This document provides an overview of an executive coaching program and framework. It includes details on the coaching process such as pre-work options, kick-off meetings, monthly sessions focused on goal setting, development planning, reviewing progress, and end reviews. It also summarizes a research paper on the role of coaching in fostering exploration and exploitation. The paper found that coaching can help leaders balance behaviors that support exploitative learning with those that encourage exploratory learning and new ideas. A profile of the author is included, highlighting their experience in executive coaching, leadership simulations, and publications.
This is the presentation designed for the guest lecturing on 'Strategic HRM' at Moray House School of Education, University of Edinburgh in Nov. 2010. The content was prepared by Bing Wu Berberich (previously known as Bing Tate).
Talent management and performance management serve two very different purposes. The former is about recruiting, retaining and rewarding employees, while the latter is a more niche examination of employee performance using metrics and feedback.
For more content like this, check out Acorn Labs: http://acornlabs.education/
1. The business case for leadership development.
2. Why mentoring can be more effective than other leadership development techniques.
3. Steps for launching a mentoring program for leadership development.
4. Client case study of mentoring for leadership development.
L&D involves the acquiring of knowledge to better perform existing or new skills in the workplace. Typically under the arm of human resources, each organisation needs a solid L&D strategy that builds on an end goal by using a variety of best fitting approaches.
For more content like this, check out Acorn Labs: http://acornlabs.education/
This is the presentation designed for the guest lecturing on 'Strategic HRM' at Moray House School of Education, University of Edinburgh in Nov. 2010. The content was prepared by Bing Wu Berberich (previously known as Bing Tate).
Talent management and performance management serve two very different purposes. The former is about recruiting, retaining and rewarding employees, while the latter is a more niche examination of employee performance using metrics and feedback.
For more content like this, check out Acorn Labs: http://acornlabs.education/
1. The business case for leadership development.
2. Why mentoring can be more effective than other leadership development techniques.
3. Steps for launching a mentoring program for leadership development.
4. Client case study of mentoring for leadership development.
L&D involves the acquiring of knowledge to better perform existing or new skills in the workplace. Typically under the arm of human resources, each organisation needs a solid L&D strategy that builds on an end goal by using a variety of best fitting approaches.
For more content like this, check out Acorn Labs: http://acornlabs.education/
A Blueprint For An Ideal HR Model-.V.RaghunandanSVS College
An attempt is made to evolve an HR model different from the Western model as presented in a guest lecture delivered by B.V.Raghunandan at Alva's College, Moodbidre in India
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
ROOM 2- Achieving Business Goals via HR Strategies - RMIT VNVietnam HR Summit
Please note that this presentation is not to be used for any training, consulting or commercial purposes as its content is copyrighted or belonged to the Vietnam HR Summit Speakers/ relative organizations.
Planning ahead when identifying and developing new leaders makes it possible to achieve an expected outcome in transitional times.
The quality of any organization's output is directly related to the quality of its leadership.
Strategic Human Resource Management Lecture 8RECONNECT
This is the lecture 8 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
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Global CEOs have recently said leadership development is their number one concern. Why is leadership development such a challenge? Many organizations spend too much on training that does not produce behavior change. Coaching can produce behavior change, but without comprehensive assessment, coaching can be quite inefficient and can produce the wrong behaviors. The most cost-effective leadership development programs integrate assessment, blended learning, and coaching.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
Strategic Human Resource Management Lecture 9RECONNECT
This is the lecture 9 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
Rights are reserved for this presentation. Please inbox 1st to get permission to use this
A Blueprint For An Ideal HR Model-.V.RaghunandanSVS College
An attempt is made to evolve an HR model different from the Western model as presented in a guest lecture delivered by B.V.Raghunandan at Alva's College, Moodbidre in India
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
ROOM 2- Achieving Business Goals via HR Strategies - RMIT VNVietnam HR Summit
Please note that this presentation is not to be used for any training, consulting or commercial purposes as its content is copyrighted or belonged to the Vietnam HR Summit Speakers/ relative organizations.
Planning ahead when identifying and developing new leaders makes it possible to achieve an expected outcome in transitional times.
The quality of any organization's output is directly related to the quality of its leadership.
Strategic Human Resource Management Lecture 8RECONNECT
This is the lecture 8 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
Rights are reserved for this presentation. Please inbox 1st to get permission to use this
Global CEOs have recently said leadership development is their number one concern. Why is leadership development such a challenge? Many organizations spend too much on training that does not produce behavior change. Coaching can produce behavior change, but without comprehensive assessment, coaching can be quite inefficient and can produce the wrong behaviors. The most cost-effective leadership development programs integrate assessment, blended learning, and coaching.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
Strategic Human Resource Management Lecture 9RECONNECT
This is the lecture 9 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
Rights are reserved for this presentation. Please inbox 1st to get permission to use this
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
How to Make Awesome SlideShares: Tips & TricksSlideShare
Turbocharge your online presence with SlideShare. We provide the best tips and tricks for succeeding on SlideShare. Get ideas for what to upload, tips for designing your deck and more.
