Change Management
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This document provides guidance for managers and supervisors on managing organizational change. It discusses the difference between change and transition, the typical phases of transition, reasons why employees may resist change, and strategies for addressing common reactions to change like disengagement, disidentification, disenchantment, and disorientation. Key recommendations include communicating vision, providing support and learning opportunities, addressing employee fears and concerns, and acknowledging different reactions to help people adapt to changes.
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This document outlines 10 common mistakes that managers make when managing people. These mistakes include failing to get to know employees personally, provide clear direction and expectations, trust employees, listen to and value employees' opinions, communicate effectively, treat all employees equally, and throw employees under the bus to avoid taking responsibility. The document emphasizes that developing relationships with employees, providing direction, trust, communication, and equal treatment are key factors for managers to succeed. Values, beliefs, and attitudes are important for managers to develop in order to effectively interact with and manage people on a daily basis.
Personnel counselling
this presentation includes evreything about counselling and also the difference between mentoring, coaching, and counselling
Personnel Management Rttc
The document discusses various aspects of personnel management in facilities. It covers topics like personnel training, hiring practices, job descriptions, employee manuals, supervision, motivation, evaluation, and managing conflict. The goal is to outline best practices for training employees, maintaining standards, resolving issues, and fostering a positive work environment.
Managing Organisational Emotions
Monitoring and managing organizational emotions so that they work for and not against the organisation
Feedback techniques
Feedback mechanism, Types of Feedback, Positive Feedback, Developmental Feedback, Self Reflection and Self Preparation, Models of Giving Feedback, Effective Feedback, Sandwich Model, Boost Model, Aid Model, Process for Giving Feedback , How to Give Feedback
Directing in a Cooperative
Directing involves leading people in a manner that achieves organizational goals through proper allocation of resources and support. Effective directing requires interpersonal skills like motivation, command, control, collaboration, and communication. A key skill is motivating people by making them feel involved and appreciated for their contributions to the team. Directing styles range from authoritarian to delegative depending on the situation and level of follower experience and autonomy. The most effective approach often involves elements of multiple styles.
4- Change Mang.pptx
Change is a constant reality that must be managed effectively. There are several key aspects to successful change management:
1. Establish a clear vision for the desired future state and ensure staff understands how the change benefits them.
2. Gain commitment from senior leadership to prioritize and support the change.
3. Create a team of change agents to develop and implement the change plan. Identify those opposed and address concerns.
4. Continuously communicate with staff, measure progress, and reinforce the changes to ensure long-term adoption. Managing change takes ongoing efforts to guide people through uncertainty.
Empathy at Work.pdf
Here are 5 ways leaders can use empathy to enhance employee job satisfaction: 1. Active Listening 2. Understand Personal Challenges 3. Recognition and Validation 4. Support Work-Life Balance 5. Constructive Feedback and Growth Opportunities
ROLE OF SUPERVISORS ,RAKESH KUMAR.ppt
This document provides guidance for supervisors. It defines a supervisor as someone with authority over employees who can hire, fire, promote, discipline, or adjust employee grievances. Some examples of supervisors given include professors overseeing dissertations and heads of medical teams. The document discusses why people seek supervisory roles and the traits of good supervisors, such as fostering trust and being supportive. It outlines the roles and responsibilities of supervisors, including setting goals, making decisions, managing change, communication, and training/developing employees. Effective supervision requires skills like delegation, motivation, and handling employee needs.
03 leadership styles
The document describes 5 leadership styles - commanding/coercive, visionary/authoritative, affiliative, democratic, and pacesetting. It provides a brief description of each style, when it is most effective to use that style, and potential weaknesses. The styles range from dictatorial commanding to participatory democratic and focus on either tasks or relationships.
Motivation In Current Scenario-2009
This document discusses employee motivation and how it is important for company success. It provides several key ways to motivate employees such as raising compensation, providing incentives and rewards, recognizing good work, offering training opportunities, keeping open communication, being honest, and leading by example during difficult times. Motivation comes from stimulating employees to achieve goals and providing incentives to drive performance. Proper motivation leads to employees actively working to help the company grow rather than just completing routine tasks.
Total Employee Involvement
The document discusses 12 steps to achieving a successful life, including taking responsibility for your actions, having positive self-esteem, believing in yourself, associating with successful people, having clear goals and visions, and taking daily actions to achieve your goals. It also discusses the importance of being assertive, involving employees in quality improvement efforts, and empowering employees.
Total Employee Involvement
The document discusses 12 steps to achieving a successful life, including taking responsibility for your actions, having positive self-esteem, believing in yourself, associating with successful people, having clear goals and visions, and taking daily actions to achieve your goals. It also discusses the importance of being assertive, involving employees in quality improvement efforts, and empowering employees.
