Georgina proposes creating a new brand and logo called "Georginaart" to represent herself and her graphic design work. The proposed logo is simple, includes her name, and can be used across different websites and platforms. She also provides a values chart to help identify what is most important to her in her career.
The document discusses key aspects of starting and building an enduring company culture. It emphasizes listening, learning, leading, iterating, and pivoting. Founders should study the vision, management statements, and value propositions to understand the company. The culture should be incorporated into the vision and mission through a simple statement and common language. Hiring plays a crucial role in blending the culture by assessing a candidate's aptitude, abilities, attitude, and cultural intelligence.
12 1012 m3 bpp manchester km 1 ver 0102ma-design.com
The document discusses key concepts in knowledge management (KM), including definitions of KM, types of knowledge (tacit vs explicit), and KM processes. It provides an overview of the SECI model of knowledge conversion and discusses how one company, ARES, approaches KM by integrating it into their business processes. The document also references perspectives on KM from thought leaders in the field and includes a list of references for further reading.
ASTD NY - Tailoring e-learning using Neuroscience and Work StylesMarkEMiller
The document discusses how the brain and learning have changed with new technologies. It addresses how learning needs to be relevant, efficient, applied, and connective. Modern learners want rich experiences, flexibility, community, instant results, and interactivity. Effective learning involves problem solving, results, and flexibility. It also examines different thinking styles and how to design learning to accommodate different learners.
Ingrid Lotze @ 3rd Annual Intranet & Portal Management Conferencepuruma
The document discusses how an intranet portal can be used to improve employee engagement, knowledge sharing, and business performance. It outlines key benefits like superior customer service, motivation, team management, knowledge management, skills transfer, and internal communications. Objectives include knowledge management, business excellence, HR functions, training, and retaining talent. Features like connecting employees to strategic roles, sharing information, collaborating, recognizing contributions, and keeping content fresh and engaging are recommended.
Georgina proposes creating a new brand and logo called "Georginaart" to represent herself and her graphic design work. The proposed logo is simple, includes her name, and can be used across different websites and platforms. She also provides a values chart to help identify what is most important to her in her career.
The document discusses key aspects of starting and building an enduring company culture. It emphasizes listening, learning, leading, iterating, and pivoting. Founders should study the vision, management statements, and value propositions to understand the company. The culture should be incorporated into the vision and mission through a simple statement and common language. Hiring plays a crucial role in blending the culture by assessing a candidate's aptitude, abilities, attitude, and cultural intelligence.
12 1012 m3 bpp manchester km 1 ver 0102ma-design.com
The document discusses key concepts in knowledge management (KM), including definitions of KM, types of knowledge (tacit vs explicit), and KM processes. It provides an overview of the SECI model of knowledge conversion and discusses how one company, ARES, approaches KM by integrating it into their business processes. The document also references perspectives on KM from thought leaders in the field and includes a list of references for further reading.
ASTD NY - Tailoring e-learning using Neuroscience and Work StylesMarkEMiller
The document discusses how the brain and learning have changed with new technologies. It addresses how learning needs to be relevant, efficient, applied, and connective. Modern learners want rich experiences, flexibility, community, instant results, and interactivity. Effective learning involves problem solving, results, and flexibility. It also examines different thinking styles and how to design learning to accommodate different learners.
Ingrid Lotze @ 3rd Annual Intranet & Portal Management Conferencepuruma
The document discusses how an intranet portal can be used to improve employee engagement, knowledge sharing, and business performance. It outlines key benefits like superior customer service, motivation, team management, knowledge management, skills transfer, and internal communications. Objectives include knowledge management, business excellence, HR functions, training, and retaining talent. Features like connecting employees to strategic roles, sharing information, collaborating, recognizing contributions, and keeping content fresh and engaging are recommended.
The document discusses various metaphors that have been used to describe learning theories and their relationship to instructional design. It describes metaphors used in behavioral learning such as "black box" and "response strengthening". It also covers metaphors for cognitive learning like "information processing" and "knowledge acquisition". Constructivist metaphors discussed include "knowledge construction", "anchoring", and "inquiry". Social constructivist metaphors include "knowledge building", "negotiations", and "participation in communities of practice".
