Best Practices for Developing World-Class Engineering TalentBest Practices
With increasing industry and cost pressure technology companies today are increasingly finding it difficult to sustain and develop their critical engineering talent. Moreover, with changes in business cycle affecting companies across the globe it has become necessary for them to conduct effective training and development activities under tighter resources. Best Practices, LLC conducted this benchmarking study to identify best practices and innovative methods that would help companies advance their technical training and development programs for engineers.
Specifically, this new report outlines innovative, cost-effective and world-class practices, processes and tools that a company can adopt to ensure that the workforce continues to meet it’s growth objectives within the current market. In addition, the report provides insights, key trends and case examples for effective implementation of training and development program in a changing business environment.
Training and development leaders can use this report to evaluate and improve their programs for engineers with those of leading organizations.
Emerging Challenges in Learning: Proving the Business Value Human Capital Media
This session will provide an overview of major challenges leading organizations face in measuring the value of learning and development. Today it isn’t enough to just report on how many students completed a course. Senior management wants metrics linked to business objectives. Learning professionals need metrics that will help them quickly see trends and act on those trends for continuous improvement. This interactive seminar will provide best practices for learning measurement and real-world strategies for overcoming the most common challenges, including:
• Linking to shareholder value.
• The convergence of talent management.
• Showing business impact.
• “Scrap” learning and manager support.
• Performance optimization and Six Sigma.
• Predicting, forecasting and following up.
• Actionable metrics.
• Informal learning measurement.
• Measurement maturity and sustainability.
Jeffrey A. Berk, Chief Operating Officer, KnowledgeAdvisors
Recognizing Labor Pool Challenges - Driving Knowledge Across the Employee Li...rps_inkhouse_1
Most organizations operating in today’s job market face challenges associated with baby boomer retirement and employee turnover. Those challenges include the retention and maintenance of critical job knowledge and the effectiveness of subsequent hiring efforts with a labor pool formed by a growing number of millennials.
How do organizations navigate today’s labor market while ensuring that a knowledge vacuum isn’t created in the process?
Based on recent research completed with more than 225 learning organizations, this session will share the strategies and best practices learning leaders have adopted for managing the talent pipeline through all phases of the employee lifecycle: pre-employment development, onboarding, knowledge capture and knowledge transfer.
Presentation by Tracy Cox, Director, Applied Strategies and Ken Taylor, President, Training Industry
So are our staff reluctant learners? Or are they just reluctant to engage with the solutions that L&D teams provide? In this presentation, Laura Overton, MD of the benchmarking organisation Towards Maturity, explores perspectives from 500 L&D professionals and over 2,000 learners to uncover insights that will really make a difference to learner engagement in your business. Data was taken from the New Learning Agenda www.towardsmaturity.org/2013benchmark and the Towards Maturity Learning Landscape www.towardsmaturity.org/learner .This presentation was first delivered at the UK Learning Technology Conference 2014.
Best Practices for Developing World-Class Engineering TalentBest Practices
With increasing industry and cost pressure technology companies today are increasingly finding it difficult to sustain and develop their critical engineering talent. Moreover, with changes in business cycle affecting companies across the globe it has become necessary for them to conduct effective training and development activities under tighter resources. Best Practices, LLC conducted this benchmarking study to identify best practices and innovative methods that would help companies advance their technical training and development programs for engineers.
Specifically, this new report outlines innovative, cost-effective and world-class practices, processes and tools that a company can adopt to ensure that the workforce continues to meet it’s growth objectives within the current market. In addition, the report provides insights, key trends and case examples for effective implementation of training and development program in a changing business environment.
Training and development leaders can use this report to evaluate and improve their programs for engineers with those of leading organizations.
