Applying NeuroLeadership Methodologies with Oracle HCM Cloud - explore the SCARF model in a workplace context. Fantastic presentation out of Oracle CloudWorld Melbourne.
This document discusses how neuroscience research shows that the brain is a social organ and is highly sensitive to threats to our status, certainty, autonomy, relatedness, and fairness (SCARF model). When these needs are threatened, it triggers the brain's threat response centers in a similar way as experiencing physical pain or lack of food/water. However, positive social interactions and fulfilling these needs can trigger the brain's reward response and promote engagement. The document argues that understanding this research has important implications for leadership, such as being aware of how certain actions may threaten subordinates and influence their behavior, and focusing on cultivating an environment that meets peoples' social needs.
Contemporary research in neuroscience provides new insights into the deeply social nature of the human brain and its importance for how we get things done at work. The emerging practice of NeuroLeadership (a term coined by Dr. David Rock) incorporates the most recent findings from neuroscience research with the latest in leadership theory.
This workshop will explore the brain science of social interactions, why they matter so much and why change is often so difficult. The SCARF brain-based model for collaborating with and influencing others will be introduced. We’ll look at how our brains respond when we interact with other people and how this knowledge can be applied to boost performance.
Key outcomes will be to improve everyday coaching conversations and to learn to strategically apply science to human performance.
http://concentricleadership.com
The presentation condense the insights from neuroleadership and business psychology into ten principles, that help managers to lead, motivate, direct and organize their staff and co-workers.
The document discusses the SCARF model and its relevance for leaders. It explains that the SCARF model evaluates how our brains respond to social interactions that impact our Status, Certainty, Autonomy, Relatedness, and Fairness. It provides tips for leaders to be aware of these domains and ensure their team feels safe, informed, empowered, included, and treated fairly to optimize engagement and performance. Leaders should focus on open communication, giving team members choices and credit, building trust and friendliness, and applying standards equitably. Understanding the SCARF model can help leaders strengthen their relationships and culture.
Michael Lee Stallard's slides and audio from a webcast to members of the American Society for Training and Development (ASTD), the world's largest association of training professionals. The webcast looks at findings in the field of neuroscience and their implications for the leadership of teams and organizations.
SCARF Model for Managing Organization StressMaya Townsend
Have you ever felt that your life was in immediate danger? You remember feeling a burst of adrenaline as your heart race, and you moved into action or froze in your tracks.
Research shows that other situations, in which there is no physical danger, can trigger a similar response. This “fight, flight, or freeze” response decreases the ability to plan, make rational decisions, and perceive subtle social and cognitive signals. Unfortunately, these skills are needed during organizational change—just when people are likely to be triggered.
If you know how people are likely to be triggered, you can anticipate by putting measures in place to prevent disruptive responses. Use the SCARF Model to anticipate triggers and plan your next change initiative.
The document discusses how neuroscience research shows that social needs are processed in the brain similarly to survival needs like food and water. When people feel excluded or experience a loss of status, the brain's threat response is activated. Leaders are encouraged to understand how perceptions of status, certainty, autonomy, relatedness, and fairness can trigger the brain's threat or reward centers. By optimizing these social factors in the workplace, leaders can create emotional safety, increase engagement, and improve performance. The document advocates training leaders to positively impact social dynamics using the "SCARF" model of collaboration.
Presented by a member of the prestigious Society for Neuroscience, in this presentation you will discover simple but proven brain-based methods to greatly enhance your negotiation skills. You will be introduced to strategies to significantly improve your brain’s performance during negotiations and discover how to best influence the brains of the other party to get the results you really want. Neuroscience research indicates that these strategies not only greatly improve your negotiation skills, they also significantly reduce the stress normally associated with tough negotiations
This document discusses how neuroscience research shows that the brain is a social organ and is highly sensitive to threats to our status, certainty, autonomy, relatedness, and fairness (SCARF model). When these needs are threatened, it triggers the brain's threat response centers in a similar way as experiencing physical pain or lack of food/water. However, positive social interactions and fulfilling these needs can trigger the brain's reward response and promote engagement. The document argues that understanding this research has important implications for leadership, such as being aware of how certain actions may threaten subordinates and influence their behavior, and focusing on cultivating an environment that meets peoples' social needs.
Contemporary research in neuroscience provides new insights into the deeply social nature of the human brain and its importance for how we get things done at work. The emerging practice of NeuroLeadership (a term coined by Dr. David Rock) incorporates the most recent findings from neuroscience research with the latest in leadership theory.
This workshop will explore the brain science of social interactions, why they matter so much and why change is often so difficult. The SCARF brain-based model for collaborating with and influencing others will be introduced. We’ll look at how our brains respond when we interact with other people and how this knowledge can be applied to boost performance.
Key outcomes will be to improve everyday coaching conversations and to learn to strategically apply science to human performance.
http://concentricleadership.com
The presentation condense the insights from neuroleadership and business psychology into ten principles, that help managers to lead, motivate, direct and organize their staff and co-workers.