The document provides recommendations for improving UNICEF's donor communications and experiences. It suggests taking a storytelling approach that frames information and impact in an interactive way similar to being part of a play. Specific cues are identified like showing clear and immediate impact, allowing interactivity and participation, and creating a sense of belonging to a larger collective effort. Examples are given of reframing facts into stories that build empathy and convey UNICEF's work in helping families get on solid ground through health interventions. The implications discussed are to research both conscious and subconscious decision-making and to offer concrete solutions to partners.
DiSC Indra is an assessment tool that uses the DiSC model to provide insights into relationship dynamics and interpersonal styles. It maps and measures how different DiSC styles relate and interact with each other. DiSC Indra offers reports on individuals, pairs, and groups to understand compatibility and pinpoint differences to improve effectiveness. It is designed for applications like conflict resolution, teambuilding, coaching, and leadership.
This document discusses lean innovation and knowledge-based development. It begins with several quotes highlighting how innovation has changed over time. It then discusses the challenges institutions face in accommodating truly revolutionary changes. The rest of the document discusses lean thinking and knowledge management as it relates to technology development. It emphasizes the importance of respecting people, continuous improvement, and skilled individuals.
This document discusses five essential layers needed to build a better business: culture, communication, strategy, methodology, and system. It emphasizes that culture is determined by how the organization communicates and the level of understanding within the group. It also stresses that actions have consequences, so strategy is important. Additionally, it notes that different learning styles require a variety of techniques or methodology. Finally, it states that without dependable systems, other objectives can fall apart. The document is promoting the services of Glenn Capelli to help organizations improve in these five areas.
The document proposes a workplace learning hub to (1) accelerate skills development, (2) link practice and research, and (3) share best practices. It would (1) build a skills community, (2) systematically connect practice and research, and (3) collect research and practices. The hub's business model would involve knowledge mapping, collecting local research, and establishing communities of practice. It outlines challenges, opportunities for collaboration between academia, development institutions, and the workplace, and next steps to develop the business model in more detail.
ChicagoQuest is an adaptive agent screening and training process to create agents of change for an emergent world. It focuses on cultivating skills like problem solving, collaboration, communication, persistence, and adaptability through game-based learning experiences like missions, projects, challenges, and competitive/cooperative models. The goal is to develop self-aware, lifelong learners who can thrive in dynamic environments through satisfying work, feedback, and preparation for future learning.
This document discusses how organizations can work smarter by becoming more collaborative, connected, and dynamic. It notes that significant outperformers are more likely to adopt these "smarter working practices" and highlights how the future workforce will increasingly demand these new ways of working. Specifically, it shows how social networking data reveals trends towards more collaborative behaviors, real-time information sharing, and lifelong social learning. The document advocates that leadership must transition to focus more on partnering, providing on-demand feedback, and decision-making based on social proof and analytics. Executives are encouraged to start participating in these new ways of working and to recruit others to help them continue developing collaborative skills and knowledge sharing.
Looking back at 2012. what is coming in 2013 ver0.1LearningCafe
This webinar discusses workplace learning trends for 2013. It provides an overview of the webinar details including date, time, and participation information. The webinar will feature a panel discussion on topics like effective learning, developing the learning profession, and leveraging technology. It will also explore capability development approaches and practitioners' strategic focus. The panelists represent various organizations and will share their observations on trends they have seen in 2012 as well as expectations for 2013.
Learning cafe workplace trends forum change management ver 0.3KnowledgeWorking
The document summarizes a Learning Cafe forum on managing change for learning initiatives. The forum included a panel discussion on current change management trends, experiences with managing change for learning projects, and whether change approaches differ for technology-enabled learning. It also provided information on an upcoming Learning Cafe awards program and resources available through the Learning Cafe website.
This document summarizes and reviews several coaching tools, including:
1) 5 Dynamics - An online assessment and reporting tool that measures client preferences and generates reports to help coaches better understand clients and optimize relationships.
2) Art Guidance Cards Tool - An online visual tool that allows coaches and clients to view the same painting remotely and use the imagery to elicit new perspectives and connections.
3) From Chaos to Genius - An audio program with tips for getting organized, including establishing collection points, single-tasking, and a recommended email filing system.
