Dilbert On Talent Management
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This document outlines the typical steps an organization takes to attract, hire, and develop talent including recruitment, selection, onboarding, role clarification, performance contracting and appraisal, incentives, training, and retention. It discusses recruitment, selection, onboarding, setting expectations, evaluating performance, incentives, ongoing learning opportunities, and keeping high performers engaged and with the organization.
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tips for Managing boss- difficult boss
managing the relationship with your boss is very critical to job success.here are few tips.
you may either become his close associate or become enemy .this depends on how you
c an understand his personality
even if the boss shows to be your friend never ever get carried away. he is your boss and will always be that.there are few exceptions but they are very few ,by and large men in power will never become your friend
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10 Challenges That Every First-Time Manager Will Face
10 Challenges That Every First-Time Manager Will Face
Managing Upward: Strategies for Working with your Boss
Managing Upward: Strategies for Working with your Boss
Coach your team to success: Tips for Team Building Through Coaching
Coach your team to success: Tips for Team Building Through Coaching
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Managing your Boss
Managing your boss is challenging but important. First, understand your boss's behavior and manage your own emotions so you don't engage in counterproductive actions. Second, communicate your ideas, reactions, and concerns helpfully and positively to create a problem-solving atmosphere. Third, different types of bosses include weak links who avoid confrontation, toy soldiers who are aggressive but don't accept new ideas, and stinky or evil bosses who humiliate subordinates.
tips for Managing boss- difficult boss
managing the relationship with your boss is very critical to job success.here are few tips.
you may either become his close associate or become enemy .this depends on how you
c an understand his personality
even if the boss shows to be your friend never ever get carried away. he is your boss and will always be that.there are few exceptions but they are very few ,by and large men in power will never become your friend
How To Deal With A Difficult Boss
How to deal with a difficult boss
At some point in our working lives we all have to deal with a boss that’s being difficult. How you cope in this situation can make all the difference to the outcome. The difference can be as great as staying in a job and improving the situation or having to leave. Being happy at work is of course extremely important and unhappiness can lead to stress, a fall off in performance and worsening problems with the boss.
Don’t take it personally
If you have to deal with a difficult boss, you should check that you’re not simply being too sensitive to the situation. It could be that he or she is just extremely busy and feel you’re interrupting them too much. Some bosses don’t always have the time to be as pleasant as you might imagine they should be.
Good luck!
FindMyDreamJob.co.uk
Managing your boss
Managing one's boss is important for a subordinate's effectiveness and success. It is important to understand the boss's requirements, strengths, and weaknesses in order to help the boss perform their role better. A subordinate should understand the boss's preferences for reporting, communication, and decision-making and adapt their own style accordingly. They should also keep the boss well-informed while avoiding surprises, and identify and utilize the boss's strengths while minimizing the impact of weaknesses.
The various types of colleagues
Each office has a mix of colleagues and all need managing in different ways. This is a guide on how to deal with different colleagues.
How to Manage Your Boss
This document provides advice on how to effectively manage one's boss. It emphasizes the importance of regular communication, keeping the boss informed on projects and timelines, and addressing any issues proactively before the boss finds out from others. Managing the boss well involves setting clear expectations, helping the boss advocate for the team, and looking for ways to lighten the boss's workload. Failing to manage the boss properly can lead to issues like the boss being surprised by bad news, appearing clueless, increased micromanagement, and the boss being unable to support the manager when needed. The document encourages establishing ongoing dialogue and transparency with the boss.
How to manage your boss
This document provides guidance on how to effectively manage one's boss. It discusses three key components: 1) Knowing your boss by understanding what motivates and pressures them, 2) Building skills like dependability, initiative, and positivity, and 3) Managing difficult boss types through understanding their communication styles and avoiding habits they dislike. Specific tactics include identifying a boss's working style, ways to make them happy, and handling tricky behaviors like lack of communication, credit-taking, and perfectionism. The overall aim is to develop a simple and rewarding relationship with one's boss where they look forward to interactions.