The document discusses the SCARF model and its relevance for leaders. It explains that the SCARF model evaluates how our brains respond to social interactions that impact our Status, Certainty, Autonomy, Relatedness, and Fairness. It provides tips for leaders to be aware of these domains and ensure their team feels safe, informed, empowered, included, and treated fairly to optimize engagement and performance. Leaders should focus on open communication, giving team members choices and credit, building trust and friendliness, and applying standards equitably. Understanding the SCARF model can help leaders strengthen their relationships and culture.
Michael Lee Stallard's slides and audio from a webcast to members of the American Society for Training and Development (ASTD), the world's largest association of training professionals. The webcast looks at findings in the field of neuroscience and their implications for the leadership of teams and organizations.
SCARF Model for Managing Organization StressMaya Townsend
Have you ever felt that your life was in immediate danger? You remember feeling a burst of adrenaline as your heart race, and you moved into action or froze in your tracks.
Research shows that other situations, in which there is no physical danger, can trigger a similar response. This “fight, flight, or freeze” response decreases the ability to plan, make rational decisions, and perceive subtle social and cognitive signals. Unfortunately, these skills are needed during organizational change—just when people are likely to be triggered.
If you know how people are likely to be triggered, you can anticipate by putting measures in place to prevent disruptive responses. Use the SCARF Model to anticipate triggers and plan your next change initiative.
The document discusses how neuroscience research shows that social needs are processed in the brain similarly to survival needs like food and water. When people feel excluded or experience a loss of status, the brain's threat response is activated. Leaders are encouraged to understand how perceptions of status, certainty, autonomy, relatedness, and fairness can trigger the brain's threat or reward centers. By optimizing these social factors in the workplace, leaders can create emotional safety, increase engagement, and improve performance. The document advocates training leaders to positively impact social dynamics using the "SCARF" model of collaboration.
Presented by a member of the prestigious Society for Neuroscience, in this presentation you will discover simple but proven brain-based methods to greatly enhance your negotiation skills. You will be introduced to strategies to significantly improve your brain’s performance during negotiations and discover how to best influence the brains of the other party to get the results you really want. Neuroscience research indicates that these strategies not only greatly improve your negotiation skills, they also significantly reduce the stress normally associated with tough negotiations
This document discusses the field of neuroleadership, which applies neuroscientific knowledge to leadership development. It covers several chapters: an introduction discussing the importance and goals of the study; leadership in the next decade and distinguishing it from management; neuroscience and its insights into human behavior; how neuroleadership can close the gap between goals and practices by using tools like EEG and fMRI to study decision making; and conclusions about applying these insights to improve leadership. The overall aim is to enhance leadership quality and define what makes an effective leader using the lens of neuroscience.
TNR2013 David Rock, The Neuroscience of EngagementSteven Wardell
This document discusses neuroleadership and how applying neuroscience can improve leadership practices. It provides information on:
1) The NeuroLeadership Institute which conducts research and offers education programs in applying neuroscience to leadership, coaching, change management and learning.
2) Various topics in neuroscience that relate to leadership such as engagement, decision making, stress, collaboration and organizational change.
3) How measuring engagement through various biological markers can provide more accurate insights than self-reports alone.
4) Suggestions for how leaders can increase employee engagement by appealing to brain regions and mechanisms related to status, certainty, autonomy, relatedness and fairness.
Neuroleadership applies findings from neuroscience to leadership. It is being taught in business schools and used by companies to improve management training. Brain scans of leaders can identify neural patterns associated with effective leadership behaviors. The goal is to assess leadership potential using neuroscience and neurofeedback to develop these leadership-linked neurological connections.
Five Levels of Communication InfographicMaya Townsend
The document outlines five levels of communication that are important for successful change:
1. Telling - One-way communication like presentations and emails to inform people of planned changes.
2. Consulting - Gathering feedback on changes through small group meetings and facilitated discussions.
3. Involving - Exploring the implications of changes through interactive group discussions and reflection.
4. Collaborating - Engaging in dialogue through question and answer sessions to build understanding of changes.
5. Empowering - Encouraging understanding, commitment, and behaviors needed to support sustainable changes.
People, brain and change in the Manifesto for Agile Software DevelopmentIvo Peksens
People and interactions, motivation and reflections are at the heart of the Manifesto for Agile Software Development. I invite you to take a closer look at our and others intrinsic motivation, explore how different ways of interacting with others impact our brain and behavior at work as well as do appreciative inquiry concept based personal retrospection at the end.
101 Business Insights is the first business networking site that rewards members for their time and input. As a member you get real, asset-backed rewards for commenting, posting or even simply hanging out at the site. It’s our way of thanking you for engaging with and growing the network, and for being part of the most vibrant business community on the net.
Improve likelihood of change success by 10%? Sounds good!
I’m a big fan of the work done by Grenny, Maxfield, and Shimberg on what makes change initiatives successful. According to their research, initiatives are ten times more likely to succeed when the change strategy includes at least four of six approaches.