Emerging Challenges in Learning: Proving the Business Value Human Capital Media
This session will provide an overview of major challenges leading organizations face in measuring the value of learning and development. Today it isn’t enough to just report on how many students completed a course. Senior management wants metrics linked to business objectives. Learning professionals need metrics that will help them quickly see trends and act on those trends for continuous improvement. This interactive seminar will provide best practices for learning measurement and real-world strategies for overcoming the most common challenges, including:
• Linking to shareholder value.
• The convergence of talent management.
• Showing business impact.
• “Scrap” learning and manager support.
• Performance optimization and Six Sigma.
• Predicting, forecasting and following up.
• Actionable metrics.
• Informal learning measurement.
• Measurement maturity and sustainability.
Jeffrey A. Berk, Chief Operating Officer, KnowledgeAdvisors
Recognizing Labor Pool Challenges - Driving Knowledge Across the Employee Li...rps_inkhouse_1
Most organizations operating in today’s job market face challenges associated with baby boomer retirement and employee turnover. Those challenges include the retention and maintenance of critical job knowledge and the effectiveness of subsequent hiring efforts with a labor pool formed by a growing number of millennials.
How do organizations navigate today’s labor market while ensuring that a knowledge vacuum isn’t created in the process?
Based on recent research completed with more than 225 learning organizations, this session will share the strategies and best practices learning leaders have adopted for managing the talent pipeline through all phases of the employee lifecycle: pre-employment development, onboarding, knowledge capture and knowledge transfer.
Presentation by Tracy Cox, Director, Applied Strategies and Ken Taylor, President, Training Industry
So are our staff reluctant learners? Or are they just reluctant to engage with the solutions that L&D teams provide? In this presentation, Laura Overton, MD of the benchmarking organisation Towards Maturity, explores perspectives from 500 L&D professionals and over 2,000 learners to uncover insights that will really make a difference to learner engagement in your business. Data was taken from the New Learning Agenda www.towardsmaturity.org/2013benchmark and the Towards Maturity Learning Landscape www.towardsmaturity.org/learner .This presentation was first delivered at the UK Learning Technology Conference 2014.
MSMEs need support from the engineering institutes for solving their problems. A novel method has been suggested. The postgraduate students undertake to find a solution through their dissertation.
The State of UC: Future Adopters Poised to Reap Benefits via CloudMari Hansen
Companies like yours are successfully addressing communications and collaboration challenges with UC. Learn what holds others back - and how to overcome those obstacles.
Discover more to learn detail with google design sprint, great tools to maximize and validate your idea with lack of creativity and enhancing collaboration.
Medical Doctor as Maker Designer: Participatory Design for HealthcareJoyce Lee
Slides from my Vanderbilt University Tech Talk on June 1, 2015. Video available here: http://mediasite.vanderbilt.edu/Mediasite/Play/36ef6c8ea30049d498201313ea925c711d
Delight 2013 | Experience Design in HealthcareDelight Summit
James Oliver Senior from Mayo Clinic shares insight on delivering delightful patient experiences at Delight 2013.
Originally presented at Delight 2013, Oct. 7-8, 2013. http://delight.us/conference
Healthcare Design: Lessons Learned from the United States' First HospitalSara Marberry
We should always look to the past in order to design for the future in healthcare. After all, good ideas are always good ideas. Pennsylvania Hospital still exists as part of PennMedicine. Founded in 1751 by Dr. Thomas Bond and Benjamin Franklin, it was housed in a temporary location on High (now Market) Street while work began on a hospital building. Here's 7 healthcare design lessons to be learned from this 259-year-old healthcare facility.
Evidence-Based Design for Healthcare FacilitiesSara Marberry
A short tutorial that explains the evidence-based design process for planning and building healthcare facilities -- hospitals, clinics, physician offices, nursing homes.
Healthcare medical & pharma visuals presentation toolboxPeter Zvirinsky
Health care visuals for presentation slides design: Medical and Pharmaceuticals symbols and diagrams (as PowerPoint editable icons).
Medical personnel, doctor, nurse, patient, GP, dentist ...