Managing my boss
- The document discusses techniques for managing your manager or "boss" when they are considered a "bad" manager. It suggests diagnosing the problem in the relationship, focusing on communication skills, owning issues and problems directly, anticipating challenges, and modeling the behaviors you want to see from your own manager. The overall message is that proactively communicating and taking responsibility can help remedy relationships with even difficult managers.
how to Manage Your Boss_Bottom Up Approach
This document discusses different types of bosses and tips for managing them. It identifies six main types of bosses: the control freak, the blame fixer, the autocrat, the soft heart, the politician, and the team builder. For each type, it provides characteristics and tips for dealing with their management style. Some tips include keeping control freak bosses updated on all details, documenting assignments from blame fixers, and getting written support for risky tasks from politician bosses. The conclusion emphasizes that bosses combine traits and success requires adapting to their individual styles.
How to improve your communication with your boss
Are you enjoying your work at the moment?
If YES, a big deal of that can be because of a good relationship with your boss.
If NO, we highly recommend you to read through our slideshare.
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The Case for Change
1. I am using software that can also accommodate html 5, quizzes etc. in html the user can advance the slides etc. and access resource material. The nice thing is that you can export to Video to enable upload to for example YouTube.
2. Note the following:
2.1 The file is around 25 MB and it is 4 minutes to watch;
2.2 This is Beta, so no copyright restrictions. Repay me by subscribing and providing feedback.
Framework for Project Layout Meeting
Purpose:
This infographic provides a framework to facilitate the following with the consultant team. It is one of the first actions to ensure coordination and a common focus:
Understanding of the business context
Understanding the need/ opportunity
Understanding what was sold
Identify client pressure points, risks, and first level delivery expectations
Obtain a perspective of OCM needs/strategy
Obtain a perspective of resource requirements.
Change Presented ad A Project Roadmap: Infographic Template
This document outlines a roadmap for a change project. It provides a short overview of the need or opportunity, the desired end state or vision, and deliverables and benefits. The roadmap then outlines metrics to track progress, key milestones, and phases for the project including planning, roll out, and go live. It defines how success will be measured with data-driven indicators and identifies key roles of a sponsor, owner, and team to drive the project forward.
The Change Project As an Archetypal Journey
This document outlines a change project as an archetypal journey. It discusses where the organization is now, the desired future state, key stakeholders that will be encountered, challenges that may arise along the way, and those who will guide the journey such as key role players and organizational values. Main points of inflection for the journey are also identified. The purpose is to examine how the change will affect people and what benefits will be gained.
Infographic Template for Developing a Project Journey
The document outlines the key steps and outputs for preparing, executing, and closing out a projectized roadmap, including establishing a charter and governance; scoping, sequencing, and scheduling work; change control and progress reporting; parallel runs and onboarding; and close out reports and accounting. Metrics would be collected and "data driven dials" used to track indicators at key stages of planning, roll out, and close out.
The People Management Story
The Balanced Scorecard links key initiatives within an organization across four perspectives: People and innovation; Internal Processes and Systems; Customers and Stakeholders; and Finance. There should be causal links between these perspectives, with objectives in each perspective supporting the objectives in the next. The document outlines objectives and metrics for measuring performance in the People perspective, including defining talent populations, competency models, and leadership climate. It also provides examples of metrics for measuring objectives in the other perspectives.
Infographic - Steering Committee Purpose, Role, Requirements, Metrics
The Project Steering Committee is responsible for governing the project, representing business interests, and integrating outputs at a strategic level. The committee protects the business case, assesses relevance, and makes go/no-go decisions. It ensures strategy alignment, monitors financial performance and delivery, and governs all scope-related changes. Committee members represent business, user, supplier, and project team interests and act as a high-level interface. They have executive decision-making authority and a strategic perspective on the industry and importance of change leadership. The committee monitors project metrics.
The HR Career in South Africa
This document discusses risks and responses for an HR career in South Africa. It notes that political instability can lead to job losses and more militant workers. HR professionals need strong analysis and facilitation skills to accurately communicate reality and ensure social agreements between employers and employees. They also need strategic thinking to handle outsourcing and setting processes for strategic workforce issues. As technology is increasingly used to cut costs and risks, HR must develop change management, project management, leadership and business process expertise. Given South Africa's divided society, HR can help promote change and productivity by developing counseling, empathy and coaching skills to help employees deal with challenges. Most importantly, HR should become a talent expert in high demand, act ethically, and provide honest feedback to
LEadership Theories Snap Shot
This document provides a snapshot of several leadership theories from Great Man theory to Transformational leadership. It describes each theory, including Great Man which believed leaders were born with innate qualities, Trait theories which highlighted positive traits, Behavioral theories which observed leadership styles, Situational leadership which saw leadership as specific to a situation, Contingency theory which identified variables to predict effective styles, Transactional leadership which emphasized mutual benefits between leaders and followers, and Transformational leadership which focused on envisioning and implementing organizational change.
