Brieden Resume
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This document summarizes the skills and experience of Laura Brieden, including over 23 years of experience in the electric utility industry focused on strategic planning, communication, talent management, cultural change management, training, leadership, and organizational development. She has assisted in recovery efforts at nuclear power plants and has experience facilitating strategic business planning teams.
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Organizational development involves planned and systematic efforts to bring about positive and sustainable change within an organization. For personality development classes, visit - sanjeevdatta.com
Blink Consulting Presentation 2011
Blink Consulting provides concise summaries to understand documents quickly. The document discusses how organizations can improve results by mobilizing and developing people. It explains that Blink Consulting helps clients with human resources strategies in four areas: organizing structures, aligning people with strategies, managing performance, and developing skills. The overall message is that empowering people and continuous learning are keys to exceptional organizational results.
Balancing Experience And Potential To Make The Right Leadership Hires.pdf
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Discover how to balance experience and potential to make the right leadership hires. Learn practical tips for making the right decisions, or leave the task to one that tops the list of leadership hiring companies in India.Tami Johns resume
Tami D. Johns is a talent and leadership development professional with over 25 years of experience in organizational development, project management, and training. She has held positions at several large companies leading initiatives in talent management, succession planning, leadership development, process improvement using Lean Six Sigma, and change management. Her expertise includes facilitation, coaching, assessment tools like 360 reviews, and developing learning programs.
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This document discusses the fundamentals of management including the key management processes of planning, organizing, leading, and controlling. It defines each process and explains that management involves achieving organizational goals. Additionally, it examines management roles, skills, and competencies needed for successful managers including conceptual, interpersonal, technical, and political skills. Finally, it notes that management relates to and draws from other disciplines like economics, psychology, and sociology.
225C H A P T E R 12 PORTER NOVELLI .docx
225
C H A P T E R
12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “ results - based ” Leadership Pipeline approach to create a per-
formance management system in a professional service fi rm.
Introduction
Business Diagnosis and Assessment
Feedback
Program Design Considerations
Program Implementation
Design Considerations
Chosen Approach, Format Development, and Introduction
Performance Management System Development
Tailored Leadership Pipeline Development
Evaluation
Business Results
Employee Climate Survey Results
Turnover Results
Anecdotal Evidence
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c12.indd 225c12.indd 225 10/30/09 5:39:50 PM10/30/09 5:39:50 PM
226 Best Practices in Talent Management
INTRODUCTION
The Drotter results - based approach is tailored to a professional services fi rm structure
and applied in the development of a performance management system aligned with the
business ’ s strategy. Drotter ’ s Leadership Pipeline approach is implemented, with
the full performance defi nitions for each leadership level in the tailored pipeline
becoming the basis for a new organization - wide performance management applica-
tion. The Drotter full performance defi nitions subsequently become the “ source code ”
for selection, talent management, and training planning applications. The focus of this
paper is the fi rst application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications fi rm, undertook a
fundamental strategic assessment and visioning process to guide it through the next
fi ve years. The fi rm ’ s CEO, president, and chief strategy offi cer led this process. The
vision focused on a new approach to client account planning, a more client - centric
structure, and a greater emphasis on operating interdependence between the globally
dispersed offi ces in the service of multinational clients. It was felt that these three ini-
tiatives would dramatically increase the fi rm ’ s capacity to win and grow large, com-
plex, and geographically dispersed client accounts — the fi rm ’ s strategic market target.
The senior management group identifi ed the need to upgrade and align human
resources management processes to successfully communicate and implement the new
business strategy. The fi rm proceeded to hire a chief talent offi cer (CTO) to assist in
the strategy implementation effort by designing and installing a more systematic,
business - focused human resources management process.
In the CTO ’ s opinion, the vision implementation challenge centered on creating
the highest possible level of employee engagement with the vision in the short term —
by providing people throughout the fi rm with a clear, specifi c understanding of what
the business strategy meant for them.
His metaph ...
Turn to achievement with coaching
The document discusses coaching and its role in developing leadership. It provides information on:
1) Coaching helps leaders gain clarity, expand their options, and make choices to develop themselves and achieve their goals. Coaching focuses on learning, not telling people what to do.
2) There are different types of coaching including individual, group, team, and peer coaching. Coaching can support training, transitions, and addressing health and work-life balance concerns.
3) Effective coaching promotes trust, active questioning, listening, providing feedback, and creating an environment for positive outcomes like increased motivation, clarity, productivity, and responsibility.
Jennifer Rodriguez Resume 2015
Jenn Rodriguez has over 15 years of experience in customer service, management, and workforce management. She has held roles such as CSR, floor controller, WFM data analyst, and team leader. Her skills include interpersonal communication, management and leadership, critical thinking, planning and organization, and systems analysis. Her most recent role was as a WFM data analyst at MonaVie from 2014-2015 where she was responsible for workforce strategy, efficiency analysis, scheduling, and variance management. Prior to that she held CSR and leadership positions at Convergys from 2001-2013. She received her GED and welding certification from Weber Basin Job Corp in 1999.