Medical facilities such as Hospital, Pharmacy, Pharmaceuticals Warehouse, Ambulance.
Medical tools, documents, biological research
Pharmaceuticals production, distribution, storage, medicines, pills. And some sketch healthcare icons: hearth, cross, beaker.
MSMEs need support from the engineering institutes for solving their problems. A novel method has been suggested. The postgraduate students undertake to find a solution through their dissertation.
The State of UC: Future Adopters Poised to Reap Benefits via CloudMari Hansen
Companies like yours are successfully addressing communications and collaboration challenges with UC. Learn what holds others back - and how to overcome those obstacles.
Discover more to learn detail with google design sprint, great tools to maximize and validate your idea with lack of creativity and enhancing collaboration.
Medical Doctor as Maker Designer: Participatory Design for HealthcareJoyce Lee
Slides from my Vanderbilt University Tech Talk on June 1, 2015. Video available here: http://mediasite.vanderbilt.edu/Mediasite/Play/36ef6c8ea30049d498201313ea925c711d
Delight 2013 | Experience Design in HealthcareDelight Summit
James Oliver Senior from Mayo Clinic shares insight on delivering delightful patient experiences at Delight 2013.
Originally presented at Delight 2013, Oct. 7-8, 2013. http://delight.us/conference
Healthcare Design: Lessons Learned from the United States' First HospitalSara Marberry
We should always look to the past in order to design for the future in healthcare. After all, good ideas are always good ideas. Pennsylvania Hospital still exists as part of PennMedicine. Founded in 1751 by Dr. Thomas Bond and Benjamin Franklin, it was housed in a temporary location on High (now Market) Street while work began on a hospital building. Here's 7 healthcare design lessons to be learned from this 259-year-old healthcare facility.
Evidence-Based Design for Healthcare FacilitiesSara Marberry
A short tutorial that explains the evidence-based design process for planning and building healthcare facilities -- hospitals, clinics, physician offices, nursing homes.
Healthcare medical & pharma visuals presentation toolboxPeter Zvirinsky
Health care visuals for presentation slides design: Medical and Pharmaceuticals symbols and diagrams (as PowerPoint editable icons).
Medical personnel, doctor, nurse, patient, GP, dentist ...
Medical facilities such as Hospital, Pharmacy, Pharmaceuticals Warehouse, Ambulance.
Medical tools, documents, biological research
Pharmaceuticals production, distribution, storage, medicines, pills. And some sketch healthcare icons: hearth, cross, beaker.
User Experience and Product Management: Two Peas in the Same Pod?Jeff Lash
What is the difference between User Experience and Product Management? Where do you draw the line between the two? How can UXers work better with Product Managers? How can a UXer transition into product management? All these questions and more, answered in this presentation by Jeff Lash for the 2011 St. Louis User Experience conference on Feb 25, 2011.
Inspiring Participation, Providing Value - Findings and recommendations of th...Jason Lundell
Formal presentation of study and findings by the Members in Business and Industry Task Force to the Fort Worth Chapter Board of Directors of the Texas Society of Certified Public Accountants. Presented on December 10, 2009.
tableau together with analytics
introduction to the simple examples of using data visualisation.. and also how to bridge the gap for using data for Education
Strategies
Data
Analytics
Are you tired of having to constantly force your colleagues through training and development programs that you have worked hard to put together and people don’t even end up using? Imagine instead if you could create training and development programs so effective and engaging that participants and line managers can’t wait to go through and apply.
If you think about it, there is training that we all have experienced that is long-lasting. You have probably learned at some point in your life how to drive a car, swing a golf club, and even ski down a mountain. These are things we never forget. Why can’t business training be the same way?
Learn about the principles behind Training that Sticks, for example:
- How to create programs that are so engaging and practical that participants can’t wait to participate and try what they learn in the field;
- How to support participants in overcoming their challenges and sharing their successes; and
- How to create a self-sustaining community of continuous support among participants.