How To Reduce The Negative Effects On The Employees(Updated)
The document discusses ways to reduce the negative effects of downsizing on employees. It emphasizes that open communication with employees is crucial. Managers should be transparent about the reasons for downsizing, future plans, and how it will affect employees and the organization. Maintaining morale among remaining employees is also important. Managers should provide support through training, counseling, and team building activities. They should also clearly communicate job expectations and use rewards to boost morale. Regularly monitoring metrics like turnover and performance can help evaluate the impact on employee morale over time.
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Competency Based Selection Presentation
The document discusses competency-based selection for workforce planning. It defines technical and personal/interpersonal competencies and how they are measured through job analysis, examinations, interviews, reference checks, and probation periods. The objectives are to streamline organizations, improve workforce planning, better match jobs to people, and reduce turnover through selecting candidates based on competencies rather than just qualifications.
Career Mentoring - SCIF Presentation
The document outlines a career mentoring program for a state workforce. It discusses the need for such a program to facilitate knowledge transfer, leadership development, and workforce planning. The benefits of the program include developing potential leaders, increasing retention, improving job performance, and providing career opportunities. The program requires mentors and mentees to be state employees in good standing who commit to meeting for 1.5 hours monthly for one year. Resources are provided to help coordinate the program.
Competency Overview Presentation
The document discusses competency models and their uses in human resource management. It provides definitions of competencies and examples of how competency models can be applied to different HR functions like development, career planning, performance evaluation, and recruiting. It also outlines California's process for creating a competency model for managers and supervisors that will integrate competencies into the state's HR systems.
San Francisco Presentation/Handouts
The document summarizes workforce analysis data and planning models for the City and County of San Francisco. It provides demographic data on the city's workforce such as average age (47.1 years), tenure (12.9 years), and turnover rate (7%). Charts show the percentage of employees eligible for retirement in the next 3-5 years across departments. Generational breakdowns indicate Baby Boomers comprise nearly half the workforce but their numbers are declining. Contact information is provided for the city's Workforce Development Division.
Santa Barbara Presentation
The document discusses Santa Barbara County's efforts to implement a strategic talent management plan to improve customer focus. It outlines the county's goals to better attract, retain, and develop talent through initiatives such as modernizing classifications and compensation, implementing performance-based pay, and aligning training programs with business needs and customer service. It also discusses lessons learned around change management, collaboration, communication, and continual improvement.
Workforce Analysis Presentation
This workshop provided an overview of conducting a workforce analysis in 3 steps:
1) Developing a current and future workforce profile by understanding workforce composition, goals, and projections
2) Conducting a gap analysis by comparing current and future workforce data to identify gaps and surpluses
3) Developing recommended strategies to address gaps through an action plan considering critical concerns, available resources, and time constraints.
Data Collection Presentation
The document outlines a workshop on workforce analysis and planning. It discusses identifying and collecting workforce data, developing current and future workforce profiles, conducting gap analyses to identify differences between current and future needs, and developing solutions, strategies, and implementation plans. The agenda includes developing workforce profiles using tools like tables, charts, and spreadsheets to analyze and display key workforce metrics and trends.
Multi-Generational Presentation
The document discusses generational theory and the four main generations currently in the workforce - Traditionalists/Silent Generation, Baby Boomers, Generation X, and Millennials. It provides background on each generation including defining events and examples of prominent members. The document also notes strategies for creating harmony between the generations in the workplace such as knowledge management, mentoring, and empowering multi-generational teams.
Workforce Planning Overview Workshop Presentation
The document provides an overview of workforce planning and succession planning. It discusses the importance of strategic planning and management buy-in for workforce planning. It also covers analyzing current and future workforce needs, identifying skills gaps, and developing solutions such as training, recruitment, and retention strategies. The document outlines the workforce planning process and provides examples of state workforce planning models and resources for assistance.
Micki Callahan - HR Director San Francisco City/County
The city and county of San Francisco has over 28,000 employees across more than 60 departments providing services in areas such as public protection, transportation, healthcare, culture, and administration. Workforce planning reports from 2003, 2006, and 2007 analyzed trends in the city's workforce and management positions, and highlighted succession planning issues. The documents discuss tools to assist with workforce and succession planning, including knowledge management and training. It provides an example of implementation by the police department using strategies such as continuous testing, internships, lateral transfers, and retention bonuses. Lessons learned include the need for leadership in workforce planning, flexibility for different department needs, and finding budget-friendly solutions.
WFP Conference General Session - Strazzo Award
Mike Strazzo received a lifetime achievement award at the State of California Workforce Planning Conference on November 5, 2008. The conference was held at Mike's Infamous Onion restaurant. Mike Strazzo was honored for his contributions to workforce planning.
