The title "Attract, Retain, and Grow Your People: Maximizing Impact and the Importance of Effective Leadership" highlights the essential elements of building a successful organization. By focusing on attracting, retaining, and nurturing talented individuals, companies can expand their influence and achieve meaningful outcomes. Effective leaders play a crucial role in this process, guiding and empowering their teams to reach their full potential. By prioritizing the development of their people, businesses can drive growth, enhance their impact, and create a thriving work environment.
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
Organizations seek to maximize the productivity and profitability of their staff !
Individuals seek satisfaction from their work !
If both can be achieved concurrently , there is a true Win-Win !
The impact of an ‘engaged’ workforce over an ‘unengaged’ one is dramatic
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
Organizations seek to maximize the productivity and profitability of their staff !
Individuals seek satisfaction from their work !
If both can be achieved concurrently , there is a true Win-Win !
The impact of an ‘engaged’ workforce over an ‘unengaged’ one is dramatic
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
Managers are the biggest occupational group in the UK – and
over 800,000 new jobs will be created in management between
2010 and 2017. However, only one in five managers in the UK is
professionally qualified.
The role of Managers in employee engagement : Champions, Saboteurs, Challengers, Prisoners. Discover how Leadership is crucial to drive Transformation : #
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/retrieve.do?tabID=T002&resultListType=RESULT_LIST&searchResultsType=SingleTab&searchType=AdvancedSearchForm¤tPosition=7&docId=GALE%7CA55412182&docType=Column&sort=Relevance&contentSegment=&prodId=AONE&contentSet=GALE%7CA55412182&searchId=R6&userGroupName=oran95108&inPS=true
Building leadership skills
Max Messmer
Strategic Finance. 81.1 (July 1999): p10+.
Copyright: COPYRIGHT 1999 Institute of Management Accountants
http://www.imanet.org
Listen
Abstract:
The latest survey by Robert Half International Inc on 150 executives from the largest US firms indicates that they consider leadership skills the most valuable asset in managers. Reality suggests that leadership is both a natural and acquired skill. Actively nurturing leadership skills in promising employees and providing them with opportunities to further their career will benefit all firms. Five practical steps are suggested that will enable firms to help develop leadership skills among their employees.
Full Text:
An assistant controller for a textile manufacturer in the south was asked recently to assume some of the training and development functions for his department. It was a challenging role for two reasons: The firm was in the midst of significant expansion, including opening additional plants and offices in two nearby states, and turnover has been an issue in recent years. Its rapid growth combined with a higher-than-average employee turnover rate elicited concerns that the company wasn't doing enough to actively develop future leaders.
In a recent Robert Half International survey of 150 executives from the nation's largest companies, leadership skills were identified as the most valued asset in managers. Some believe that leaders are born, not made, while others think that leadership is a quantifiable set of skills and ways of thinking that can be taught. Reality lies somewhere in between. While certain people do appear to have innate management capabilities, there are others who possess an identifiable potential that can be nurtured successfully. Actively cultivating leadership skills among promising staff members ensures that employees groomed to lead and manage have an in-depth knowledge of a firm's processes and long-term goals as well as a feel for its corporate culture.
Once leaders are developed, you don't want them to leave. By fostering an environment in which employees are given the means to enhance their management abilities and to continually expand their responsibilities, companies leave room for career growth, a key motivator and retention tool. Let's investigate five practical steps you can take to help develop leadership skills in your department.
1 Provide formal training. No effective leader can function without an in-depth comprehension of how the organization works. Through orientations and training seminars, you can help each employee understand the significance of his or her function in the ...
The Future of Employee Benefits: Trends to Retain and Attract Top TalentAggregage
https://www.compandbenefitstoday.com/frs/23182614/the-future-of-employee-benefits--trends-to-retain-and-attract-top-talent/email
The employee benefits landscape has changed significantly since the pandemic. As a result, benefits products and services have evolved and will continue to do so. Employee preferences are also evolving. How do you find the balance between equity, diversity, alignment, and affordable benefits? The key to employee retention and attraction in this new era is a holistic approach to your total rewards strategy.
Join Sharell Thomas-Hodge, total rewards director and consultant, for this engaging and informative conversation.
