"You can download this product from SlideTeam.net"
Our professional team of designers has come up with this ready-made Change Management Fundamentals PowerPoint Presentation Slides, so you can showcase the required data quickly. As we all know that trade across the world is changing very rapidly. Our development management fundamentals PowerPoint sample slides will save you time as there are slides like principles in leading change management, lead outside the lines, lead with culture, assess and adapt, act your way into thinking, leverage formal solution, leverage informal solution, etc. Also, this leading transition management PPT slideshow is fully editable and you can edit the text, color, shape, etc as per your needs. This lead with culture PowerPoint presentation has additional slides like the stacked bar, scatter chart, our mission, our awesome team, about me, comparison, our target, quotes and many more. Plus, with the help of this business change management PowerPoint slide templates, the team can introduce various change management models or tools to higher management. So why are you waiting, just click on the download and use our transformation management PowerPoint presentation slides now. Engage energetically with our Change Management Fundamentals Powerpoint Presentation Slides. Make the experience an exhilirating one. https://bit.ly/35ryM0T
Reassuring the employee engagement skeptics:
“back pocket” answers to respond and address concerns about your survey initiative
You are convinced of the need to measure and manage employee engagement in your organization. You’ve seen the benefits of higher morale, higher productivity, higher retention, and all the rest. Unfortunately, you’re also met with “the skeptics”: those people in your organization who are just not convinced the same way you are:
“Engagement surveys are so yesterday. We need a more novel approach”
“Engagement surveys are not really confidential”
“Engagement surveys don’t change anything. Nothing ever happens”
In this webinar, Norm Baillie-David, will provide you with experience and keen insight into what the real insecurities are when people put forward these and other objections. Better yet, this webinar will arm you with evidence and facts from decades of research in order to address these issues and convince “the skeptics” in your organization of the benefits of actively measuring and managing employee engagement.
20 Effective Ways to Involve and Support Employees During Organizational Change Catherine Adenle
Organizations that are change ready involve and support their employees during organizational change. They are those that plan and have a formal, systematic process for change. They build this into the culture of their organization.
Usually, they have clear leadership who engages employees and other stakeholders to develop a clear vision of desired change outcomes and ensure that an integrated communication, solid change management strategy, as well as strong employee involvement and motivation have the most influence in the overall success of the organization's change.
In addition, such organizations have an awareness of change and the acceptance that change, be it minor, continuous or major is constant. Not only that, they thrive in a community needed for change and they have the teams, resources and capacities to successfully implement and embed change in a seamless manner.
Such organizations have:
• A dedicated and trained change management team and mid-managers with strong ability to execute a change roadmap while engage employees through communication and actions...
Employee Engagement in a Digital World by Sal GiambancoGlobant
Globant and the California College of the Arts (CCA) got together to present CON.VERGE, their first conference for business executives and thought-leaders.
Sal leads human capital and operations at the Omidyar Network, a philanthropic investment firm that funds for-profit and nonprofit businesses that fosters social change throughout the world. Prior to Omidyar, he served as the VP of HR for PayPal and eBay.
In his talk, Sal explained the key drivers of employee engagement and how organizations struggle to create holistic employee engagement strategies. He also explained the three pillars of digital employee engagement and how business can leverage it to create better work environments. Check out his presentation for more details.
Tm webinar june__improving engagement at eia_final_25jun15TalentMap
In 2014, EIA conducted its first employee engagement survey with TalentMap. The results clearly showed that stresses and change over the previous year had taken their toll on employee engagement, which was 11% below the benchmark average. Less than one year later, a subsequent “pulse” survey showed significant improvement in engagement, and double-digit increases in the key drivers of engagement which were actioned.
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
Today’s workforce expect to be able to communicate and collaborate seamlessly. Yet truly effective collaboration can only result from flexible and strategic communication.
Today’s IT, HR and Marketing departments are expected to meet this demand for flexible and strategic communication while ensuring that it is truly effective in driving forward business goals and developing an engaged and contented workforce. Over the past eight weeks our communications experts at Arkadin have outlined the ways a unified communications strategy can enable your people to collaborate and communicate effectively.
