
A
la
m
y
26
Late in 2004, the company was embarking on a new vision to double
growth and profitability in five years and identified the need to improve
project management as a key strategy to achieve the vision. Our
weakness was twofold—we had too many projects that were
championed as important, and the projects that were active were
sometimes late, over budget, and not achieving the predicted results. We
began with prioritization, creating a prioritization matrix to select 16 “critical
projects” that would have senior leadership sponsors and be assigned
trained and capable project managers to improve our execution.
The prioritization matrix was a great initial step to narrow our focus and
improve our results—overall project completion improved. However, 16
projects meant that the scope and impact of projects still had wide
variation. Smaller, more simple projects were likely to be executed
brilliantly and improve our total percentage of “on time and on target”
projects, but if the project that was late or over budget was very high
impact, we were still leaving opportunities for growth and profitability “on
the table.”
In 2009, we made more changes to our prioritization process, selecting
no more than five “Vision Impact Projects” (VIPs) that would get high-level
focus and attention—monitoring and asking for corrective measures in
weekly senior management meetings, tracking online in our project
management system for our Continuous Improvement Manager, and
funneling time and resources to help when projects get off course.
The results are dramatic—large.
Watch the full webinar at: https://youtu.be/a3vvk8iN_Go
In this webinar, Christian Rangen delved deeper into Innovation Superclusters – and shows how you might be able to use the Supercluster Strategy Tools Series to initiate some new Supercluster projects in your region.
During the webinar, we will discuss:
Case studies on leading Innovation Superclusters
What are Superclusters?
Why do we need them?
How to build them?
How to use the Strategy Tools – Supercluster Series to get started on your cluster development
Challenging the HR Community to Think in Terms of ROIWorkforceNEXT
Learn how Energy HR Leaders are using ROI to show senior executives and other stakeholders the value of human capital.
Sasol's presentation will showcase:
•By using ROI data proactively to influence and determine investment in HR programs and show HR alignment, contribution, and results in terms of monetary [$] value.
•Speaking the financial language of CFOs and other executives by showing the impact, including ROI, of a variety of HR initiatives.
The Comprehensive Economic Development Strategy (CEDS) is a locally-based, regionally-driven economic development planning process and document that creates the space for your region to identify its strengths and weaknesses and
brings together a diverse set of partners to generate good jobs, diversify the economy, and spur economic growth. An effective CEDS allows a region to maximize its economic development potential, as well as engage with the U.S. Economic Development Administration (EDA) and other federal partners. During this 101 training, you’ll learn more about the “what and why” of the CEDS, CEDS planning fundamentals, best practices, and latest trends.
Open Platforms & Data Smarts: How We Can Do Good BetterKristin Wolff
Panel Presentation to the National Association of Workforce Boards 2016 Annual Forum, Washington, DC. Panelists: Jenna Leventoff (WDQC), Greg Weeks (WA, EDRC), Vinz Koller and Kristin Wolff (SPR).
Share Information, Change the World: Big Data, Small Apps, Smart Dashboards &...Kristin Wolff
Aimed at a workforce development, education, economic development audience, this presentation was shared at the National Association of Workforce Boards (NAWB) Annual Forum in March 2015.
HUD Sustainable Communities Learning Network Jobs Convening Participant Packe...Kristin Wolff
This is the packet (including agenda and resources) provided to participants in the HUD Sustainable Communities Learning Network Convening in Oakland, CA, October 2014. The convening was organized by NDRC, SPRA, and Strategic Economics.
Baltimore and Bay Area Sustainability Plans (HUD #SCLNjobs Convening, Oakland)Kristin Wolff
Baltimore (The Opportunity Collaborative) and the Bay Area (SPUR) have just completed sustainability plans required by the US Department of Housing and Urban Development Sustainable Communities Grants Program under which they were working. This presentation summarizes those plans.
HUD Sustainable Communities Learning Network Jobs Convening #SCLNjobsKristin Wolff
Slides from opening plenary, featuring Sandra Witt (@calendow), Virginia Hamilton (@USDOL), Martha Hernandez (@fundgoodjobs), and Jack Madana (@codeforamerica). Vinz Koller & Kristin Wolff (@social_policy) and Sujata Srivastava (Strategic Economics) served as hosts.