The document discusses the challenges of exercising leadership without formal authority and provides strategies for overcoming these challenges. It explains that our brains are hardwired to behave defensively under pressure, hindering problem-solving. However, we can train our brains to engage challenges, collaborate productively, and build understanding through respectful dialogue. The document advocates a four-step process of analysis, framing issues, gaining agreement, and joint action to mobilize others and drive progress in an inclusive, sustainable way.
Psychological Safety: Creating conducive working environments for Designers t...Sebabatso Mtimkulu
Design is the conception and realisation of new things. With new things, problems arise, and problems make us uncomfortable. With discomfort comes fear and anxiety.
Designers spend a lot of time prioritising the needs of customers and organisations.
We need to be just as deliberate in making certain that environments in which Designers operate, are conducive to helping them perform at their best.
This document discusses polarity thinking and how to address complex problems involving opposing values or forces. It introduces polarity mapping as a tool to understand these dynamics. Key points:
- Polarity thinking views problems as involving interrelated poles rather than "either-or" choices
- Mapping the "upsides" and "downsides" of each pole can reveal the "higher purpose" and "deeper fears"
- Successfully addressing polarities requires leveraging the benefits of both poles while minimizing the downsides of each
- Over-focusing on one pole leads to problems, while balancing both poles creates virtuous cycles toward the overall goal
This document discusses emotional intelligence (EQ) and its importance. It defines EQ as having the capacity for self-awareness, self-management, social awareness, and relationship management. Recent developments have focused on behavioral EQ and how emotions impact behaviors and interactions with others. High EQ is important for success and is responsible for much of job performance. Developing EQ involves increasing self-awareness of emotions, managing the emotions, understanding others' perspectives, and improving social skills.
This document summarizes Peter Senge's book "The Fifth Discipline" and lists "laws" or insights about systems thinking. It discusses the five disciplines of a learning organization: shared vision, mental models, team learning, personal mastery, and systems thinking. The laws describe how systems resist change, small actions can have large effects, and attempting to divide problems into isolated parts does not work. The document was created by C.K. Vishwakarma and references Senge's book.
The document discusses Peter Senge's concept of learning organizations based on the 5 core disciplines:
1. Systems thinking focuses on how individuals interact as a whole system rather than individually.
2. Mental models represent a person's thought processes and influence behavior and decisions.
3. Personal mastery is an individual's commitment to truth and continuous self-improvement.
4. Shared vision is when an organization's vision is embraced by all employees as their own.
5. Team learning occurs when teams collaborate, learn from mistakes, and foster learning across other teams. When these 5 disciplines are practiced, an organization can adapt quickly and excel.
The document discusses evidence-based management, which involves making management decisions using four key sources of information: the best available scientific evidence, organizational facts and metrics, stakeholder values and concerns, and practitioner expertise. It outlines where the concept originated from medicine and describes the five steps of an evidence-based practice approach: formulating a focused question, searching for evidence, critically appraising the evidence, integrating the evidence with expertise and context, and monitoring outcomes. Overall, the document promotes an evidence-based approach to management decisions to help address human biases and ensure practices are supported by scientific research rather than just experience or common beliefs.
Executives regularly complain that their staff don't think or act strategically. We examine three reasons why this may occur - and what you can do about it.
Building Capacities For Learning Organizationsheilasingapore
The document discusses building learning organizations. It explains that learning organizations focus on developing new skills and changing attitudes through reflection, systems thinking, and shared vision. Building a learning organization requires focusing on overarching ideas, necessary tools and methods, and providing the infrastructure to apply new approaches. Leaders must clearly articulate the vision, while also providing resources for teams to develop new practices.
Do action oriented cultures provide the best response to a fast changing environment. There are a number of challenges in these organisations - they may be driving out strategic thinking!
Engineering managers are needed to lead teams and enable scaling of companies. While it may feel like starting a new job, engineering managers are responsible for the success of their teams by focusing on people over code. To succeed, engineering managers should try to avoid mistakes by listening more and talking less, focus on psychological safety and decision making within their teams, and work on self-awareness and compassion as leaders.
Influencer by Al Switzler & Co describes how to engender a behavioral change in people and organisations. This entails actions in 6 fields. This document provides an overview
Lviv PMDay: Андрій Павлюков Management 3.0. Delegation and EmpowermentLviv Startup Club
This document discusses different approaches to management, referred to as Management 1.0, 2.0, and 3.0. Management 1.0 treats workers like machines and uses a command-and-control style. Management 2.0 recognizes people as the most important asset but still relies on hierarchy. Management 3.0 views the organization as a community where everyone contributes to success and managers focus on nurturing the system, not controlling people. The document advocates for empowering teams through delegation and distributing control throughout the organization. It discusses various levels of delegation and the importance of clear boundaries when delegating decisions.
Expert Webinar Series - Converting Volunteers From Joiners to Stayers with To...Wild Apricot
Expert Webinar - Converting Volunteers From Joiners to Stayers with Tobi Johnson
Tobi Johnson will help you understand what drives volunteer satisfaction and show you how to design an onboarding process that speeds up engagement. Plus, we'll share a list of volunteer orientation "must haves".