ROI on People Management Interventions - It is Possible!!
This document provides guidance on conducting an analysis to understand the return on investment (ROI) of human capital interventions. It discusses steps to take the presenting problem and define the real business need. This includes gathering quantitative and qualitative data from various sources to understand how specific metrics are being negatively impacted. The data should then be consolidated and analyzed to provide perspective and inform decision making. Collecting the right data requires considering factors like time, costs, disruption and validity. The overall goal is to calculate costs associated with the presenting problem, such as replacement costs, in order to define the need and opportunity for an intervention.
The People Management Story
The document discusses developing an appropriate HR scorecard by asking questions, setting objectives and metrics, and creating a story framework around people management. It provides examples of key strategic questions, generic objectives, and metrics across various perspectives like financials, stakeholders, internal business processes, and people and innovation. The metrics are explained and formulas or examples are given for calculating many of them.
Model for Merger Management - This is a work in progress!!
1. The document discusses factors that influence the integration process of mergers, including the level and speed of integration, acculturation between the organizations, and the fit between the organizational cultures.
2. It examines target organization variables such as the degree of relatedness between the companies, their organizational architectures, performance differences, and previous acquisition experience.
3. Culture is discussed at different levels, from general to organizational to national culture, and how the integration process can manage or transform cultures during a merger.
ROI For HR Practice Toolkit
The document discusses planning human capital interventions with a focus on return on investment (ROI). It recommends starting by analyzing the presenting problem and identifying which business metrics are negatively affected. Data should be collected from various sources before and after the intervention. When planning the intervention, objectives and measures should be set with the end in mind by working backwards from the desired results. Various techniques for isolating the effects of the intervention are discussed, such as using control groups, estimating impact, and comparing performance to a trend line. Proper planning helps link the intervention to measurable business results and build the case for ROI.
Coaching Toolkit
This document provides an introduction and framework for developing a coaching practice. It discusses the three pillars of coaching as direction and meaning, sustainable ecology, and disciplined implementation. It then unpacks these pillars and provides competencies and interventions a coach can use in the helping relationship. Specific interventions and tools discussed include gaining clarity through mindfulness exercises, developing vision through writing a eulogy and values alignment, and goal setting. It also discusses sustainable ecology through self-awareness, emotional and social intelligence exercises, and cultivating positive influence and outcomes expectations.
Focus on CPM and Resp Matrix
The document discusses the network diagram, which is a tool used in project planning and management. It graphically depicts the sequence and interdependencies of project activities. The network diagram is developed from the work breakdown structure and provides the basis for scheduling resources, enhancing communication, estimating duration, and highlighting critical activities. It involves identifying each activity, precedence relationships between activities, and performing forward and backward passes to determine early and late start/finish dates. The critical path is the longest path through the network with the least amount of slack.
The Project Cycle Revisited
The document outlines the typical project cycle which includes initiation, planning, implementation, and close-out phases. It stresses the importance of spending time in the initiation and planning phases to define requirements and scope, as well as estimating costs and timelines, in order to reduce problems that often arise during implementation. Failing to adequately plan upfront can result in costly changes if problems are discovered later.
Projects- The Three Artifacts
This document outlines the key elements of a project including producing a final product or deliverable through tasks performed to solve a problem. Completing the tasks results in a hierarchy of deliverables that provide the final product, with the goal of solving the problem and providing benefits if successful.
Organization Design 2 - Focus on Strategy
The document discusses the role of top management in directing an organization and shaping its effectiveness. It outlines how a CEO's attributes and leadership style, along with the external environment and internal strengths/weaknesses, influence the organization's mission, goals, structure, culture, and strategies. The CEO works with the top management team to define the mission and select operational goals and collaborative strategies based on available resources and competing stakeholder values to achieve efficiency and goal attainment.
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Change Presented ad A Project Roadmap: Infographic Template
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Infographic Template for Developing a Project Journey
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ROI on People Management Interventions - It is Possible!!
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