4) Seasons of Change Journal - A journal to guide those experiencing transitions through themes of acceptance, uncertainty, new directions, and growth.
The document discusses the challenges of modern team-oriented corporations and proposes empathic leadership as a solution. It argues that empathic leadership incorporates social skills, emotional intelligence, and empathy. Leaders must understand employees' emotions, treat people according to their emotional reactions, and intelligently act on feedback. Empathic leadership trademarks include listening, encouraging perspective-taking, fostering multicultural understanding, and adapting leadership styles to situations. Empathy can be taught by listening, understanding other perspectives, receiving feedback, and providing feedback to convince others based on a shared corporate vision.
12 1012 m3 bpp manchester km 1 ver 0102ma-design.com
This document discusses key concepts in knowledge management (KM), including definitions of knowledge, data, information, and the KM processes of capturing, sharing, and applying knowledge. It explores tacit and explicit knowledge and the SECI model of knowledge conversion. Some of the main challenges and goals of KM are reliable technology infrastructure, connecting people to share knowledge, simplifying knowledge sharing and coding processes, and developing unconscious competence through learning. The ultimate aim of KM is to support business objectives and drive continuous learning and innovation within an organization.
The document discusses new pedagogical models that are emerging in a Web 2.0 world. It proposes the concept of "Pedagogy 2.0" which leverages the affordances of new technologies and social aspects of learning. Specifically, it advocates for an "Open Design" approach where learning activities are designed to be open, shared, and collaborative. It also describes tools like CompendiumLD that can be used to represent and share open learning designs.
Agile teams perceive architecture-centric approaches as paper-driven, heavyweight, insufficiently focused on business results, and delivering systems that align with standards not relevant in the context of fast changing business challenges.
Enterprise architects often criticize Agile methods as they perceive them as lacking architectural control or governance. Software Architecture Retrospective is a thinking tool for an enterprise to blend reflections on architecture with agile delivery for balancing quick term business goals with long term architecture initiatives.
The Learning India Program (LIP) is designed to help international students and expatriates living in India learn about Indian culture, traditions, behaviors, education and corporate systems. The structured program includes learning about India's diversity, religions, festivals, languages and cuisines. It also covers important topics like regulatory requirements, costs of living in India, safety awareness, and career and industry opportunities in India.
The fifth class of a 15 week course in Information Architecture taught at Parsons, the New School for Design. Topics include: Putting the Why before the what and the what before the how. The relationship of goals, requirements and features. How to deal with needed research and data as a requirement.
EA Effectiveness: It’s not about how much you know but how you use it Mike Walker
The document provides an overview of soft skills and emotional intelligence for enterprise architects. It discusses how architects traditionally focus more on technical IQ over EQ, and the impacts of that. It encourages shifting to a mindset of starting with understanding why before considering how or what. The document provides tips for architects' communication journeys, including learning from other professions, body language, accountability, and having a sense of humor. Resources for further developing soft skills and EQ are also listed.
Assessment Centers in recruitment & selectionRahila Narejo
This document discusses assessment centers in recruitment and selection. It defines assessment centers as events where candidates participate in exercises and tests facilitated by assessors to measure competencies against job requirements. Some common assessment tools discussed are group discussions, role plays, aptitude tests, and case studies. The document emphasizes that assessment centers provide more valid and reliable evaluations than traditional interviews by measuring competencies through multiple exercises.
The document discusses various metaphors that have been used to describe learning theories and their relationship to instructional design. It describes metaphors used in behavioral learning such as "black box" and "response strengthening". It also covers metaphors for cognitive learning like "information processing" and "knowledge acquisition". Constructivist metaphors discussed include "knowledge construction", "anchoring", and "inquiry". Social constructivist metaphors include "knowledge building", "negotiations", and "participation in communities of practice".
The document provides recommendations for improving UNICEF's donor communications and experiences. It suggests taking a storytelling approach that frames information and impact in an interactive way similar to being part of a play. Specific cues are identified like showing clear and immediate impact, allowing interactivity and participation, and creating a sense of belonging to a larger collective effort. Examples are given of reframing facts into stories that build empathy and convey UNICEF's work in helping families get on solid ground through health interventions. The implications discussed are to research both conscious and subconscious decision-making and to offer concrete solutions to partners.