Human Network is a leading edge leadership and talent development consulting firm. Our core areas of expertise include Leadership
development, Executive Coaching and Custom interventions designed to build critical competencies for success and accelerate performance.
To know more about how we can partner with you to build the right
capability building architecture to drive performance,
log on to www.human-network.in
Chapter 9Employee Development and Career Management MGT 484.docxmccormicknadine86
Chapter 9
Employee Development and Career Management
MGT 484
Recap:
What is Training & Development?
Training
An organization’s planned effort to facilitate employees’ learning of job-related competencies.
Focuses on the current, typically required, not formally tied to career progression
Development
Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future.
Focuses on the future, typically voluntary, goal is for future career progression
Career Paths
Recently, changes such as downsizing and restructuring have become the norm, so the concept of a career has become more fluid than the traditional view.
Today’s employees are likely to have a protean career, one that frequently changes based on changes in the person’s interests, abilities, and values in the work environment.
3
Traditional Career
A career characterized by consistency with one organization and involves a series of promotions up the corporate ladder
Ex. Assistant Associate Full professor
Protean Career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
To remain marketable, employees must continually develop new skills
Aspects of Protean Career
Emphasizes psychological success rather than vertical success
Lifelong series of identity changes and continuous learning
Job security replaced by the goal of employability
Sources of development are work challenges and relationships, not necessarily training & retraining
The new career is not a pact with the organization; it is an agreement with oneself and one’s work
Focus on learning metaskills
Psychological success: Feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work
Metaskills: Learning how to learn (i.e., how to develop self-knowledge and adaptability)
Quick Think: Text 37607
An employee starts out as a sales person, becomes an account manager, is promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?
11930 Protean
11931 Traditional
11933 Developmental
11934 Dead end
Development Planning
(Career Management) Systems
Systems to retain and motivate employees by identifying and helping to meet their development needs.
Self-Assessment: Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
Reality Check: Information employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plans
Goal Setting: Process of employees developing short- and long-term development objectives
Action Plan: A written strategy that employees use to determine how they will achieve their short- and long-term career goals
Steps and Responsibilities in the Development Planning Process1.
Self-Assessment2.
Reality Check3.
Goal Setting4.
Action Plann ...
Chapter 9Employee Development and Career Management MGT 484TawnaDelatorrejs
Chapter 9
Employee Development and Career Management
MGT 484
Recap:
What is Training & Development?
Training
An organization’s planned effort to facilitate employees’ learning of job-related competencies.
Focuses on the current, typically required, not formally tied to career progression
Development
Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future.
Focuses on the future, typically voluntary, goal is for future career progression
Career Paths
Recently, changes such as downsizing and restructuring have become the norm, so the concept of a career has become more fluid than the traditional view.
Today’s employees are likely to have a protean career, one that frequently changes based on changes in the person’s interests, abilities, and values in the work environment.
3
Traditional Career
A career characterized by consistency with one organization and involves a series of promotions up the corporate ladder
Ex. Assistant Associate Full professor
Protean Career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
To remain marketable, employees must continually develop new skills
Aspects of Protean Career
Emphasizes psychological success rather than vertical success
Lifelong series of identity changes and continuous learning
Job security replaced by the goal of employability
Sources of development are work challenges and relationships, not necessarily training & retraining
The new career is not a pact with the organization; it is an agreement with oneself and one’s work
Focus on learning metaskills
Psychological success: Feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work
Metaskills: Learning how to learn (i.e., how to develop self-knowledge and adaptability)
Quick Think: Text 37607
An employee starts out as a sales person, becomes an account manager, is promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?
11930 Protean
11931 Traditional
11933 Developmental
11934 Dead end
Development Planning
(Career Management) Systems
Systems to retain and motivate employees by identifying and helping to meet their development needs.
Self-Assessment: Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
Reality Check: Information employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plans
Goal Setting: Process of employees developing short- and long-term development objectives
Action Plan: A written strategy that employees use to determine how they will achieve their short- and long-term career goals
Steps and Responsibilities in the Development Planning Process1.
Self-Assessment2.
Reality Check3.
Goal Setting4.
Action Plann ...
This PowerPoint presentation, titled "HR for Non HR: Learning & Development (L&D)," is designed to provide non-HR professionals with an understanding of the significance and components of L&D in the workplace. The deck covers topics such as the importance of acquiring new skills, the ongoing process of enhancing individual and organizational performance, and key facts highlighting the value of L&D. It also delves into the components of learning and development, including learning, development, training, and education. The presentation emphasizes the need for organizations to prioritize L&D to foster a culture of continuous learning, innovation, and adaptability.
Unlocking Potential- Empowering Leaders through our Dynamic Leadership Develo...AmanKumarSingh97
This article delves into the essence of a potent leadership development program, exploring its pivotal role in unlocking the untapped potential of aspiring leaders.