Learning objectives:
• Examine the latest benefits trends and innovations
• Review what best practice actually looks like and how your organization can achieve it
• Explore cost-effective options that provide competitive benefits that will retain and attract talent
Establishing a Culture of Growth w/ Training and DevelopmentExela HR Solutions
This blog talks about steps to develop a learning culture at your workplace and ways you can build a robust training and development program for your employees.
Creating Engagement in a Diverse Workforce - Technology tools to help you eng...HeyEmbedMe
According to the Global Human Capital Trends 2016 report, “employee engage-
ment is a headline issue throughout business and HR.” Fully 85 percent of survey
respondents ranked engagement as a top priority, yet only 46 percent reported that they
were prepared to address engagement challenges.1
One of the drivers behind the focus on engagement — which not only concerns HR,
but also has wider implications for the overall performance of an organization — is
the increasing diversity of today’s workforce. From aspiring Millennials to aging Baby
Boomers — working in a complex mix of full-time, part-time, contingent, temporary,
and contract roles — the 21st-century workforce is more diverse than ever, challenging
organizations to build and support a corporate culture that fosters employee engage-
ment. When you pair this diverse workforce with the growing competition to attract and
retain top talent, it’s easy to see why culture and work environment have become key
drivers of employment brand. No matter the age, status, or position of your employees,
how can your organization effectively engage and inspire today’s diverse workforce?
Modern Performance Management Whitepaper - PaylocityRyan Detillier
Today’s engaged workforce expects constant, real-time feedback on their performance. Is your company equipped for a new way of managing performance? Keep your employees engaged and understand how performance management can improve retention. Paylocity’s new whitepaper identifies new trends in performance discussions and tools. In this whitepaper you will find:
• Where performance management has come from and the direction in which it is heading
• Why today’s trends are essential to employee engagement
• Tips on how to get started on modernizing your performance management processes and systems
Role of Human Resource Management in the Productivity of Private Employeesijtsrd
Because a variety of human resource management HRM practices have an impact on workers performance, the function of employees inside organizations is crucial to their management and survival. Similar to this, the ultimate purpose of HRM is the process of recruiting, developing, and sustaining a competent and energized staff to meet the organizational goals and objectives. In this article, the researcher has made an effort to determine the relevance of HRM, to examine the role that HRM plays in an organizations productivity, and to examine the new challenges that face HRM in the twenty first century. In order to improve productivity and employee performance, the paper advises that HRM practices be properly implemented. The poll revealed that satisfied and happy employees perform better, which makes it easier for management to motivate them and aid the business in achieving its objectives. Sourav Basu "Role of Human Resource Management in the Productivity of Private Employees" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-4, August 2023, URL: https://www.ijtsrd.com/papers/ijtsrd59714.pdf Paper Url:https://www.ijtsrd.com/management/other/59714/role-of-human-resource-management-in-the-productivity-of-private-employees/sourav-basu
Managers are the biggest occupational group in the UK – and
over 800,000 new jobs will be created in management between
2010 and 2017. However, only one in five managers in the UK is
professionally qualified.
The role of Managers in employee engagement : Champions, Saboteurs, Challengers, Prisoners. Discover how Leadership is crucial to drive Transformation : #
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/retrieve.do?tabID=T002&resultListType=RESULT_LIST&searchResultsType=SingleTab&searchType=AdvancedSearchForm¤tPosition=7&docId=GALE%7CA55412182&docType=Column&sort=Relevance&contentSegment=&prodId=AONE&contentSet=GALE%7CA55412182&searchId=R6&userGroupName=oran95108&inPS=true
Building leadership skills
Max Messmer
Strategic Finance. 81.1 (July 1999): p10+.
Copyright: COPYRIGHT 1999 Institute of Management Accountants
http://www.imanet.org
Listen
Abstract:
The latest survey by Robert Half International Inc on 150 executives from the largest US firms indicates that they consider leadership skills the most valuable asset in managers. Reality suggests that leadership is both a natural and acquired skill. Actively nurturing leadership skills in promising employees and providing them with opportunities to further their career will benefit all firms. Five practical steps are suggested that will enable firms to help develop leadership skills among their employees.