Webinar participants will learn:
-What motivates today’s skilled volunteers
-Why onboarding is all about emotions and expectations
-Why all volunteers shouldn’t be treated the same
-How to improve key touch points for volunteers throughout the screening, matching, orientation, and training processes
-How to promote volunteer leadership through peer-to-peer knowledge sharing
In this presentation we explore ideas related to improving the usefulness of project Stakeholder Analysis by augmenting it with the neuroscience based SCARF model. http://www.proficiencysystems.com/
This document discusses the field of neuroleadership, which applies neuroscientific knowledge to leadership development. It covers several chapters: an introduction discussing the importance and goals of the study; leadership in the next decade and distinguishing it from management; neuroscience and its insights into human behavior; how neuroleadership can close the gap between goals and practices by using tools like EEG and fMRI to study decision making; and conclusions about applying these insights to improve leadership. The overall aim is to enhance leadership quality and define what makes an effective leader using the lens of neuroscience.
TNR2013 David Rock, The Neuroscience of EngagementSteven Wardell
This document discusses neuroleadership and how applying neuroscience can improve leadership practices. It provides information on:
1) The NeuroLeadership Institute which conducts research and offers education programs in applying neuroscience to leadership, coaching, change management and learning.
2) Various topics in neuroscience that relate to leadership such as engagement, decision making, stress, collaboration and organizational change.
3) How measuring engagement through various biological markers can provide more accurate insights than self-reports alone.
4) Suggestions for how leaders can increase employee engagement by appealing to brain regions and mechanisms related to status, certainty, autonomy, relatedness and fairness.
Neuroleadership applies findings from neuroscience to leadership. It is being taught in business schools and used by companies to improve management training. Brain scans of leaders can identify neural patterns associated with effective leadership behaviors. The goal is to assess leadership potential using neuroscience and neurofeedback to develop these leadership-linked neurological connections.
Five Levels of Communication InfographicMaya Townsend
The document outlines five levels of communication that are important for successful change:
1. Telling - One-way communication like presentations and emails to inform people of planned changes.
2. Consulting - Gathering feedback on changes through small group meetings and facilitated discussions.
3. Involving - Exploring the implications of changes through interactive group discussions and reflection.
4. Collaborating - Engaging in dialogue through question and answer sessions to build understanding of changes.
5. Empowering - Encouraging understanding, commitment, and behaviors needed to support sustainable changes.
People, brain and change in the Manifesto for Agile Software DevelopmentIvo Peksens
People and interactions, motivation and reflections are at the heart of the Manifesto for Agile Software Development. I invite you to take a closer look at our and others intrinsic motivation, explore how different ways of interacting with others impact our brain and behavior at work as well as do appreciative inquiry concept based personal retrospection at the end.
101 Business Insights is the first business networking site that rewards members for their time and input. As a member you get real, asset-backed rewards for commenting, posting or even simply hanging out at the site. It’s our way of thanking you for engaging with and growing the network, and for being part of the most vibrant business community on the net.
Improve likelihood of change success by 10%? Sounds good!
I’m a big fan of the work done by Grenny, Maxfield, and Shimberg on what makes change initiatives successful. According to their research, initiatives are ten times more likely to succeed when the change strategy includes at least four of six approaches.
The document discusses the challenges of exercising leadership without formal authority and provides strategies for overcoming these challenges. It explains that our brains are hardwired to behave defensively under pressure, hindering problem-solving. However, we can train our brains to engage challenges, collaborate productively, and build understanding through respectful dialogue. The document advocates a four-step process of analysis, framing issues, gaining agreement, and joint action to mobilize others and drive progress in an inclusive, sustainable way.
Psychological Safety: Creating conducive working environments for Designers t...Sebabatso Mtimkulu
Design is the conception and realisation of new things. With new things, problems arise, and problems make us uncomfortable. With discomfort comes fear and anxiety.
Designers spend a lot of time prioritising the needs of customers and organisations.
We need to be just as deliberate in making certain that environments in which Designers operate, are conducive to helping them perform at their best.
This document discusses polarity thinking and how to address complex problems involving opposing values or forces. It introduces polarity mapping as a tool to understand these dynamics. Key points:
- Polarity thinking views problems as involving interrelated poles rather than "either-or" choices
- Mapping the "upsides" and "downsides" of each pole can reveal the "higher purpose" and "deeper fears"
- Successfully addressing polarities requires leveraging the benefits of both poles while minimizing the downsides of each
- Over-focusing on one pole leads to problems, while balancing both poles creates virtuous cycles toward the overall goal
This document discusses emotional intelligence (EQ) and its importance. It defines EQ as having the capacity for self-awareness, self-management, social awareness, and relationship management. Recent developments have focused on behavioral EQ and how emotions impact behaviors and interactions with others. High EQ is important for success and is responsible for much of job performance. Developing EQ involves increasing self-awareness of emotions, managing the emotions, understanding others' perspectives, and improving social skills.