CWA #Youth2014 Social Media Session HandoutKristin Wolff
This is the handout from SPR's Social Media Session at #Youth2014. Hilariously, those "like" thumbs were not there in the original. Rather, they were just plane old bullets. Apparently, Slideshare thought better of that.
WEadership, Jobs & Sustainable DevelopmentKristin Wolff
Shared with HUD Sustainable Communities grantees at the December 2013 convening in Washington, DC. (Note: the first few slides supported a simulation exercise).
1. 1
Enhancing Performance,
Improving Efficiency &
Increasing
Program/Service
Integration
Alaska Workforce Program
Anchorage, AK Performance Training
September 25-26, 2012
3. WHO’S HERE?
3
Participant introductions (1 minute each)
Name
Organizational affiliation &role
“The most important function of the AWIB
is…”
“One thing you think would help the AWIB do
its work more effectively is…”
4. RESPONSES : FUNCTION (1 of 4)
4
Function:
“To provide priorities/guidance on workforce
issues” (e.g. sectors)
“We do a lot of compliance. We could take a
more strategic view.”
“Board spends a lot of time on small “p”
policy issues. Opportunities lie in big “P”
policy issues.”
“To provide high-level policy guidance”
5. RESPONSES: FUNCTION (2 of 4)
5
Function:
“We are an advisory board. There is tension
between Gov/gov’s staff/AWIB/Commissioner.
This could be a healthier tension.”
“Insure that Department’s vision is aligned
with the needs of Alaskans & with Alaska’s
economic priorities.”
“Overarching policy/strategy guidance.”
6. RESPONSES: FUNCTION (3 of 4)
6
Function:
“To communicate about jobs – connect the
program and policy conversations.”
I”t should be a strategic role.”
“Bring key policy, program, industry leaders
together.”
“Play the role of compass – encourage
alignment.”
“To link policy and programs.”
7. RESPONSES: FUNCTION (4 of 4)
7
Function:
“Must deal with compliance responsibly, but
should move more toward strategy.”
“Convening and communication.”
“General guidance, approval of key policies.”
“Responsibility is considerable—mix of policy,
finding ways to work with industry in effective
way.”
8. RESPONSES: “ONE THING THAT WOULD HELP” (1 of 4)
8
One thing that would help:
“Defining our role more strategically.”
“A more strategic view.”
“Investing time in big “P” policy issues.”
“A feedback loop – how is our guidance being
used?”
“Leading in a particular areas of focus (we
may need to update the statute).”
“More outreach – especially via social media.”
9. RESPONSES: “ONE THING THAT WOULD HELP” (2 of 4)
9
One thing that would help:
“A solid strategicplan.”
“More familiarity with issues for new
members, better onboarding, more
commissioner participation.”
“Staff could be engaged differently toward a
positive effect.”
“Realize collective power differently (might
need a change in statute).”
10. RESPONSES: “ONE THING THAT WOULD HELP” (3 of 4)
10
One thing that would help:
“Develop and empower regions and local areas.”
“More concrete data/information, deeper
conversations about what it means.”
“More systems-level conversations—with
schools, economic development, human
services.”
“Board members may need more help finding
effective ways to engage.”
11. RESPONSES: “ONE THING THAT WOULD HELP” (4 of 4)
11
One thing that would help:
“More clarity on boundaries of advisory role.”
“More strategic focus, clearer idea of
how/where the system adds value and how we
grow that value over time.”
16. CONTEXT: Layoff Aversion (Rapid Response)
16
TEN August 31, 2012
“Establishment and maintenance of deep and
broad partnerships.”
“…an environment that encourages innovation,
promotes creativity, and favors comprehensive
solutions over menu-based services.”
“…layoff aversion is as much a mindset as a
collection of activities.”