In case you missed it, here is everything you need to know about the business benefits of communicating and collaborating in an effective manner through unified communications.
"You can download this product from SlideTeam.net"
Our professional team of designers has come up with this ready-made Change Management Fundamentals PowerPoint Presentation Slides, so you can showcase the required data quickly. As we all know that trade across the world is changing very rapidly. Our development management fundamentals PowerPoint sample slides will save you time as there are slides like principles in leading change management, lead outside the lines, lead with culture, assess and adapt, act your way into thinking, leverage formal solution, leverage informal solution, etc. Also, this leading transition management PPT slideshow is fully editable and you can edit the text, color, shape, etc as per your needs. This lead with culture PowerPoint presentation has additional slides like the stacked bar, scatter chart, our mission, our awesome team, about me, comparison, our target, quotes and many more. Plus, with the help of this business change management PowerPoint slide templates, the team can introduce various change management models or tools to higher management. So why are you waiting, just click on the download and use our transformation management PowerPoint presentation slides now. Engage energetically with our Change Management Fundamentals Powerpoint Presentation Slides. Make the experience an exhilirating one. https://bit.ly/35ryM0T
Reassuring the employee engagement skeptics:
“back pocket” answers to respond and address concerns about your survey initiative
You are convinced of the need to measure and manage employee engagement in your organization. You’ve seen the benefits of higher morale, higher productivity, higher retention, and all the rest. Unfortunately, you’re also met with “the skeptics”: those people in your organization who are just not convinced the same way you are:
“Engagement surveys are so yesterday. We need a more novel approach”
“Engagement surveys are not really confidential”
“Engagement surveys don’t change anything. Nothing ever happens”
In this webinar, Norm Baillie-David, will provide you with experience and keen insight into what the real insecurities are when people put forward these and other objections. Better yet, this webinar will arm you with evidence and facts from decades of research in order to address these issues and convince “the skeptics” in your organization of the benefits of actively measuring and managing employee engagement.
20 Effective Ways to Involve and Support Employees During Organizational Change Catherine Adenle
Organizations that are change ready involve and support their employees during organizational change. They are those that plan and have a formal, systematic process for change. They build this into the culture of their organization.
Usually, they have clear leadership who engages employees and other stakeholders to develop a clear vision of desired change outcomes and ensure that an integrated communication, solid change management strategy, as well as strong employee involvement and motivation have the most influence in the overall success of the organization's change.
In addition, such organizations have an awareness of change and the acceptance that change, be it minor, continuous or major is constant. Not only that, they thrive in a community needed for change and they have the teams, resources and capacities to successfully implement and embed change in a seamless manner.
Such organizations have:
• A dedicated and trained change management team and mid-managers with strong ability to execute a change roadmap while engage employees through communication and actions...
Employee Engagement in a Digital World by Sal GiambancoGlobant
Globant and the California College of the Arts (CCA) got together to present CON.VERGE, their first conference for business executives and thought-leaders.
Sal leads human capital and operations at the Omidyar Network, a philanthropic investment firm that funds for-profit and nonprofit businesses that fosters social change throughout the world. Prior to Omidyar, he served as the VP of HR for PayPal and eBay.
In his talk, Sal explained the key drivers of employee engagement and how organizations struggle to create holistic employee engagement strategies. He also explained the three pillars of digital employee engagement and how business can leverage it to create better work environments. Check out his presentation for more details.
Tm webinar june__improving engagement at eia_final_25jun15TalentMap
In 2014, EIA conducted its first employee engagement survey with TalentMap. The results clearly showed that stresses and change over the previous year had taken their toll on employee engagement, which was 11% below the benchmark average. Less than one year later, a subsequent “pulse” survey showed significant improvement in engagement, and double-digit increases in the key drivers of engagement which were actioned.
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
Today’s workforce expect to be able to communicate and collaborate seamlessly. Yet truly effective collaboration can only result from flexible and strategic communication.
Today’s IT, HR and Marketing departments are expected to meet this demand for flexible and strategic communication while ensuring that it is truly effective in driving forward business goals and developing an engaged and contented workforce. Over the past eight weeks our communications experts at Arkadin have outlined the ways a unified communications strategy can enable your people to collaborate and communicate effectively.