This document summarizes Peter Senge's book "The Fifth Discipline" and lists "laws" or insights about systems thinking. It discusses the five disciplines of a learning organization: shared vision, mental models, team learning, personal mastery, and systems thinking. The laws describe how systems resist change, small actions can have large effects, and attempting to divide problems into isolated parts does not work. The document was created by C.K. Vishwakarma and references Senge's book.
The document discusses Peter Senge's concept of learning organizations based on the 5 core disciplines:
1. Systems thinking focuses on how individuals interact as a whole system rather than individually.
2. Mental models represent a person's thought processes and influence behavior and decisions.
3. Personal mastery is an individual's commitment to truth and continuous self-improvement.
4. Shared vision is when an organization's vision is embraced by all employees as their own.
5. Team learning occurs when teams collaborate, learn from mistakes, and foster learning across other teams. When these 5 disciplines are practiced, an organization can adapt quickly and excel.
The document discusses evidence-based management, which involves making management decisions using four key sources of information: the best available scientific evidence, organizational facts and metrics, stakeholder values and concerns, and practitioner expertise. It outlines where the concept originated from medicine and describes the five steps of an evidence-based practice approach: formulating a focused question, searching for evidence, critically appraising the evidence, integrating the evidence with expertise and context, and monitoring outcomes. Overall, the document promotes an evidence-based approach to management decisions to help address human biases and ensure practices are supported by scientific research rather than just experience or common beliefs.
Executives regularly complain that their staff don't think or act strategically. We examine three reasons why this may occur - and what you can do about it.
Building Capacities For Learning Organizationsheilasingapore
The document discusses building learning organizations. It explains that learning organizations focus on developing new skills and changing attitudes through reflection, systems thinking, and shared vision. Building a learning organization requires focusing on overarching ideas, necessary tools and methods, and providing the infrastructure to apply new approaches. Leaders must clearly articulate the vision, while also providing resources for teams to develop new practices.
Do action oriented cultures provide the best response to a fast changing environment. There are a number of challenges in these organisations - they may be driving out strategic thinking!
Engineering managers are needed to lead teams and enable scaling of companies. While it may feel like starting a new job, engineering managers are responsible for the success of their teams by focusing on people over code. To succeed, engineering managers should try to avoid mistakes by listening more and talking less, focus on psychological safety and decision making within their teams, and work on self-awareness and compassion as leaders.
Influencer by Al Switzler & Co describes how to engender a behavioral change in people and organisations. This entails actions in 6 fields. This document provides an overview
Lviv PMDay: Андрій Павлюков Management 3.0. Delegation and EmpowermentLviv Startup Club
This document discusses different approaches to management, referred to as Management 1.0, 2.0, and 3.0. Management 1.0 treats workers like machines and uses a command-and-control style. Management 2.0 recognizes people as the most important asset but still relies on hierarchy. Management 3.0 views the organization as a community where everyone contributes to success and managers focus on nurturing the system, not controlling people. The document advocates for empowering teams through delegation and distributing control throughout the organization. It discusses various levels of delegation and the importance of clear boundaries when delegating decisions.
Expert Webinar Series - Converting Volunteers From Joiners to Stayers with To...Wild Apricot
Expert Webinar - Converting Volunteers From Joiners to Stayers with Tobi Johnson
Tobi Johnson will help you understand what drives volunteer satisfaction and show you how to design an onboarding process that speeds up engagement. Plus, we'll share a list of volunteer orientation "must haves".
Webinar participants will learn:
-What motivates today’s skilled volunteers
-Why onboarding is all about emotions and expectations
-Why all volunteers shouldn’t be treated the same
-How to improve key touch points for volunteers throughout the screening, matching, orientation, and training processes
-How to promote volunteer leadership through peer-to-peer knowledge sharing
In this presentation we explore ideas related to improving the usefulness of project Stakeholder Analysis by augmenting it with the neuroscience based SCARF model. http://www.proficiencysystems.com/
Suruchi Sharma is a graduate student at Texas A&M pursuing an M.S. in Visualization Science. She has worked on multiple projects as a graphic designer, including creating newsletters, posters, and web content. Her experience also includes internships at Digital Domain working on textures and materials for animation and at DreamWorks conducting art direction and rendering for a group project. She is currently working on her thesis applying van Gogh's painting style to 3D head models.
JDE & Peoplesoft 1 _ Roland Slee & Doug Hughes _ Oracle's Cloud Computing Str...InSync2011
Oracle's strategy is to deliver next-generation cloud services through integrated technology stacks. Oracle is developing fully integrated systems engineered to work together out of the box. This includes Oracle Exalogic for elastic cloud computing and Oracle Exadata as an integrated database machine. Oracle is also developing next-generation applications like Oracle Fusion Applications, which are built on standards and designed for extensibility in a multi-tenant cloud. Fusion Applications provide a unified user experience across modules on an integrated platform.