Describes changing trends of Career Transition in companies including start-ups. The delay in job landing is on account of (i) stigma associated with hiring a laid off employee (ii) lack of support by organization to build employees confidence (iii) lack of mobility on account of house lock , children education(iv)Lack job matching mechanism. Echoes the research of 2012 Nobel Prize in Economics winners Drs. A E Roth and L S Shapely on labour market inefficiencies.
This presentation shares aspects of Culture & Artifacts inspired by the work of Dr Edgar Schein based on my work as an Organization Development and Culture Change consultant. Leaders drive culture and impact it . I looked at the leadership in my clients from the lens of India systems of the nine emotions or Navarasa . I find the Navarasa approach an effective way to help leaders explore their mindset when dealing with change and uncertainty.
1. Capability Document
Executive Coaching
This presentation contains copyrighted content & proprietary information meant for the purpose of evaluation of the proposal and not to be circulated and shared with third parties
3. Coaching and Mentoring for Exploration and
Exploitation: J Karthikeyan
Abstract
•
This chapter highlights the role of coaching of senior management and leadership teams of Information Technology
and business process management (IT/BPM) services firms in building innovative capacity for fostering exploration and
exploitation of human capital. The chapter shares how coaching can support leaders confront business and confront
business and people management issues affecting creativity and lateral thinking within the senior management teams.
Key Findings
• After undertaking a content analysis of the key themes emanating from the senior leadership coaching cases, it
became apparent that the senior leaders need to review their efforts and balance explorative learning behaviours with
exploitative learning behaviours.
• The behaviours leaders used were conducive to exploitative learning were: action orientation, task and resource
planning, active engagement, valuing metrics, managing emotions, delegation, candour, clear communication and
information sharing, tough love, celebrate wins and achievements. The presence of above behaviours is logical for
developing exploitative routines and processes in organisations.
• However, when an organisation wants to develop new knowledge internally through its employees and teams, or
externally through its clients or through networks open innovation, the leaders and managers tasked with this
responsibility must undertake become more strategic whilst also keeping in mind the organisation’s internal strengths
and capabilities. This demanded newer behaviours in the leaders to practice and engage more in scenario planning ,
demonstrate open-mindedness to new ideas to foster free flow of ideas, often needing the leaders to “let go “of
established position that often acting as potential barriers 3
4. Profile
J Karthikeyan
Karthikeyan has 2 decades years of experience in developing and managing consulting business and consulting and coaching top leadership teams. His consulting career includes
PriceWaterhouseCoopers (PwC) where he was a Principal in the Global Energy and Mining Practice and later the GRID ( Government Reforms and Institutional Development )
Practice . He joined Grow Talent the fastest growing Human Capital Firm in mid 2000s that was acquired by Right Management. In his 9 years in Right Management Karthikeyan was
Vice President Consulting Services with additional Regional Practice Leader roles for Engage and Align and later Career Management Practice . He was India Delivery Leader in
Right Management before joining Mercuri Urval a Swedish Talent Management firm responsible for new client acquisitions and supporting the delivery teams in solution and delivery.
He has branched out on his own from April 2016.
Experiential Simulations for Leadership Development : Designed and Delivered Simulations for Decision Making , Team Working , Customer Service , Innovation , Leadership Styles ,
Execution, Influence that help leaders develop awareness of their conditioning for companies in Healthcare, Retail, Manufacturing , Automotive, , Energy and Utilities, Textiles , IT
services and Product companies
Executive Coaching Assignments : VP for a large Software Product company , VP Platform, Senior Director PMG, Director Product Development , VP Cloud Services , Managing
Director for Logistics Company , Country Manager for Diversified Conglomerate, Regional Leader for FMCG company, Sales Leader Assessed High Potential, High Potential
transverse leaders in Aerospace
Areas coached : Coaching for Role transition , Coaching for performance , Coaching for Influence , Coaching for communication , Coaching for working X boundaries , Coaching for
emotional intelligence, Coaching for Upward Management, Coaching Sales Leaders to be Strategic in Sales, Develop Next Line Sales Leaders
• Publications and Appearances :
• Chapter on Exploration and Exploitation in book Business Models and People Practices with foreword from Dr Marshall Goldsmith Worlds #1 Executive Coach and World Thinker List
published by Routledge Press, released in the monthly event of NHRD Bangalore July 2015.
• CII Speaker on Culture and Innovation in HR Innovation Summit , Coimbatore , Oct 2014
• National HRD Network: Co-facilitator for Large Scale Interactive process , Annual Conference Nov 2011
• Article on Engagement Quotient : The Nasscom –Right Management “ 15 Exciting companies to Work Survey 2008, Human Capital , May 2009 Issue
• Working Paper Stemming the Tide of Attrition in India : Keys to increasing retention , co-authored with Right Management USA and Villanova Business School in October 2008 cited in
Sloan Management Review , Journal of Career Management
• Talent Management Strategies to Attract and Retain Talent: Talent Management Quarterly National HRD Journal, India , June 2007
• Paper on Employee Engagement, co-authored with Sampurna Sonowal presented in the Confederation of Indian Industry (CII) HR Conclave held in Hyderabad , September 2007
4