Week 1 - Assignment Research Topic and QuestionPrior to begi.docxjessiehampson
Week 1 - Assignment
Research Topic and Question
Prior to beginning this assignment,
· Read Module 1 in your course textbook.
· Watch the GEN103 Annotated Bibliography and Picking Your Topic IS Researchvideos.
· Review the Week 5 Annotated Bibliography Example, and the 4 Easy Steps to Using the Ashford Library for Background Research, Possible Topics for Research, and How to Ask an Open-Ended Question handouts.
· Download and review the Week 1 Research Topic and Question worksheet that you will complete and turn in for this assignment.
This week, you will develop a research question for your annotated bibliography:
INSTRUCTIONS
1. Choose a research topic.
1. How is the use of robotics is changing infantry training and tactics?
2. I've also wondered what the military consensus is for what has gone wrong in Afghanistan over nearly 20 years of being there. Why haven't we won?
3. With the Arctic region being more important, what are are tacticians saying should be the level and types of deployment for American forces in the region?
4. What evidence is there that America needs a "Space Force" as part of our national armed services?
5. If you want to go historical you could try and assess what American efforts in Korea and Vietnam stalled in the 20th century. What was the overall impact of air power in WWI? There are limitless inquires you could make in that area.
2. Explore your topic.
3. Write your research question.
Choose a Research Topic
Choose a research topic related to your program or major. This topic will be used for all five weeks so choose one that interests you and for which two scholarly articles, one e-book , and two non-scholarly sources are available. Review the Possible Topics for Research handout if you need ideas. It is recommended that you review the GEN103 Week 1 Assignment example.
Provide a two to three sentence explanation of the research topic and how it is related to your major on the Week 1 Research Topic and Question worksheet.
Explore your Topic
On the Week 1 Assignment worksheet, fill in the KWHL chart to explore the research topic. Be sure to carefully follow the instructions on the worksheet. The 4 Easy Steps to Using the Ashford Library for Background Research is a helpful resource at this point.
Write Your Research Question
Write the first draft of your research question in the table at the bottom of the Week 1 Assignment worksheet. Your research question will help you focus your research by defining the information you are looking for as you research your topic.
Your research question must be:
· Open-ended (should begin with "how," "why" or "what")
· Clear
· Concise
· Detailed
TheHow to Ask an Open-Ended Question handout can help you formulate an open-ended question.
Maryland Technology Consultants, Inc. (MTC)
Business Analysis and System Recommendation (BA&SR)
Name
Class
Date
I. STRATEGIC USE OF TECHNOLOGY
INTRODUCTION:
Maryland Technology Consultants, Inc. is an Information Technolog ...
Blooming analytics! The germination of a new Jisc/HESA service for data-drive...Jisc
Facilitators:
Myles Danson, product owner – business intelligence, Jisc
Adam Green, senior data and visualisation officer, Jisc
Victoria Atherstone, head of sales and marketing, HESA
Who remembers planting the very first seed in the nurturing eco-system of Jisc Analytics Labs? Four years ago, Jisc, HESA and universities nationwide joined forces to develop interactive, data-derived visualisation dashboards to offer insights to the most prevalent and topical issues facing HEIs through shared intelligence and data expertise.
The seedlings have been cross-pollinated by other additional activity and are now maturing into an array of powerful analytical dashboard suites to help you troubleshoot your most pressing institutional demands.
Success Beyond a Test: The Importance of Application in Performance ImprovementBizLibrary
Leadership came to you with a request for training. You organized a training session where the employees seemed to have learned something. You received positive feedback, and you sent them a post-training quiz. Job well done, right?
Not exactly. A study from Robert O. Brinkerhoff found that we spend only 15 percent of our current training resources on the actual on-the-job application that a training event independently yields. We spend the majority on the design, development and delivery. That means we spend more time designing what the training will look like than evaluating how the training is helping our employees in their job roles day-to-day.