17. CONTEXT: Layoff Aversion (Rapid Response)
17
“Rapid response is acomplex and varied
component of the workforce
system…practitioners must exhibit an array of
competencies that cross many disciplines, and
often perform seemingly disparate functions,
while creating seamless solutions for all
customers…Rapid response is both strategic
and operational.”
18. CONTEXT: Services for Veterans
18
Veterans
Reemployment
Assistance Program
(VRAP)
VOW/Hero to Hired
Tax Credit Program
VETS
Veterans preference
Helmets to Hardhats
Joining Forces
19. CONTEXT: Alaska State Plan
19
Integration, Integration,
Integration
Alignment
Employer Engagement
Sector Focus
Uniqueness
(demographics, rural
character, industry mix,
skill demands, etc.)
21. Welcome to the Inaugural
Governors Prosperity Prize Event
21
22. GOVERNORS PROSPERITY PRIZE CHALLENGE
22
Part 1: Develop 1-3 specific ideas that result in:
Better jobs in better businesses for more
residents
Improved alignment of program strategies and
better collaboration between programs and
program staff across programs
More effective use of technology to engage
employers and workers
Part 2: What role could the AWIB play in
implementing these ideas?
23.
24. THREE TEAMS, THREE GRAND VISIONS (1 of 3)
24
Team 1: Many people doing lots of things moves
mountains
Use social media to connect people to work &
opportunity
Find ways to support and advance self-employment
options
Align curricula so students earns credit across
institutions (private & public)
Streamline permitting so businesses can launch
more quickly
25. THREE TEAMS, THREE GRAND VISIONS (1 of 3)
25
Team 1: Many people doing lots of things moves
mountains (cont.)
Cultivate openness/culture of innovation (public &
private shift in world view)
Make educational curricula more relevant to
workforce, in particular use and train in new
technologies
Develop focused AWIB Strategic Plan & protocols
for advising governor
26. THREE TEAMS, THREE GRAND VISIONS (2 of 3)
26
Team 2: Alaska Training Trust
Modeled on the Alaska Permanent Fund
Initial $500K investment, membership-based model
for ongoing sustainability
Assessments, referrals, apprenticeship, etc.
Significant online presence
Incentives for collaboration/cost-effective delivery
80/20 rule
AWIB launches, provides oversight & governance
27. THREE TEAMS, THREE GRAND VISIONS (3 of 3)
27
Team 3: Green Energy, Food Security & Enterprise
Development
Local wind-generated power supports
greenhouses/hydroponic farms
Entrepreneurship opportunities in both energy and
food
Links urban and rural
technologies/economies/prosperity
Potential reverse innovation pathways—we start in
rural and Native Alaskan communities and transfer
successful lessons to urban areas
28. Links we said we’d send…(1 of 2)
28
Entrepreneurship/Enterprise/Self-Employment
Self-Employment Program: 5 states currently allow UI
recipients to us their UI funds to launch businesses. All
other states (including Alaska) received grants to support
it in May 2012. In some states, a statutory change is
required:
http://www.dol.gov/opa/media/press/eta/ETA20121073.
htm#.UHRzOxjfL8M
Start-Up America has now launched in 29 states and
Puerto Rico. Alaska is one of only four states without
activity. But ten Alaskans/companies have registered.
http://www.s.co/regions/map
29. Links we said we’d send…(2 of 2)
29
Distance Learning/Tech Infrastructure
Recent (2011) recipients of USDA technology-based
learning grants:
http://www.alaskadispatch.com/article/23-million-usda-
distance-learning-grants-alaska-natives
Here’s a Blog about Tok, Alaska, that has generated more
friends on Facebook than people living in the town. What
else like this could be done to cultivate skills and promote
place/economy/social capital more generally in a
workforce context?
http://livingintok.com/
Surely you’ve all seen this? 1.5M YouTube viewers have
http://www.youtube.com/watch?v=LyviyF-N23A
31. Contact
Kristin Wolff
Social Policy Research Associates
(503) 888-1022
Kwolff@thinkers-and-doers.com
Vinz Koller
Social Policy Research Associates
(831) 277-4726
vinz_koller@spra.com