DiSC Indra is an assessment tool that uses the DiSC model to provide insights into relationship dynamics and interpersonal styles. It maps and measures how different DiSC styles relate and interact with each other. DiSC Indra offers reports on individuals, pairs, and groups to understand compatibility and pinpoint differences to improve effectiveness. It is designed for applications like conflict resolution, teambuilding, coaching, and leadership.
This document discusses lean innovation and knowledge-based development. It begins with several quotes highlighting how innovation has changed over time. It then discusses the challenges institutions face in accommodating truly revolutionary changes. The rest of the document discusses lean thinking and knowledge management as it relates to technology development. It emphasizes the importance of respecting people, continuous improvement, and skilled individuals.
This document discusses five essential layers needed to build a better business: culture, communication, strategy, methodology, and system. It emphasizes that culture is determined by how the organization communicates and the level of understanding within the group. It also stresses that actions have consequences, so strategy is important. Additionally, it notes that different learning styles require a variety of techniques or methodology. Finally, it states that without dependable systems, other objectives can fall apart. The document is promoting the services of Glenn Capelli to help organizations improve in these five areas.
The document proposes a workplace learning hub to (1) accelerate skills development, (2) link practice and research, and (3) share best practices. It would (1) build a skills community, (2) systematically connect practice and research, and (3) collect research and practices. The hub's business model would involve knowledge mapping, collecting local research, and establishing communities of practice. It outlines challenges, opportunities for collaboration between academia, development institutions, and the workplace, and next steps to develop the business model in more detail.
ChicagoQuest is an adaptive agent screening and training process to create agents of change for an emergent world. It focuses on cultivating skills like problem solving, collaboration, communication, persistence, and adaptability through game-based learning experiences like missions, projects, challenges, and competitive/cooperative models. The goal is to develop self-aware, lifelong learners who can thrive in dynamic environments through satisfying work, feedback, and preparation for future learning.
This document discusses how organizations can work smarter by becoming more collaborative, connected, and dynamic. It notes that significant outperformers are more likely to adopt these "smarter working practices" and highlights how the future workforce will increasingly demand these new ways of working. Specifically, it shows how social networking data reveals trends towards more collaborative behaviors, real-time information sharing, and lifelong social learning. The document advocates that leadership must transition to focus more on partnering, providing on-demand feedback, and decision-making based on social proof and analytics. Executives are encouraged to start participating in these new ways of working and to recruit others to help them continue developing collaborative skills and knowledge sharing.
Looking back at 2012. what is coming in 2013 ver0.1LearningCafe
This webinar discusses workplace learning trends for 2013. It provides an overview of the webinar details including date, time, and participation information. The webinar will feature a panel discussion on topics like effective learning, developing the learning profession, and leveraging technology. It will also explore capability development approaches and practitioners' strategic focus. The panelists represent various organizations and will share their observations on trends they have seen in 2012 as well as expectations for 2013.
Learning cafe workplace trends forum change management ver 0.3KnowledgeWorking
The document summarizes a Learning Cafe forum on managing change for learning initiatives. The forum included a panel discussion on current change management trends, experiences with managing change for learning projects, and whether change approaches differ for technology-enabled learning. It also provided information on an upcoming Learning Cafe awards program and resources available through the Learning Cafe website.
This document summarizes and reviews several coaching tools, including:
1) 5 Dynamics - An online assessment and reporting tool that measures client preferences and generates reports to help coaches better understand clients and optimize relationships.
2) Art Guidance Cards Tool - An online visual tool that allows coaches and clients to view the same painting remotely and use the imagery to elicit new perspectives and connections.
3) From Chaos to Genius - An audio program with tips for getting organized, including establishing collection points, single-tasking, and a recommended email filing system.
4) Seasons of Change Journal - A journal to guide those experiencing transitions through themes of acceptance, uncertainty, new directions, and growth.