Casapresentation
- California state government employs over 80,000 people, with 35% eligible to retire within 5 years, including 49% of managers and 75% of top leadership.
- The current HR system has many separate job classifications, a confusing application process, and hiring that takes too long.
- The proposed HR modernization plan aims to streamline recruitment and hiring from 6 weeks to 3 years down to 3 to 60 days by moving to an automated, integrated, online, and competency-based system.
- The first occupational group model rollout will be in 2009 with full implementation by 2014.
SHRM Presentation
The document discusses California's aging state workforce and the need to recruit and retain new generations of employees. It notes that within 5 years, 35% of the current workforce will be eligible to leave. Younger generations have different needs and preferences that must be taken into account. The state's current HR system has problems and a new competency-based system called HR Modernization is being implemented between 2009-2014 to address these issues through improved classification, compensation, recruitment, selection, training and workforce planning. Departments must be prepared for the new generations by embracing technology, flexibility, training and feedback to attract and keep younger workers.
Tools for Generation Next
The document discusses different generations and tools for engaging Generation Y or Millennials. It outlines the key characteristics of Traditionalists, Baby Boomers, Generation X, and Generation Y. Generation Y values diversity, change, and wants work to be meaningful. The document then discusses how Web 2.0 tools like social networking, collaboration, and mass participation platforms can help engage Generation Y, who are digital natives accustomed to connecting and multitasking online. These new tools are reshaping how people work and think by enabling more collaboration.
Victoria Bradshaw Presentation
This document summarizes projected job openings for several in-demand occupations in California between 2004 and 2014. It provides data on estimated employment and projected growth in the private sector, state government, and federal/local government. Example occupations discussed include computer systems analysts, network systems/data communication analysts, civil engineers, environmental engineers, registered nurses, and pharmacists. For each, it lists the estimated employment in 2004 and projected employment in 2014, as well as projected total job openings from new jobs and replacements over that period.
First Steps Presentation
The document discusses force field analysis for effective workforce planning. It provides examples of restraining and compelling forces that can respectively impede or facilitate workforce planning. Restraining forces include other projects occurring at the same time and budget constraints, while compelling forces include the potential retirement of 30% of the workforce within 5 years and the need for additional resources for a new initiative. The document encourages identifying relevant restraining and compelling forces at the beginning of workforce planning to leverage supportive forces and mitigate obstacles.
Data Analysis DGS
The document outlines Deborah Vaughn's responsibilities in conducting workforce data analysis for the Department of General Services. It details the steps to analyze workforce ages and project retirements, including obtaining organizational structure data, workforce classifications, CalPERS retirement criteria, and conducting analysis twice annually. Charts are provided as examples showing breakdowns of current workforce age and projected retirements over five fiscal years.
FTB\'s Workforce Planning Effort
The document summarizes the FTB's workforce planning efforts, including developing a workforce planning guide and training course to help divisions plan for upcoming retirements. Projections showed 22-56% of rank and file employees and 31-72% of managers would retire within 5-15 years, with average employee ages being 45-49 and average years of service being 13-21. The guide outlines a 10 step workforce planning process and the training applies the principles through examples. Other tools include data requests and an intranet page, while divisions are now evaluating priorities by June 2008.
Workforce Planning - A Process
The document outlines a 7-step workforce planning process:
1. Review the strategic plan to provide context and scope for workforce planning.
2. Identify the functions needed to achieve strategic goals within the chosen scope.
3. Identify the staffing requirements and competencies needed to perform each function.
4. Project the future workforce supply after accounting for expected attrition.
5. Analyze gaps between staffing requirements and projected supply.
6. Develop priorities, solutions, and implement the best solutions to address gaps.
7. Continuously evaluate and adjust the plan to address new issues.
ACSS Spresentation
- The document discusses California state government's aging workforce, with 35% of current employees eligible to leave within 5 years, including 49% of managers and 75% of top leadership.
- It outlines challenges with the current HR system, which has many job classifications, a confusing application process, and slow hiring.
- HR modernization is presented as the solution, moving to an automated, integrated, competency-based system to address these issues and prepare for a new generation of employees who expect flexibility, training, and work-life balance. The first rollout will begin in 2009 with full implementation by 2014.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
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Cognizant’s Digital Transformation Framework
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Innovation Management Frameworks: Your Guide to Creativity & InnovationOperational Excellence Consulting
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
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2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
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Change Management
- 1. Managing Change A Guide For Managers & Supervisors
- 3. Phases of Transition change. Denial Resistance Exploration Commitment
- 6. Reactions to Change and Managerial Interventions REACTION EXPRESSION MANAGERIAL INTERVENTION Disengagement Withdrawal Confront, identify Disidentification Sadness, worry Explore, transfer Disenchantment Anger Neutralize, acknowledge Disorientation Confusion Explain, plan