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Brieden Resume
- 1. BRIEDEN, LAURA 56 Cranberry Court | 979-216-8722| llbrieden@yahoo.com SUMMARY TALENTMANAGEMENT,CHANGE,LEADERSHIP ANDORGANIZATIONAL DEVELOPMENT Over 23 years of experienceintheelectricutility industry asaprofessional and leader with focused experienceinstrategic planning,communication,integrated talentmanagement, cultural changemanagement, training, leadership,and organizational development. SKILLS & COMPETENCIES Consulting▪ Mentoring▪ Coaching▪ ProjectManagement▪ Facilitation▪ Employee Engagement▪ Presentations/EffectiveCommunication ▪ Guideline/Policy Development▪ ProcessImprovement▪ ChangeManagement▪ Strategic Planning▪ PerformanceManagement ▪ Analysis▪ Budgeting▪ ContractManagement▪ AdultLearning Development& Implementation ▪ Succession Planning▪ Decision Making▪ ProblemResolution ▪ Managing& MeasuringWork ▪ ConflictResolution ▪ Verbal and Written Communication ▪ Motivating Others ACCOMPLISHMENTS · Assisted in recovery effortsresultingfromtheNuclearRegulatory Commission Diagnostic Evaluation Teamrequiringsignificantcultural changeby helpingcreate, establish,and sustaina Leadership Model and CoreValuesfor STP NuclearOperatingCompany. · Assisted in two accredited trainingprogramprobationrecoveryexperiences requiring significantrestructureof proceduresandtraining resultinginreaccreditation. · Contributionsreferenced intwo books on cultural changeandinitiativesof STP. “ChangeFriendly Leadership”- Dr.Roger Dean Duncan “Nuclear Energy Leadership (Lessons Learned fromU.S. Operators)” - Mary Jo Rogers · Featured as a guestspeaker and served on numerous assessmentpanelsin community and industryforums. · Facilitated Strategic BusinessPlanningTeamfor Strategic Teamingand ResourceSharing (STARS), an industry alliancewith fivenuclearpower plants. · Recipientof NuclearEnergy Institute’s Top Industry PracticeAward for VisionandLeadership for KnowledgeTransfer and Diversity RecruitmentPractices. · Served in variousleadership rolesfor theAmerican Cancer Society over thecourseof 14 years up to an includingtheHigh PlainsDivisionCommunity EngagementCommittee, assistingwith identification,developmentandimplementation of strategicprograms, processes,and trainingto strengthen community engagementacross6 States including: Texas,Hawaii,Oklahoma,Nebraska,Missouri,and Kansas. Lead STP NuclearOperating Company in corporateparticipationand won theprestigiousSpiritof HopeAward (twice). Chaired thelocal Relayfor Lifeevent3 years,morethan doublinggrowth andparticipation in the local community through theuseof FacilitativeLeadershipskills and principles.
- 2. Page2 EXPERIENCE 1992-Current STP Nuclear Operating Company · 23+years of progressiveexperiencein nuclearpower of which14 yearsincluded supportingorganizational health,talentmanagement,human resource,leadership and organizational developmentinitiatives.Seven years leadershipexperienceandtwo years priorleadership experiencein thebankingindustry.Additional leadership experiencewith theAmerican Cancer Society. · Ability to consultwith managementon performance,organization,and leadership matters. · Conductassessmentsto determinemeasures required to enhanceperformance. Facilitatehigh level teams,and develop businessstrategies. · Performassessments of overall performanceincludingORsurvey,attributes of high performingnuclearorganizations,and nine-blockorganizational toolsalongwith managementalignmenttoolsand meetingobservations. · Ability to shapeandinfluenceworker behaviorsby partneringwith colleagues to design,develop,and implementstrategiesfor improvement. · Conductanalyses to identifyskills and knowledgegapsrequired for operational and financial excellence.Responsiblefor trainingof over 200leaders. · Partner with linemanagementto identifyhighpotential candidates,perform assessments,and develop talentleveraginga 70-20-10 approach (70%special tasks/assignments,20%coaching/mentoring,10%formal training). · Lead continuousimprovementefforts andcultural changeinitiatives.(Providetraining for FacilitativeLeadership,Crucial Conversations,OzPrincipleAccountability Training) · Responsiblefor developmentandimplementation of supporting strategiesto attract, retain,and engagetalent. (EmployeeEngagementCouncil& Recognition program) · Set and lead strategy andimplementation activities fororganizational learningand knowledgemanagement. (SystematicApproach to Training& ADDIE) · Ability to communicateeffectivelywith all levelsof theorganization.Serveas Media RelationsManager for Emergency ResponseOrganization. 1981-1992 First HeightsBank(PreviouslyBayCityFederalSavings& Loan) · 10+years of progressiveexperiencein thebankingindustry.Thelasttwo yearswere served as BranchManager.Thebranchdoubled in assetswithin thefirstyearof taking on the Branch Manager position. EDUCATION 2009 Bachelorof ScienceDegree,BusinessManagement, University of Phoenix Certifications: Instructor –National Academy for Nuclear Training (Previously Certified) Interaction Associates –Essential Facilitationand FacilitativeLeadership (Certified) VitalSmarts –Crucial Conversations(Certified) Insights DiscoveryAssessments(Certified) Partners in Leadership–OzPrincipleAccountability (Certified) Global Career DevelopmentFacilitator(GCDF) –Pendingreinstatement Korn-Ferry –Lominger Competencies –Leadership Architect,viaEdge,and Choices Architect(Certified) Human Capital Institute- Human Resources BusinessPartner(Certified)