Full Text:
An assistant controller for a textile manufacturer in the south was asked recently to assume some of the training and development functions for his department. It was a challenging role for two reasons: The firm was in the midst of significant expansion, including opening additional plants and offices in two nearby states, and turnover has been an issue in recent years. Its rapid growth combined with a higher-than-average employee turnover rate elicited concerns that the company wasn't doing enough to actively develop future leaders.
In a recent Robert Half International survey of 150 executives from the nation's largest companies, leadership skills were identified as the most valued asset in managers. Some believe that leaders are born, not made, while others think that leadership is a quantifiable set of skills and ways of thinking that can be taught. Reality lies somewhere in between. While certain people do appear to have innate management capabilities, there are others who possess an identifiable potential that can be nurtured successfully. Actively cultivating leadership skills among promising staff members ensures that employees groomed to lead and manage have an in-depth knowledge of a firm's processes and long-term goals as well as a feel for its corporate culture.
Once leaders are developed, you don't want them to leave. By fostering an environment in which employees are given the means to enhance their management abilities and to continually expand their responsibilities, companies leave room for career growth, a key motivator and retention tool. Let's investigate five practical steps you can take to help develop leadership skills in your department.
1 Provide formal training. No effective leader can function without an in-depth comprehension of how the organization works. Through orientations and training seminars, you can help each employee understand the significance of his or her function in the ...
The Future of Employee Benefits: Trends to Retain and Attract Top TalentAggregage
https://www.compandbenefitstoday.com/frs/23182614/the-future-of-employee-benefits--trends-to-retain-and-attract-top-talent/email
The employee benefits landscape has changed significantly since the pandemic. As a result, benefits products and services have evolved and will continue to do so. Employee preferences are also evolving. How do you find the balance between equity, diversity, alignment, and affordable benefits? The key to employee retention and attraction in this new era is a holistic approach to your total rewards strategy.
Join Sharell Thomas-Hodge, total rewards director and consultant, for this engaging and informative conversation.
Learning objectives:
• Examine the latest benefits trends and innovations
• Review what best practice actually looks like and how your organization can achieve it
• Explore cost-effective options that provide competitive benefits that will retain and attract talent
Establishing a Culture of Growth w/ Training and DevelopmentExela HR Solutions
This blog talks about steps to develop a learning culture at your workplace and ways you can build a robust training and development program for your employees.
Creating Engagement in a Diverse Workforce - Technology tools to help you eng...HeyEmbedMe
According to the Global Human Capital Trends 2016 report, “employee engage-
ment is a headline issue throughout business and HR.” Fully 85 percent of survey
respondents ranked engagement as a top priority, yet only 46 percent reported that they
were prepared to address engagement challenges.1
One of the drivers behind the focus on engagement — which not only concerns HR,
but also has wider implications for the overall performance of an organization — is
the increasing diversity of today’s workforce. From aspiring Millennials to aging Baby
Boomers — working in a complex mix of full-time, part-time, contingent, temporary,
and contract roles — the 21st-century workforce is more diverse than ever, challenging
organizations to build and support a corporate culture that fosters employee engage-
ment. When you pair this diverse workforce with the growing competition to attract and
retain top talent, it’s easy to see why culture and work environment have become key
drivers of employment brand. No matter the age, status, or position of your employees,
how can your organization effectively engage and inspire today’s diverse workforce?