The document discusses the challenges of modern team-oriented corporations and proposes empathic leadership as a solution. It argues that empathic leadership incorporates social skills, emotional intelligence, and empathy. Leaders must understand employees' emotions, treat people according to their emotional reactions, and intelligently act on feedback. Empathic leadership trademarks include listening, encouraging perspective-taking, fostering multicultural understanding, and adapting leadership styles to situations. Empathy can be taught by listening, understanding other perspectives, receiving feedback, and providing feedback to convince others based on a shared corporate vision.
12 1012 m3 bpp manchester km 1 ver 0102ma-design.com
This document discusses key concepts in knowledge management (KM), including definitions of knowledge, data, information, and the KM processes of capturing, sharing, and applying knowledge. It explores tacit and explicit knowledge and the SECI model of knowledge conversion. Some of the main challenges and goals of KM are reliable technology infrastructure, connecting people to share knowledge, simplifying knowledge sharing and coding processes, and developing unconscious competence through learning. The ultimate aim of KM is to support business objectives and drive continuous learning and innovation within an organization.
The document discusses new pedagogical models that are emerging in a Web 2.0 world. It proposes the concept of "Pedagogy 2.0" which leverages the affordances of new technologies and social aspects of learning. Specifically, it advocates for an "Open Design" approach where learning activities are designed to be open, shared, and collaborative. It also describes tools like CompendiumLD that can be used to represent and share open learning designs.
Agile teams perceive architecture-centric approaches as paper-driven, heavyweight, insufficiently focused on business results, and delivering systems that align with standards not relevant in the context of fast changing business challenges.
Enterprise architects often criticize Agile methods as they perceive them as lacking architectural control or governance. Software Architecture Retrospective is a thinking tool for an enterprise to blend reflections on architecture with agile delivery for balancing quick term business goals with long term architecture initiatives.
The Learning India Program (LIP) is designed to help international students and expatriates living in India learn about Indian culture, traditions, behaviors, education and corporate systems. The structured program includes learning about India's diversity, religions, festivals, languages and cuisines. It also covers important topics like regulatory requirements, costs of living in India, safety awareness, and career and industry opportunities in India.
The fifth class of a 15 week course in Information Architecture taught at Parsons, the New School for Design. Topics include: Putting the Why before the what and the what before the how. The relationship of goals, requirements and features. How to deal with needed research and data as a requirement.
EA Effectiveness: It’s not about how much you know but how you use it Mike Walker
The document provides an overview of soft skills and emotional intelligence for enterprise architects. It discusses how architects traditionally focus more on technical IQ over EQ, and the impacts of that. It encourages shifting to a mindset of starting with understanding why before considering how or what. The document provides tips for architects' communication journeys, including learning from other professions, body language, accountability, and having a sense of humor. Resources for further developing soft skills and EQ are also listed.
Assessment Centers in recruitment & selectionRahila Narejo
This document discusses assessment centers in recruitment and selection. It defines assessment centers as events where candidates participate in exercises and tests facilitated by assessors to measure competencies against job requirements. Some common assessment tools discussed are group discussions, role plays, aptitude tests, and case studies. The document emphasizes that assessment centers provide more valid and reliable evaluations than traditional interviews by measuring competencies through multiple exercises.
keynote for University is Sussex Partner Network day, 21 June 2012. How Oxford Brookes has made use of learner experience research in developing students digital literacies. Also mapping of SLiDA case stuidies to the developmental framework created with Helen Beetham.
This presentation describes an inventory to measure Communities of Practice. It gives background to the theory of CoP and the development process of the inventory.
This document outlines user research methods that can be used from exploration to ideation. It discusses contextual inquiry to understand users in their environments, group interpretation to make sense of findings, affinity diagramming to organize insights into themes, wall walking to generate design ideas, identifying hot ideas, and visioning sessions to flesh out concepts. The goal is to use these qualitative research techniques to deeply understand users and generate innovative design solutions that meet user needs.
1. Four themes are emerging from exploring new advisory board approaches: connecting all locations, regional hubs, showcasing for executives, and engaging the client ecosystem.
2. The document discusses using a mix of virtual and physical spaces to address client issues. It proposes analyzing collaborative tools, inventorying use cases, and mapping process steps and scales of change.
3. Areas to research include community/collaboration spaces, immersion techniques, and tools for complex conceptualization. The objective is to define requirements for virtual, physical, and projection spaces in terms of architecture, tools, and design.