This interactive webinar, brought to you by BizLibrary, will provide easy-to-understand insights on:
- What you should do before training begins to assist with measurement
- Ways to drive behavior change post-training
- Diverse post-training tools and methods of measuring behavior
BIZ104_Assessment Brief 2.Docx Page 1 of 6
ASSESSMENT BRIEF 2
Subject Code and Title BIZ104 Customer Experience Management
Assessment Customer Experience Strategy: Research Outcomes
Individual/Group Individual Report
Length 1750 words (+/- 10%)
Learning Outcomes a) Compare and contrast the emerging concepts and
practices that shape the customer experience.
b) Explore customer differentiation in service delivery and identify
customer’s critical touchpoints that influence an organisation’s
customer experience strategy
c) Research a customer problem and develop an appropriate
customer experience
d) Develop and communicate a customer experience strategy
e) Analyse and apply tools to monitor and evaluate a customer
experience strategy
Submission Due by 11:55pm AEST/AEDT Sunday of module 5.1 (week 9)
For intensive (6 week) class: by 11:55p.m. AEST/AEDT Sunday of Week 5
Weighting 50%
Total Marks 100 marks
Context
Customer experience is the perception of an organisation’s experience in the eyes of the customer.
Building a customer experience strategy to improve customer experiences is important to strengthen
and build long term customer relationships and align the organisation with the needs of the customer
This assessment task is designed for you to apply your knowledge and understanding of the key
concepts that shape the customer experience.
You are required to conceptualize customers interacting with a product or service across several touch
points such as in-store, website, mobile, social media and e-mail and will then analyse and
communicate how your chosen organisation will manage customer experience(s) towards achieving
customer loyalty.
Your aim is to illustrate and communicate a CEM strategy proposing a better service offering
This assessment task provides you with an insight into an activity that maybe part of your job roles in
the future.
BIZ104_Assessment Brief 2.Docx Page 2 of 6
Instructions
You are to take the role of consultant for your selected organisation and prepare a report to
persuade the management staff to adopt a better approach to managing their costumers’
experience(s).
This assessment involves the following activities:
1. Introduce briefly the organisation you have chosen: the industry it competes in, its
background, its service offering and your research objective to improve the customer
experience.
2. Describe and discuss your primary research method for your online survey i.e. its planning,
design, how you recruited your participants for your online survey and implementation. (You
will need to have at least 10 completed customer surveys).
3. Describe and discuss at least 3 secondary research methods carried out (i.e. academic journal
articles, book chapters, business reports, organisation’s website social media reviews).
4. Apply CEM concepts to identify the challenges and opportunities for achieving a customer
experience that is in line ...
Women in Innovation - My Innovation: describing what I am applying forKTN
The award is for innovators looking to scale up and grow their innovative company or to carry out an innovative project. In this workshop, we will discuss how to:
- Scope the project that you are looking to get funded
- Present your value proposition
- Describe it in the context of your ambitions to grow and scale your business
- Articulate the benefits you will gain from the non-financial support available
Getting more roi from engagement through stronger relationships here abroad ...Peter Turner
Latest results from MCI's American Engagement Index that looks at ten associations members and non member customers and their relative relationship and engagement strength.
Benchmarking member & customer relationship strength.cesse2017Peter Turner
In 2016, fifteen associations participated in the first benchmark indices to better understand how relationship strength affects the ability to improve engagement withnon-US members and customers through empirical data. Over 8,000 members and customers responded. In 2017, many of those same associations plus others will add thousands of US members and customers to this database which will focus solely on US aspects of engagement.
This Engagement Index community is a collaboration between MCI and its research partner FairControl and many of these US associations as we seek answers to the most critical questions impacting reinvention:
• How strong is the current relationship with members and customers?
• What is impacting for good or bad the quality of these relationships?
• What resources deliver the most value and impact engagement the most?