Modern Performance Management Whitepaper - PaylocityRyan Detillier
Today’s engaged workforce expects constant, real-time feedback on their performance. Is your company equipped for a new way of managing performance? Keep your employees engaged and understand how performance management can improve retention. Paylocity’s new whitepaper identifies new trends in performance discussions and tools. In this whitepaper you will find:
• Where performance management has come from and the direction in which it is heading
• Why today’s trends are essential to employee engagement
• Tips on how to get started on modernizing your performance management processes and systems
Role of Human Resource Management in the Productivity of Private Employeesijtsrd
Because a variety of human resource management HRM practices have an impact on workers performance, the function of employees inside organizations is crucial to their management and survival. Similar to this, the ultimate purpose of HRM is the process of recruiting, developing, and sustaining a competent and energized staff to meet the organizational goals and objectives. In this article, the researcher has made an effort to determine the relevance of HRM, to examine the role that HRM plays in an organizations productivity, and to examine the new challenges that face HRM in the twenty first century. In order to improve productivity and employee performance, the paper advises that HRM practices be properly implemented. The poll revealed that satisfied and happy employees perform better, which makes it easier for management to motivate them and aid the business in achieving its objectives. Sourav Basu "Role of Human Resource Management in the Productivity of Private Employees" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-4, August 2023, URL: https://www.ijtsrd.com/papers/ijtsrd59714.pdf Paper Url:https://www.ijtsrd.com/management/other/59714/role-of-human-resource-management-in-the-productivity-of-private-employees/sourav-basu
Responsible Individual Training fostercare- F5 Foster Care UKThe Pathway Group
Responsible Individual Training for Foster Care provided complimentary by Safaraz Ali
www.safaraz.co.uk
Responsible Individual Training fostercare- F5 Foster Care UK
Responsible Individual Training UK"
"Foster Care Professional Development"
"Accredited Foster Care Training"
"Diversity in Foster Care"
"Inclusive Foster Care Training"
"F5 Foster Care UK Training"
"Foster Care Skills Enhancement"
"Leadership in Foster Care"
"Foster Care Excellence Programs"
"Equity in Foster Care Education"
RI Training
Responsible Individual Training for Foster Care
the original content of the 1973 TPS manual1 was written by
the staff2 of Toyota Motor Corp. (OMCD - Operations Management Consulting Division.
By 1970, Toyota had a fairly stable production system internally and they made a decision to
assist suppliers by sharing their knowledge and skills. To do this, Toyota created a special
internal improvement group called Production Research Division (later renamed Operations
Management Consulting Division – OMCD)
his 1973 manual was also used as course materials by Ohno and his team – the Japanese
Management Association compiled their workshop materials and released it as a book in the
1978. Productivity Press translated it and released it as Kanban: Just-in-time at Toyota in
1986. While much of the Productivity Press book consists of the same materials as the 1973
TPS Manual, it is not presented in the same order.
Multicultural-Apprenticeship-Awards-2023-Compressed-Brochure.pdfThe Pathway Group
Celebrating Talent & Diversity
The Multicultural Apprenticeship Awards recognises multicultural British apprentices, their employers, and learning providers.
2023 Multicultural Apprenticeship Award winners revealed in Birmingham Ceremony
Empowering The Nation - White Paper
This is the white paper what was written to go along with the Peer Meet up event that was conducted on the 13th October. This covers about unleashing potential in the employability and skills sector, the power of partnership working, the current landscape of the sector and where it might be going in the next 12-18 months.
Peer Meetup by Safaraz Ali 13.Oct.2023
Powerpoint from the peer meet up online networking webinar that was conducted on the 13th October 2023. This covered topics such as recruitment, AI and the funding landscape.
Peer Meetup by Safaraz Ali 13.Oct.2023
Powerpoint from the peer meet up online networking webinar that was conducted on the 13th October 2023. This covered topics such as recruitment, AI and the funding landscape.
A Guide to Apprenticeships for the Higher Education Sector.pdfThe Pathway Group
A Guide to Apprenticeships for the Higher Education Sector.pdf
A guide to apprenticeships which is detailed to be about the higher education sector. Covers many topics such as: what is an apprenticeship and how they work, regulatory bodies, end-point assessments, delivery styles and how to keep up-to-date with industry changes.
All Matters Regulatory - Apprenticeship Training Material - Pathway Group.pdfThe Pathway Group
All Matters Regulatory - Apprenticeship Training Material - Pathway Group.ppt
A powerpoint talking about the regulatory bodies when it comes to apprenticeships, along with what they do and how they work.
All Matters Regulatory - Apprenticeship Training Material - Pathway Group.pptThe Pathway Group
All Matters Regulatory - Apprenticeship Training Material - Pathway Group.ppt
A powerpoint talking about the regulatory bodies when it comes to apprenticeships, along with what they do and how they work.