Create an internal network for Social Media practices and practitioners. Find the right people in your organization to work on new approaches to communication and collaboration.
Knowledge Based Assets for Competitive Success - KNOWLEDGE CREATION & CAPTUREICAC09
The document discusses knowledge management and knowledge creation. It covers topics such as knowledge assets for competitive success, knowledge creation and capture, knowledge architectures, knowledge audits, technologies for knowledge management systems, knowledge as a competitive force, reasons why organizations implement knowledge management programs, characteristics of knowledge creation, types of knowledge, Nonaka's model of knowledge creation, the knowledge spiral process, identifying knowledge content centers, supporting clients with emphasis on knowledge, knowledge capture, strategic directions for knowledge management, aligning knowledge management and business strategy, the Ernst and Young and Accenture knowledge management processes, the benefits of knowledge management systems, the roles of information technology and portals in knowledge management, intelligent agents, and portal vendors.
In the USA, many schools are building their reform efforts on a foundation of professional learning communities that engage participants in honest examination and refinement of their daily practice.
This session will discuss the characteristics of effective teacher and principal learning communities. We will examine a variety of models of gathering data and insights that can inform changes in individual and school practices, transforming the teaching profession and accelerating student achievement.
http://www.ltscotland.org.uk/slf/previousconferences/2007/seminars/buildingteachingpracticethatiscollaborativepublicandpowerfulthroughprofessionallearningcommunities.asp
The document discusses strategies for using formative assessment and interim assessment tools to improve instruction and meet the needs of all students, including implementing practices such as universal design for learning, response to intervention, and differentiated instruction for gifted learners. It provides examples of tools and strategies that teachers can use to gather data on student learning, check progress, and diagnose needs in order to adjust instruction. The goal is to better prepare students for future success by addressing the needs of all learners.
Seeing What the System Thinks You Know - Visualizing Evidence in an Open Lear...tobold
This document summarizes a visualization tool called MyExperience for open learner models.
MyExperience provides an interactive visualization of what a learner knows based on their activities in an open-ended learning environment. It reduces the complexity of large learning domains to fit on a single screen and provides an intuitive view of a learner's knowledge that they can correct. MyExperience is based on non-invasive knowledge assessment of a learner's natural workplace activities and interactions.
This document discusses using blogs to document experiences. It suggests that blogs can be used to keep a diary, but should involve more reflection on how an experience impacted learning. Blogs can be used privately or shared publicly/with employers. When shared publicly, care should be taken to avoid posting private contact/financial details. Social media like Facebook, Twitter and LinkedIn can also be used to promote oneself, and a blog URL could be included in a CV, business cards or email signature.
This document discusses action research methodology for improving teaching. It covers several key areas:
1. It introduces the major parts of presenting action research, including context, initiatives, and possibilities.
2. It discusses pedagogy, equity, curriculum, and essential learnings.
3. It provides an overview of the action research process, including identifying problems, collecting data, reflecting and analyzing, taking action, and redefining problems. The goal is to try new ideas in practice and improve teaching and learning.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Clms
1. “The highest reward for a person’s
toil is not what they get for
it, but what they become by it”.
John Ruskin
2. The Leicester Award for Employability Skills
• What we are doing at Leicester
• Experiential learning and reflection
• Q and A
• (If we get time) the wider picture AGCAS survey
3. What do you already know?
• Leicester Award for Employability
• Birmingham PSA
• Nottingham Advantage
• York Award
What do you think of the term employability skills?
4.
5.
6. Concrete
Experience
Active Reflective
Experimentation Observation
Abstract
Conceptualisation
Reference: Kolb D.A. (1984) 'Experiential Learning experience as a source of learning and development', New Jersey: Prentice Hall
7.
8. Core Unit Experiential Context
Capabilities audit Extracurricular activity
Development plan Supportive training
Reflective blog Final oral presentation
Career management
task
9. Why do this?
What experience do
you have of working
in teams?
Team working
Networking
IT Skills IT Skills
Communication
IT Skills
Team working Team working
Team working
Team working Networking
Work
Communication Team working
Placement
10. “The strong link between narrative and meaning
making has the potential to extend the impact of
reflective practice beyond the development of practical
skills and knowledge into a deeper examination of
professional purpose and identity”.