This document summarizes new features in Oracle E-Business Suite Release 12 including:
- Increased end user productivity through a new user experience with improved workflows, personalization, and embedded analytics.
- Increased agility and lower integration costs by leveraging Oracle Fusion Middleware and enabling SOA functionality.
- Reduced cost of ownership through leveraging the latest Oracle technology stack, enhanced setup and management tools, and applications change management capabilities.
Taleo and LinkedIn have partnered to integrate LinkedIn profiles into the Taleo talent management platform. This will allow recruiters to preview a candidate's LinkedIn profile directly in Taleo and upload a candidate's full LinkedIn profile with one click to streamline the application process. The new features are LinkedIn Profile Preview and LinkedIn Profile Upload.
C2 empowering modern human resources and talent management in the cloudDr. Wilfred Lin (Ph.D.)
The document discusses empowering modern human resources and talent management in the cloud. It outlines the agenda which includes discussing modern HR challenges, foundation, innovation, deployments, recognition and taking questions. It then discusses how disruptive technologies are creating demand and opportunities for integrated talent systems and centers of excellence for talent analytics. Predictions for 2013 include talent management convergence, increased use of analytics, big data, and workforce planning, mobile HR becoming more important, and social tools changing HR strategies. The document outlines the benefits of a modern HR foundation in the cloud including being complete, easy to use, and always up to date. It discusses innovations in areas like analytics, big data, workforce planning, mobile HR, and social HR.
Cloud computing Latest Interview Questions with Answers by Garuda TrainingsGaruda Trainings
Cloud computing provides on-demand access to virtualized IT resources that users can share or subscribe to. It allows configurable resources to be easily provided from a shared pool of networks, servers, storage, applications and services. There are three main layers of cloud computing: Infrastructure as a Service (IaaS) provides hardware resources, Platform as a Service (PaaS) provides development platforms, and Software as a Service (SaaS) provides applications for users. Cloud services can be deployed through private, public or hybrid clouds and are measured based on usage to allow users to pay only for what they use. Security is a major consideration in cloud computing across areas like identity management, access control, authorization and data transport.
This is an annotated slide deck from my presentation at the International Mentoring Association (IMA) Conference in Phoenix, Arizona on 23 April 2015. I have annotated the slides because I deliberately don’t include much text in my slides when I present. But that isn’t much help to you when you just have the slides to read without me talking through them.
This document summarizes key points about having difficult conversations. It discusses preparing for conversations by understanding one's own emotions and body responses. When threatened, our cognitive abilities are reduced, but rewards like status increase cognitive resources. The SCARF model identifies social threats and rewards around status, certainty, autonomy, relatedness, and fairness. To have great conversations, one must prepare rigorously, identify interests, consider options, understand contexts, and develop alternatives. One should also emotionally prepare, focus attention, monitor body signals, remain calm and cognitive, be aware of emotional contagion, and use frameworks like SCARF to stay mindful.
Questions answered in James' presentation -
Wellbeing – why bother?
How does wellbeing impact employee engagement and why is that important?
Why do we need healthy employees?
What is all this brain neuroscience stuff about?
Agile Career Development - How can we help organisations and employees adapt ...Antoinette Oglethorpe
These are the presentation slides from a workshop at the CCS Alumni event at Cumberland Lodge, Windsor Great Park in January 2016.
They key subject for exploration and discussion was "In a world that is Volatile, Uncertain, Complex and Ambiguous (VUCA), how can we help organisations and employees have a flexible and responsive approach to career development?"
Transforming the quality of development conversations at scaleHuman Capital Media
Companies everywhere are searching for ways to improve employee performance. Many look towards employee ratings and bonuses for the solution, but find this simply isn’t moving the needle as desired. Perhaps the problem is we’ve been tinkering around the edges rather than tackling the issue where it’s hardest: improving the quality of managerial conversations.
Ed Batista, Startup Communication (Startups as Human Systems), June 2016Ed Batista
This is a condensed deck from a workshop I conducted with the team at a Bay Area startup. Topics include communication skills, feedback, and group norms.
Giving Change Leaders the Edge with NeuroscienceAnne Riches
This document discusses how neuroscience can help guide change leaders. It explains that the brain is wired to avoid threats and seek rewards, so change creates uncertainty that triggers threat responses. This can reduce rational thinking and motivate behaviors to address the perceived threat. The document recommends that change leaders build certainty, address employees' emotional responses to change, and implement strategies grounded in neuroscience like ensuring consistency and inclusion to help facilitate change.
The document summarizes a presentation on performance management 2.0. It discusses three dynamics of performance: personal, objective, and inclusive. It outlines the SCARF model for understanding how social threats and rewards impact motivation. It also discusses using the Birkman method to understand individual drivers and how two people's interactions can meet or not meet needs and interests. The presentation aims to address common issues with performance management like it being a waste of time and inaccurate. It promotes the idea that better individual engagement leads to better organizational performance.
Made public from McLean & Company, Dr. Dalton Kehoe contributes to build evidence-based HR practices that work with the brain, not against it, to gain credibility with stakeholders and drive business results.