End-Point Assessment Organisations EPAOs - Apprenticeship Training Material -...The Pathway Group
End-Point Assessment Organisations EPAOs - Apprenticeship Training Material - Pathway Group.ppt
A presentation detailing the role that End-point assessment organisations play in apprenticeships, along with how to choose the right one for your company/training provider.
End-Point Assessment Organisations EPAOs - Apprenticeship Training Material -...The Pathway Group
End-Point Assessment Organisations EPAOs - Apprenticeship Training Material - Pathway Group.ppt
A presentation detailing the role that End-point assessment organisations play in apprenticeships, along with how to choose the right one for your company/training provider.
How Apprenticeships Work & Why They Work - Apprenticeship Training Material -...The Pathway Group
How Apprenticeships Work & Why They Work - Apprenticeship Training Material - Pathway Group
A powerpoint detailing about what exactly an apprenticeship is and why they have been working over the time that they have been introduced
How Apprenticeships Work & Why They Work - Apprenticeship Training Material -...The Pathway Group
How Apprenticeships Work & Why They Work - Apprenticeship Training Material - Pathway Group
A powerpoint detailing about what exactly an apprenticeship is and why they have been working over the time that they have been introduced
The World of Learning - Apprenticeship Training Material - Pathway Group.pptThe Pathway Group
The World of Learning - Apprenticeship Training Material - Pathway Group
A powerpoint which covers topics such as different learning and teaching styles, along with delving into what they are and the advantages of them.
The World of Learning - Apprenticeship Training Material - Pathway Group.pdfThe Pathway Group
The World of Learning - Apprenticeship Training Material - Pathway Group
A powerpoint which covers topics such as different learning and teaching styles, along with delving into what they are and the advantages of them.
How Independent Training Providers (ITPs) can survive and thrive in an inflat...The Pathway Group
The attached
white paper has been produced to help Independent
Training Providers (ITPs) negotiate the
uncertain economic and policy terrain.
We have a simple goal – to offer helpful
information to training providers to help
them survive and deliver what the UK needs –
a skilled, successful and happy workforce.
Pakistani Report: Understanding the Needs and Wants of the Pakistani Population in Birmingham
A grassroots community initiative to inspire initiatives for Pakistanis living in Birmingham.
NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
www.nidmindia.com
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
Attract, Retain, and Grow your people to grow your impact and the role of leaders
1. 20
Attract, Retain, and Grow your people
to grow your impact and the role of
leaders
people’s needs.
One of the biggest effects of the pandemic on the
workforce was that it brought attention to
work/life choice debates leading to employee's re-
evaluation of career and life choices, its effect is
the massive resignation in the workplace. This
occurrence is now commonly referred to as “the
great resignation.”
New research by the Charted Institute of
Personnel and Development (CIPD) and University
of Birmingham shows that more than 6.5m
workers in the UK plan to leave their jobs by 2023.
Further information reveals that while better pay
and benefits are some of the top reasons, people
are also in search of job satisfaction and a better
work/life balance. This places a lot of
responsibility on leadership as it is no longer
enough to focus on offering job quality but
addressing employee engagement, prioritising
their needs in areas such as personal
development, career progression, better work-life
balance and increased job satisfaction are no
longer negotiable in attracting, retaining and
growing a successful team.
Attracting the right set of employees remains one
of the driving forces behind any successful
business. While recruitment can be a minefield
n today's post-pandemic world, leaders in
businesses must be at the very least be
better than average when it comes to
meeting their
I
and getting the right set of people does not
usually happen by chance, but with deliberately
designed methods organisational leadership
can build a strong business culture by defining
what they allow and encourage thereby setting
the organisation apart.
Some of the ways an organisation can attract
people are:
Remote workplace – with the world of work
changing with so many employees requesting
remote working schedules, employers have
been forced into accepting the new way of
working. This is vital for the sake of attracting
and retaining new hires.