In case you missed it, here is everything you need to know about the business benefits of communicating and collaborating in an effective manner through unified communications.
Mega Session: Employee Engagement in the "Now of Work" - Jason Averbook (Soci...SocialHRCamp
The biggest challenge to engaging employees is FOCUS. (P) We have thousands of ways to “engage,” but HR is siloed and cross-functional with different teams responsible for engaging at moments that matter. This dilutes the overall focus on the entire employee lifecycle, leading to missed moments, fractured experiences, and unnecessary friction points at best. At worst, disengaged employees are dissatisfied and less productive, even detractors to organizational culture and your customer experience. (P) The Now of Work is a state of working that is distributed, digital, and driven more than ever by technology intended to keep us connected. Adding complexity is the extended workforce; not all your workers are fully employed, but everyone needs and deserves the same easy, frictionless experience of work for your company. (P) Here’s the crux: technology alone doesn’t drive connection or engagement. That requires an intentional approach and a digital way of thinking. Jason Averbook explains the Digital Equation for Employee Engagement success in this inspiring keynote.
In just 6 steps, Mike "Batman" Cohen will share how to locate, reach out to, attract, and build a meaningful rapport with Passive Candidates.
We all know the best candidates are usually the ones who are still employed and not necessarily looking - the elusive "Passive Candidate."
We've all heard of this phenomenon - but do they really exist?
Having recently given up on his search for Big Foot, we have Batman joining us to discuss not only his sightings of these "Passive Candidates," but also how to capture one with minimal collateral damage.
Like any potential myth, we must first understand how to identify a Passive Candidate so as to not confuse them with the other candidates who look the same.
But we assure you, they are are, in fact, very different.
This is what you'll take home with you.
Build a persona of who would make sense in this role (Career Trajectory Planning)
Targeted Messages - beyond the Job Description
Get Creative - maybe Tweet? FB? Video? Memes? GIFs?
Understand How to Communicate with Your Candidates (DeepSense, Humantelligence, DISC persona building)
Be Yourself
Learn to Automate!
I think “employee connects program” would be a better option for effectively engaging the new joinee. For doing this, someone has to be given sole responsibility (preferably a female) for completing and monitoring the task without any delay. Commonly a direct interaction between the hiring officers to the new joinee may also be a good option.
What 2015 holds for Internal CommunicationsTrefor Smith
Here is our annual guide to where we think will be this years Internal Communication trends. This years guide outlines 5 main areas that we think are going to be key in 2015, along with sub themes and a wealth of hints and tips. We hope it is of benefit, and brings you success with your 2015 internal communications!
The hundreds of employee engagement surveys that we conduct every year is showing an interesting, albeit concerning trend: highly engaged organizations often have emerging employee issues and concerns around decreasing work-life balance. On the one hand, this is a form of “collateral damage”. Highly engaged employees, by definition, tend to give more of themselves, and sometimes work-life balance suffers as a result – through the employee’s own engaged behaviours. Because work-life balance has little influence on engagement per se, it (too) often gets lower priority: however, this approach is fraught with danger. Highly engaged and high performing organizations can fall into the work-life balance “cultural trap”.
Professional Growth and Employee Engagement (Part 1)Stephen Shinnan
Professional growth, career growth, and feeling one makes a contribution are consistently the most important drivers of employee engagement in most organizations. Get these right, and you have a much better chance of having a high level of engagement. However, the quintessential challenge faced by most organizations in today’s day and age is that the traditional approaches to career have changed, and there just aren’t enough positions to satisfy all of that talent that need a promotion to stay engaged.
Join Norm Baillie-David as he discusses the role of professional growth in employee engagement, and shares how the most successful organizations are meeting this challenge head on. The results may surprise you!
How Great Leaders Drive Results via Accountability and Employee EngagementForum Corporation
A look at the results from our Fall 2014 survey looking at the the relationship between accountability and employee engagement in the workplace. You can view the webinar here: https://www1.gotomeeting.com/register/137288832
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
iDesign X 2015: Designing for PerformanceCon Sotidis
iDesignX Conference - 25 Feb 2015
Presentation focusing on the importance of Performance Consulting and Business Alignment when designing learning interventions.