The document outlines 5 steps for having difficult conversations: 1) Prepare by considering different perspectives; 2) Check your purpose and decide if the issue needs to be raised; 3) Start from a place of understanding different perspectives; 4) Explore all stories and perspectives; 5) Problem-solve by considering all options and standards. It provides guidance for each step, such as inquiring with open-ended questions, acknowledging feelings, and inventing options for resolution. The overall aim is to have authentic conversations that understand multiple perspectives and jointly solve problems.
HR Summit and Expo Africa 2015 - Seminar Presentation by Ronnie Torien HCM St...The HR Observer
Leveraging data and analytics is the next step for HR leaders aiming to transform from administrative passengers to strategic HR leaders capable of driving organisational strategy. However how do you implement talent analytics engine? Which talent analytics engine is best for your organisation? Join this seminar and Q&A session to understand how analytics can work for your organisation.
The document discusses a presentation on connecting human resources in the cloud. It includes an agenda that covers opening credits, discussing cloud integration and opportunities/challenges for HR in the cloud, solving integration puzzles with Oracle products, a live demo, and wrap-up. The presentation is given by employees of S&P Solutions, an Oracle partner specialized in integration for cloud applications in Latin America.
How important is Big Data for the University world? This was the main discussion topic during Universitat Publica de Barcelona’s TIC session we celebrated last November 10th (https://jornadatic2015.splashthat.com/)
Here is my deck for the session
The document discusses sourcing, hiring, and retaining talent. It notes that improving sourcing techniques was rated as a top priority in Australia. Sourcing can occur on social media sites like LinkedIn, Twitter, and Facebook, as well as through referral programs and a company's brand. Hiring should provide a good candidate experience through search, single sign-on, LinkedIn integration, electronic offers, and tasks. Retention involves continuous feedback, career development opportunities, and accessibility to engage employees.
The document discusses Oracle's modern human capital management (HCM) cloud offering. It begins with safe harbor statements and then outlines the discussion topics that will be covered, including the changing nature of the workforce, Oracle's complete cloud offering, and why Oracle. It provides details on Oracle's HCM cloud capabilities like social, mobile, insights and strategy. It also shares customer examples and discusses Oracle's leadership in the HCM cloud market.
Es un día común y corriente en la empresa. Un día normal para la mayoría de los empleados. Son las 6 de la tarde y todo el mundo está cerrando su computadora. La jornada terminó, es hora de volver a casa. Pero no para ti. Para ti el día recién comienza. Te esperan largas horas delante de millones de planillas de Excel. Estás en el cierre de tu proceso de Planeación Financiera, la debes tener lista para presentarla a Dirección al día siguiente. Y, aunque te fascina el desafío, sabes lo estresante que puede llegar a ser.
Ya lo experimentaste anteriormente y te encontraste con muchos contratiempos: la comunicación con las demás áreas de la empresa no fluyó como esperabas, la información con la que contabas no era confiable, los indicadores no eran exactos.
Como resultado, el proceso falló, no lograste identificar dónde y por ende te faltó capacidad analítica para derivar las inversiones de la empresa hacia áreas de mayor crecimiento.
En Oracle sabemos lo que significa para ti la Planeación Financiera y es por eso que te invitamos el próximo Jueves 21 de Mayo a las 11AM a participar de nuestro webcast a cargo de Sergio Salcedo, Business Development Director en Oracle, donde te contaremos:
Cuáles son los desafíos en la Planeación Financiera que históricamente han enfrentado las organizaciones.
Cómo los CFO pueden realizar este proceso de forma organizada y eficiente.
Cómo involucrar al resto de las áreas de la empresa y mejorar así la calidad de la información que recibes.
Why and How Marketers Can Orchestrate Individual & Cohesive Customer Experien...dmg events Asia
Nowadays, consumers are in control! Consumers demand (and deserve) consistent communications from brands across all multiple channels that are highly relevant to them as unique individuals. The digital marketing ecosystem is complex though and there are huge amounts of customer data that are growing every day when your customers interacting with your brand on various digital channels.
At the same time, marketers need to deliver hard ROI and hit revenue goals. When revenue is lower than expected, we blast more messages to drive transactions, bombarding clients with more emails, more ads, more promotions via more channels. This results in a fragmented customer experience and more irrelevant touch points with brands rather than creating a customer-centric experience.
Hear how you can be more relevant and consistent in your messaging, how you can still communicate at scale while customizing and tailoring all your messages to every single potential customer. Find out in 10 minutes the basics of how you can unify your customer data and optimize your marketing execution with true cross-channel marketing automation.
The document discusses Portrait Gallery and Social features in Oracle Fusion HCM. Portrait Gallery provides comprehensive worker information visually and enables social and collaboration tools to connect workers. This allows workers to access and update personal information, search for others with skills or goals to collaborate, and provide feedback. Managers can view organizational charts, access worker information, and take role-based actions directly from portraits without losing context. Embedded analytics and integrated social tools throughout the application provide visibility, user adoption, and organizational productivity.