Inclusion & Diversity – building an inclusive
work environment is significant as it reflects
the willingness and openness of leadership to
build a culturally diverse team. Organisations
with high-level of racial diversity have been
proven to be more innovative and effective as
representation is often highlighted to be critical
in building a wholesome organisation. In
addition, ensuring greater diversity among
leadership teams positions the organisation as
culturally diverse and accommodating. Despite
the importance of having a culturally diverse
team, only 66% of black employees said they
feel included in their teams compared to 70%
of white employees Race at Work Survey
20181
. Further research has shown that
Safaraz Ali FIEP
Chief Executive
Pathway Group
@SafarazAli
linkedin.com/in/safaraz/
facebook.com/SafarazAli/
safaraz.co.uk
2. 21
employees from a BAME (Black Asian Minority
Ethnic) group background do not have access to
the contacts, networks or prospects required to
successfully climb the career ladder. This
limitation has led to a lack of significant BAME
role models in leadership and management
positions.
Flexible recruitment – businesses must be open
to having a good mix of staff blend. While
experienced hires tend to immediately add value
to the organisation and have their impact felt they
are also cost effective as the employer saves on
training costs. However, a common challenge
with experienced hires is adaptability. As a result
of exposure to diverse organisational cultures
they often find themselves struggling to adapt to
the core values of their new organisation,
especially if it vastly differs from what they are
accustomed to. In addition, they might not be
open to innovative ideas and thinking but stick to
what they are used to. To create a good balance
leaders should explore creative ways of
expanding a team such as work experience
placements; this involves giving an opportunity to
college students to experience the work
environment for a short duration. Other options
include internships and apprenticeships. While
internships are typically offered to university
students to supplement their studies,
apprenticeships involve having a candidate that
will work for 1 – 5 years alongside external study
to earn a qualification. The apprenticeship route
into the workplace has gained momentum and
has witnessed a 14.1% increase from 2020/21.
Building a visible and credible brand - in today’s
world social media has become integral to
building brand visibility and credibility. The
internet has become the first point of contact
for many in meeting and associating with a
brand, this is making it easier for people to
relate, connect and build relationships with
brands they feel aligns with their values. It is no
longer enough to be known but equally
important is what your brand represents with
regards to Environmental, Social and
Governance considerations. According to 2022
Edelman Trust Barometer 60% of employees say
they want their CEO to speak out on
controversial issues they care about. This is
indicative of the importance placed on
alignment of personal values and type of
societal leadership.
Employee retention is a task championed by
senior leadership and cascaded from top to
bottom to drive effectiveness. This is because
leaders set the tone for employees to feel
included in a team and these set standards for
retention. In a recent survey of over 6000 UK
workers conducted by the CIPD Good Work
Index, it was discovered that one in five (20%)
say it is likely they will leave their current jobs in
the next 12 months, compared with 16% in
2021. When asked why they left their previous
employer, one in five people (21%) said “being
unhappy with the leadership of senior
management”. This supports the saying that
“people don’t leave organisations; they leave
bad managers.” After investing time and
resources to attract quality employees to join
the team, you must empower, enrich, and keep
them engaged.
Kevin Ellis, chairperson, and senior partner at
PwC UK, said: "The economic outlook may be
uncertain, but it would be premature to call the
end of the Great Resignation.” Highly skilled
workers are in hot demand and employers can't
be complacent. "It's not just about keeping the
most talented workers happy - our data
highlights the need and opportunity to create
new talent and ensure no one gets left behind.
‘When asked why they left their
previous employer, one in five people
(21%) said ‘being unhappy with the
leadership of senior management’.‘
https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/746970/BITC_Race
_At_Work_Report.pdf
3. 22
‘While hard skills are necessary in the
workplace, soft skills remain the
missing link that can make a
difference between good and bad
leadership.’
To avoid having high attrition rates,
organisations must invest in developing
leadership skills and character not only in
senior management but across all managers
and leadership levels to produce leaders who
can provide sense of purpose and strong
values that employees need to stay focused.
Some of the ways to drive workplace
engagement are:
Workplace training - equipping managers and
leaders with the necessary tools to identify
skill gaps and assist team members to close
these gaps. This makes employees feel
connected to the organisation which
strengthens the leadership and aids retention.
It also empowers them to easily identify
employees showing signs of fatigue, tiredness
or illness and help them through the
challenges thereby ultimately saving work lost
due to sickness and increasing productivity.
Healthy environment - prioritising mental
health in the workplace by embedding mental
wellness as a key part of the organisational
culture. This empowers employees to feel
open to discuss mental health challenges
thereby taking control of their wellbeing. While
hard skills are necessary in the workplace, soft
skills remain the missing link that can make a
difference between good and bad leadership.