Winter, D (2012). Narrative techniques in reflective practice. Journal of the National
Institute for Career Education and Counselling, 28, 21-29
11. Reflective blogging focus groups
• Motivation through personalisation, and frequency of use.
• The use of a structured approach to the posts.
• Reinforcement of skills learnt, by reflection.
• Continued specific use after the award.
• Behaviour change
12. “I think it made me realise that I had, had experiences, I think
like without it,…if I hadn’t reflected on what I had done as a
captain, I think I would have just thought ‘I lead a walk’, where
as actually, I lead a walk, I had to plan everything before it, and
to plan it I had to organise my time efficiently and then…so
when we were on the walk we got lost, so I had to solve that
problem, and someone was taken ill and I had to decide what to
do with them, and then, this car park was closed, so I had to
flexible and go somewhere else….so I think if I hadn’t been
writing about what I had done, it wouldn’t have clicked with me
that I had had a vast experience from it”
Leicester Award Student
13. “Reflection enables individuals to make sense of their
lived experiences through examining such experiences
in context”
Eby, M. (2000) Understanding professional development. In Brechin, A., Brown, H. and
Eby, M. (eds) Critical Practice in Health and Social Care pp. 48–72.London: Sage.
14. Reflection
• What themes have emerged from todays conference that are
relevant to your work?
• How would you describe your relationship with
employability, and why?
a) A quest
b) A confrontation/challenge
c) An exploration
d) Other
• Any questions?
16. AGCAS Task group
2010/11 survey headlines
67 institutions responded
67% Awards run by Careers Service
61% had less than 250 students participating
50% of the awards were endorsed by employers
Why reflection matters to you. This mentoring experience can be something good you do for others, or it can be a journey that you take for yourself…as well.
ttp://www2.le.ac.uk/departments/clms/research/employabilityI have been asked by CLMS to give a conference presentation from a practitioners point of view during the above event. I have met with Paul Conville and Reka Plugor to discuss the session in terms of audience and scope.http://www.scribd.com/fullscreen/90813744?access_key=key-11an73pol7ed8d9i4lfh
Spend 2 minutes talking to the people on your table/ your neighbour, what do you already know about employability awards within HEIs. If the answer is nothing, give the second question some thought.
Where did they come from? Employability Awards have been around for about 10 years. Leicester was among some of the earliest to be established, along with York and Exeter. Over 100 institutions have a version of an employability award.These days, the motivation of institutions to establish awards is generally to help student address the two questions above. 1) What do employers want…..unpacking the world of work including recruitment processes and also 2) helping students to be able to articulate the skills and experiences they are having at University to a future employer. This motivation obviously comes from a fixation on DLHE statistics and employability league table position. Having said that, many Awards also manage to have a career guidance/ career management aspect, and in the case of the Leicester Award a focus on lifewide learning and developing reflective habits. Some sound bites for our Alumni.
At the University of Leicester, the award exists entirely in the extra-curricular space. It is the universities way of helping students to develop capabilities by providing extra-curricular experiences combined with the opportunities to reflect and experiment. Sometimes this is through a ‘real’ experience such as a volunteering placement, or workign as a course rep and often it is through a simulation such as a business game or challenge. The Leicester Award was originally developed using Kolbs experiential learning cycle as a basis. Students are having experiences, we just help them to focus on what they want to develop through these experiences.
Cross institutional: The Students Union, Widening Participation, Volunteering, Employer Liaison, Business and Enterprise, and the Careers Service. We have over 600 students successfully engaged with the award this year, 1000 next year.Students can engage through many different experiences, as you can see here, Via our enterprise training programmes, by being a mentor, volunteering in classrooms etc.
The core to all of these experiences is the reflective process they are asked to go through.
The main innovation from this year was the introduction of reflective blog. We have asked them to blog using wordpress because we are hoping to help them to develop reflective habits that they will take on through life. It also provides a personal development narrative which help us with career guidanceCollating relevant evidence..enabling reflection.
It also helps them to understand themselves
Using the form provided consider the skills you already have, and also the skills you might be able to develop or improve through mentoring?