• How relevant is the value proposition to the needs of members and customers?
• What levels of engagement are there and how do members and customers fit into this model?
October 4th Webinar Slides - AWWA Creating Community – Better India Through B...Peter Turner
On October 4th, David LaFrance CEO from the American Water Works Association (AWWA) and Gaurav Sood from AWWA India shared their insights gained from the first year developing community in India.
ASAE Annual2014 Selling Successfully in EuropePeter Turner
When ASME decided to offer its successful training courses in Europe, multiple challenges had to be overcome. Hear about the sales and marketing strategy used, and how they tailored its courses to be more locally relevant to regional customers and members. Understand the connections, roles, and the impact the regional community had on the development of new products and services.
An overview of MCI's integrated global platform of business services for US associations seeking to grow globally. MCI's office network of 47 cities in 23 countries has served hundreds of associations drive their business more effectively.
MCI Global Delegate Acquisition ProgramPeter Turner
Let MCI Group's new Global Delegate Acquisition Program help you build attendance for your regional conference and training programs. We are located across 47 cities in 23 countries on 5 continents.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Sustainability: Balancing the Environment, Equity & Economy
Cesse'11 Using Market & Customer Insight to Make Better Decisions. final
1. Using Market & Customer Insight to Make Better Decisions Jodie Slaughter McKinley Advisors (presenting) American Ceramics Society Jackie Oppenheim & Russ Raman American Society of Mechanical Engineers Marc Beebe, CAE IEEE Corporate Strategy and Communications Peter Turner (moderator) MCI Group Remote Meeting Technology provided by
17. Research 101—Definitions Primary research: Collecting data that doesn’t already exist Secondary research: Collecting data that already exists Qualitative: Deeply descriptive and anecdotal information Quantitative: Findings that can be expressed numerically and applied to confidence intervals (statistical reliability)
24. CESSE Member Mini-Case Study Budget: ~ $6,000,000 Members: 5,862 – 6,120 (20% growth in corporate) Why: New exec loves data, needed myth-busting and voices from broader audiences, never did it before What: 69 interviews, two focus groups, electronic survey (19.5% response rate), enviro scan When: Late 2007 What’s next: Repeating in 2011
25.
26. Very small (older) segment revered sacred cows
27. Time-consuming and potentially troublesome elections were not necessary
28. Academics had been over-represented in association decisions
40. CESSE Member Mini-Case Study In their own words: “As a result of the information we gained from the survey, we were able to better identify our current audience as well as identify our potential audience and in one short year we were able to increase our total membership by 3%. “ Megan Bricker Director, Marketing & Membership Services
42. “If there is one phrase that sets remarkable associations apart from their counterparts, it’s “Data, data, data.. [In remarkable associations, ] whether qualitative or quantitative, research is always put to use, not put on the shelf.” -7 Measures of Success – What Remarkable Associations Do that Others Don’t
44. ASME Training & Development 26 Using Market and Custom Insight to Make Better Decisions2 Primary Research Case StudiesE&T3Wednesday July 201.40pm – 3.00pm
45. 27 Jackie Oppenheim Russ RamanDirector, Training & Development Marketing ManagerASME ASMETel: +1 212 591 7526 Tel: +1 212 591 7745Email: oppenheimjs@asme.org Email: ramanr@asme.org ASME Training & Development
52. Staff of over 350: headquarters in New York City with offices in Washington, Houston, Atlanta, Brussels, India and BeijingASME Training & Development
53. 29 What are the two case studies? Nuclear Training Opportunities Study - higher cost, more detailed, longer time frame Workshop Participant Engagement Study - lower cost, less detailed, quicker ASME Training & Development
54. For each Case Study we’ll address: Background and Purpose Approach and Methodology Summary of Findings Conclusions and Business Implications What would / should we do differently now? 30 ASME Training & Development
55. Background and Purpose Focus on energy; specifically nuclear Understand the current and projected training and skills assessment needs of the nuclear power industry Would help guide us in what additional training courses, Certificate and Certification programs to pursue Nuclear Training Opportunities Study ASME Training & Development 31