The application of soft skills such as
communication, conflict resolution and
empathy in the workplace helps promote
emotional intelligence which contributes
towards building a healthy work environment.
Build careers and not just jobs - it is no longer
enough to offer jobs but empower employees
to build careers. Leaders should get to know
their employees, support, and encourage them
to attain both professional and personal goals.
This lays the foundation for developing or
building a solid team which might seem like a
huge investment in both time and money but
promotes retention. It equally sets the
employee up for success.
Recognition and reward system - when people
are doing well at work but never get any
positive reinforcement, they often feel less
encouraged to achieve. Giving constructive and
impactful feedback often serves as a major
motivation for employees to do more and be
more. Rewarding employees who have
achieved exceptional achievements and
milestones also serves as motivation for others
to try to do and be more.
Lastly, growth is an integral part to business
sustainability, every successful business knows
that lack of growth will lead to business
stagnation.
Continuous learning - this is without a doubt a
major necessity for business growth but
unfortunately is often neglected by employers
because of the time and cost involved.
However, it can be tailored to suit the specific
needs of the individual and in line with the
organisation's needs. It encourages internal
collaborations and creates a flexible and save
learning environment for employees thereby
increasing productivity.
Mentorship - mentorship remains one of the
best ways to pass on experience and raise
performance. It forms a support and
development system for both the mentor and
mentee where they can constantly learn from
each other from their day-to-day tasks.
2
https://www.edelman.com/sites/g/files/aatuss191/files/2022-01/Trust%2022_Top10.pdf
3
“The Greater Good - Volume 1, Issue 4 - Benefit Corporations for Good”
4
https://www.cipd.co.uk/knowledge/work/trends/goodwork
5
https://www.independent.co.uk/life-style/employees-work-switch-jobs-b2086277.html
4. 23
This supports and promotes organisational
culture, facilitates continuous improvements,
and allows for a cycle of feedback.
Performance management - performance
measurement is critical to organisational
growth. Using quantitative data to highlight the
business performance helps highlight the key
performance indicators that are been
measured. Sharing this data with the team
allows each employee to see how their role
feeds into the overall business goals. It is also
imperative that the set goals are SMART
(specific, measurable, achievable, relevant, and
time-bound); this allows for objectivity and
transparency.
Teamwork - to foster organisational growth, its
important clear goals are set, with this the
team can come together as one to achieve its
goals. The popular saying by Helen Keller,
“Alone we can do so little; together we can do
so much” aptly summarises the aim of
teamwork. Teamwork is the foundation for
organisational growth.
Leadership today requires a lot of introspection
and redefinition as the pandemic introduced
new expectations for both employers and
employees. People have become the new
priority as employers struggle to attract and
retain employees to drive business growth. As
stated by Unilever on their website, “Traditional
employer-employee dynamics are no longer fit
for either individuals or businesses… We are
breaking the employment mold to create new
ways of working that suit our business and our
people.”
To stay relevant and keep winning many
leaders today must leave their comfort zone
and alter their perceptions of what leadership
is all about. They must refocus on strategies
that reflect the new workplace reality to build a
winning team.
ABOUT THE AUTHOR
Safaraz Ali FIEP | Chief Executive | Pathway
Group
Safaraz is a social entrepreneur and is the co-
founder and CEO of Pathway Group, in
addition to being chairman of a domiciliary
care company and a foster care enterprise.
After a career in the public and private sectors,
working in financial services, Safaraz decided
he wanted to go into business and make a
difference.
He is founder of the Multicultural
Apprenticeship Awards and the Multicultural
Apprenticeship Alliance that encourages
minority communities that are
underrepresented in the take up of
apprenticeships, to follow this route into work.
Amongst other responsibilities, Safaraz
actively writes "Canny Bites, " quick,
informative, & impactful bites of business
wisdom and has his own Podcast titled 'Canny
Conversations’. Safaraz is a Fellow of the IEP
and a Board Member of ERSA.
‘People have become the new priority
as employers struggle to attract and
retain employees to drive business
growth.’