The Social Business Revolution: How to Get Your Organization On Board
Businesses today are moving from merely using social platforms like Facebook and Twitter as broadcasting platforms to really listening, mining and understanding social data to provide better insights about consumers that help deliver a more personalized and engaging customer experience—across the entire enterprise. Social has grown up and is proving its worth across more than just marketing functions, extending its insights and benefits across nearly every aspect of the business. Today organizations must have social woven into fabric of daily business operations from consumer marketing and sales, to service and research, to employee communications and collaboration. Whether interacting with customers on Facebook, Twitter or LinkedIn, leveraging social data for better insights, or giving its employees internal social tools for more efficient communications, a social enterprise keeps social at the core of its business. Join John Nolt, Senior Director Product Management for Oracle Social Cloud, as he illustrates how a successful social business operates and provides critical advice on how to get your organization socially enabled. Hear real-world examples of how businesses today are leveraging social collaboration, channels and data to derive winning strategies and results across not only marketing but service, commerce, sales, product development and more.
Presenter: John Nolt, Senior Director Product Management, Oracle Social Cloud
A child of the computer age, John Nolt is a Senior Director of product management and leads the team driving development of the Social Marketing and Engagement tools within Oracle's Social Relationship Management application. Prior to joining Oracle, John was Senior Director of product management for Vitrue, a leading provider of social marketing publishing software for global brands and agencies. Vitrue was acquired by Oracle in May 2012. Trained in education, John's career has focused on facilitating communication between consumers and brands, beginning in a call center as a tech support rep for Internet Service Provider MindSpring, to a long span of time as a technical communicator and editor for MindSpring and eventually EarthLink, and then moving into product management for EarthLink and subsequently Vitrue and Oracle.
The CX Webinar " Creating Meaningful Customer Experience with Unified CS Solution" was organized by CRMIT Solution in association with Oracle on December 3, 2013.
This Webinar which had the major participation from US region was delivered by Duane Nelson, Customer Experience Strategist, Oracle.
Typically, most business have silo systems stitched in whole or pieces. This webinar was to showcase a Unified Solution covering multi channel approach to extend a meaningful customer experience
The document discusses moving HR applications to the cloud using Oracle's HCM Cloud. It highlights benefits like embedded analytics, mobile access, social collaboration, and work life applications. Oracle HCM Cloud provides a complete global solution with talent acquisition, compensation, and unified talent management. Customers praise Oracle for anytime access to integrated employee data and predictive analytics capabilities. The cloud model offers upgrade flexibility and security while maintaining the customer's brand and data protection.
The document discusses five common data quality issues and how to fix them. It summarizes the top five issues as incomplete data, incorrect/wrong data, aging data, duplicate data, and data reconciliation between sources. It then provides details on each issue, including examples of what causes the problem and how to resolve it. Specific solutions discussed include using pre-filled fields, drop-downs, and automated data normalization processes to fix incorrect data. The presentation emphasizes the importance of data quality and standardization for effective marketing.
Profiling of Engagers and Converters with Audience Analytics and Look-alike M...Datacratic
Join Datacratic for the Profiling of Engagers and Converters with Audience Analytics and Look-alike Modeling discussion at the conference. How much are you able to learn about your current email and site converters? Do you have a way to extract learned attributes of your best audiences to guide and optimize your audience profile and personas? In this session, we will do deep dive into audience analytics capabilities that will help you discover new audiences and drive additional scale for digital marketing programs.
iStrategy London - Social Media: Making it Work Globally and Locally Gemma Tr...iStrategy
A major challenge in social is deciding the right approach to globalising or localising content and conversations. Should brands control social media globally for easier management and brand consistency? Or work on a local level that can be more costly but allows responses to be tailored to local needs and therefore lead to better engagement?
Hosted by Gemma Trippas, Oracle’s Social Partnerships Manager and Jeremie Moritz, Social Media Manager at Pernod Ricard, this session will look at what brands can do to adopt the right balance for their social media efforts internationally, drawing on Pernod Ricard’s vast experience in managing many sub-brands across multiple territories.
The Salesforce1 Platform offers a rich set of features for engaging higher education audiences including Communities, Chatter, Salesforce1 Platform, custom mobile apps, social listening, etc. In this interactive roundtable discussion, we will talk about the technical benefits and challenges of deploying the Platform in a Higher Ed context, then open up the session for audience contribution/participation. The goal is to share experiences so as to accelerate the deployment of Salesforce1 Platform in higher ed environments, and learn from the innovations introduced by peers.
The document outlines Oracle's cloud computing offerings, including infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS). It notes that Oracle Cloud provides the broadest platform and application offering, is built on industry standards with no required application code changes, and features complete data isolation and integration between services. The cloud is designed like a modern enterprise private cloud for security, flexibility and to work seamlessly with on-premise systems.
Similar to Applying NeuroLeadership Methodologies with Oracle HCM Cloud (20)
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!