56. Nuclear Training Opportunities Study 2. Approach and Methodology Conducted in-depth telephone interviews Targeted different industry segments to get balanced viewpoint Average length of interview 40–45 minutes. Interviewers had discussion guide outline Had specific questions to answer (see next slide) Also had ability to listen to unsolicited information All respondents were pre-recruited for the interview Not initially identified as an ASME study ASME Training & Development 32
57. ASME Training & Development 33 DISCUSSION GUIDE OUTLINE A. Opening & Comfort Building Purpose of interview Confidentiality – Private study for trade association Audio-taping B. Company Background Products produced (Suppliers only) Operating units and new plants (Utilities) Number of employees Percent of business in nuclear industry (Suppliers only) C. Respondent Background Respondent’s position/responsibilities Length of career in nuclear industry Supervision of other employees Involvement with operating plants and/or new construction Positions held throughout career Training received throughout career How maintain/refresh skills D. Current Training Requirements Involvement with training employees receive in nuclear industry Main categories of workers requiring specific training Specific job training E. View of Nuclear Industry View of nuclear industry over next 3 years View of nuclear industry over next 10 years Areas of growth/contraction Future needs for training F. Skill Level and Certifications Industry-wide certifications Peer review systems Certificates/Certifications that are important How training should be provided G. Training Providers Major training providers in nuclear industry Types of training they provide Strengths/Weaknesses How training is offered/assessed Satisfaction H. ASME Training Awareness of ASME Would you look to ASME for training? Role of ASME for training Specific type of training ASME should provide
58. Nuclear Training Opportunities Study 3. Summary of Findings Growing need for training & education in the nuclear power industry over next 5-10 years. ASME is perceived as a well-respected, well-known association with national and international awareness ASME should continue dialog with consumers of training as they build their portfolio Primary employees that need to be trained Partnering opportunities Increase in the need for international training within this industry ASME Training & Development 34
59. Nuclear Training Opportunities Study 4. Conclusions and Business Implications Continued discussions with industry players to carry on development of a Certificate Program for Nuclear Codes and Standards Additional course development within the nuclear industry in live courses, workshops and eLearning Building a network of global partners to deliver ASME courses around the world ASME Training & Development 35
60. Nuclear Training Opportunities Study 5. What would / should we do differently now? Define expectations of results Avoid designing the questionnaire with too many stakeholders Follow up survey would have been good to supplement some of the areas – more statistical focus If we knew then what we know now, would we still carry out the study? ASME Training & Development 36
62. Workshop Participant Engagement Study Background and Purpose In early 2010 ASME launched a series of educational workshops held in conjunction with quarterly meetings of code committee volunteers Goals: Increase revenues from training and exhibit sponsorships Explore and test new topics Identify and evaluate prospective new instructors Incite interest of attendees to volunteer for participation in future code committee activities Use market research to validate achievement of Goal #iv ASME Training & Development 38
63. Workshop Participant Engagement Study Approach and Methodology Online survey software (email) to query 150 past educational workshop attendees Similar to Zoomerang or Survey Monkey software Pros: easy, quick and affordable Cons: “self-selection bias,” 10-15% response rate Questionnaire to assess participants’ reaction to, interest inand intended involvement withvoluntary code committee activities Requires skills to draft questions / analyze results Good to have trained survey research professional handle Field survey electronically, tab results and analyze ASME Training & Development 39
64. Workshop Participant Engagement Study Summary of Findings Total respondents: 38 (25.3%) Workshops: Very high satisfaction level; would recommend to friends or colleagues Reason for attending: “educational / earn CEU’s”; only 12.5% cited “to learn more about ASME Code Week Committee Activities” Result: Two-thirds of respondents attended one or more Code Committee meetings –– almost half were first time attendees ASME Training & Development 40
65. Workshop Participant Engagement Study Summary of findings (continued) Code Committee Meeting attendance: found “highly useful;” 80% said future attendance was “highly likely” Reasons for non-attendance: “scheduling conflicts” or “unaware that Code Committee meetings were open to the public” g) Strong interest in new “Introduction to ASME Code Committees” workshop ASME Training & Development 41
66. Workshop Participant Engagement Study Conclusions and Business Implications Overall satisfaction levels with Code Week Workshops – high Objective of attracting new participants to Code Committee activities – achieved Should ASME continue holding educational workshops co-located with Code Committee meetings? – yes ASME Training & Development 42
67. Workshop Participant Engagement Study What would / should we do differently now? Raise awareness among workshop registrants that Committee Meetings are “open to the public” Develop and launch new “Introduction to ASME Code Committees” workshop offering Aggressively seek and schedule “hot topic” subject matter to draw more workshop participants Encourage participants to recommend attendance to peers and colleagues ASME Training & Development 43
68. Conclusions Use research to understand your customers’ wants, needs and preferences – adjust products and services accordingly Clearly identify the objectives and purposes Research is scalable – depending upon importance, budget and time And perhaps most important… Only use research if you are prepared to act upon results – don’t waste time and resources ASME Training & Development - January 2011 44
69. Cheers! ASME Training & Development 45 Thank you! We welcome any questions or comments….. Goodbye! Russ Jackie
71. Goal for Today Case study on IEEE Education Research and how you can apply some of our lessons to your own activities 7/15/2011 47
72. About IEEE World's leading professional association for the advancement of technology 38 technical societies, 325 geographic Sections 148 transactions, journals & magazines 1,300 sponsored/co-sponsored conferences each year 1,200 active standards Approximately $390 million annual budget 400,000 members in more than 160 countries 52% in US, 48% in all other countries 25% students (102,000) 51% belong to a technical society Research Area 3 Full-time research staff Budget to hire external vendors
75. We still need diverse strategies for doing research More projects than internal staff can handle Lack of funding Ability to prioritize research projects 7/15/2011 51
77. Business questions we wanted to answer Is there a market for Continuing Education in Singapore? What form/topic areas of continuing education would be most useful Would our members consider IEEE as a provider? What is the competitive landscape like in that country? If needed, who could we partner with? 7/15/2011 53 Member Survey Environmental Scan Interviews
78. Member Survey All non-student, non-retired member in Singapore Conducted in-house, using existing resources 364 respondents, margin of error of ±4.5%, response rate of 23.1% 7/15/2011 54
82. Environmental Scan General background about Singapore Size of the Relevant Industry Market Continuing Education Industry structure and general trends Current state of the market Specific opportunities 7/15/2011 58
83. Overview The Singapore CET industry is a complex market with many players Private education was an unregulated industry until late 2009, with new legislation gazetted and the set up of Council for Private Education (CPE) Singapore There are the usual types of ‘bigger players’ Universities Vocational institutions (polytechnics, ITEs) Industry Associations/ Unions with a training arm Private for profit providers (e.g. Kaplan) There are many niche small providers with narrow fields of offerings E.g. 60 smaller Accredited Training Organizations (ATOs) in soft skills segment E.g. 90 smaller ATOs in professional skills segment 7/15/2011 59 Sources: NTUC Learning Hub, Company websites
84. Key Characteristics of some players in the market – tertiary institutes 7/15/2011 60 Sources: Company websites and brochures
85. Interviews Individual Interviews/Discussions with government officials and industry leaders Served two purposes: Gather information Make connections Used semi-structured interview format 7/15/2011 61
86. Gremlins to avoid Not doing research, when it’s necessary Doing research that’s not necessary Using non-representative samples Volunteers Panels that aren’t like your members Doing bad research 7/15/2011 62