Mega Session: Employee Engagement in the "Now of Work" - Jason Averbook (Soci...SocialHRCamp
The biggest challenge to engaging employees is FOCUS. (P) We have thousands of ways to “engage,” but HR is siloed and cross-functional with different teams responsible for engaging at moments that matter. This dilutes the overall focus on the entire employee lifecycle, leading to missed moments, fractured experiences, and unnecessary friction points at best. At worst, disengaged employees are dissatisfied and less productive, even detractors to organizational culture and your customer experience. (P) The Now of Work is a state of working that is distributed, digital, and driven more than ever by technology intended to keep us connected. Adding complexity is the extended workforce; not all your workers are fully employed, but everyone needs and deserves the same easy, frictionless experience of work for your company. (P) Here’s the crux: technology alone doesn’t drive connection or engagement. That requires an intentional approach and a digital way of thinking. Jason Averbook explains the Digital Equation for Employee Engagement success in this inspiring keynote.
In just 6 steps, Mike "Batman" Cohen will share how to locate, reach out to, attract, and build a meaningful rapport with Passive Candidates.
We all know the best candidates are usually the ones who are still employed and not necessarily looking - the elusive "Passive Candidate."
We've all heard of this phenomenon - but do they really exist?
Having recently given up on his search for Big Foot, we have Batman joining us to discuss not only his sightings of these "Passive Candidates," but also how to capture one with minimal collateral damage.
Like any potential myth, we must first understand how to identify a Passive Candidate so as to not confuse them with the other candidates who look the same.
But we assure you, they are are, in fact, very different.
This is what you'll take home with you.
Build a persona of who would make sense in this role (Career Trajectory Planning)
Targeted Messages - beyond the Job Description
Get Creative - maybe Tweet? FB? Video? Memes? GIFs?
Understand How to Communicate with Your Candidates (DeepSense, Humantelligence, DISC persona building)
Be Yourself
Learn to Automate!
I think “employee connects program” would be a better option for effectively engaging the new joinee. For doing this, someone has to be given sole responsibility (preferably a female) for completing and monitoring the task without any delay. Commonly a direct interaction between the hiring officers to the new joinee may also be a good option.
What 2015 holds for Internal CommunicationsTrefor Smith
Here is our annual guide to where we think will be this years Internal Communication trends. This years guide outlines 5 main areas that we think are going to be key in 2015, along with sub themes and a wealth of hints and tips. We hope it is of benefit, and brings you success with your 2015 internal communications!
The hundreds of employee engagement surveys that we conduct every year is showing an interesting, albeit concerning trend: highly engaged organizations often have emerging employee issues and concerns around decreasing work-life balance. On the one hand, this is a form of “collateral damage”. Highly engaged employees, by definition, tend to give more of themselves, and sometimes work-life balance suffers as a result – through the employee’s own engaged behaviours. Because work-life balance has little influence on engagement per se, it (too) often gets lower priority: however, this approach is fraught with danger. Highly engaged and high performing organizations can fall into the work-life balance “cultural trap”.
Professional Growth and Employee Engagement (Part 1)Stephen Shinnan
Professional growth, career growth, and feeling one makes a contribution are consistently the most important drivers of employee engagement in most organizations. Get these right, and you have a much better chance of having a high level of engagement. However, the quintessential challenge faced by most organizations in today’s day and age is that the traditional approaches to career have changed, and there just aren’t enough positions to satisfy all of that talent that need a promotion to stay engaged.
Join Norm Baillie-David as he discusses the role of professional growth in employee engagement, and shares how the most successful organizations are meeting this challenge head on. The results may surprise you!
How Great Leaders Drive Results via Accountability and Employee EngagementForum Corporation
A look at the results from our Fall 2014 survey looking at the the relationship between accountability and employee engagement in the workplace. You can view the webinar here: https://www1.gotomeeting.com/register/137288832
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
iDesign X 2015: Designing for PerformanceCon Sotidis
iDesignX Conference - 25 Feb 2015
Presentation focusing on the importance of Performance Consulting and Business Alignment when designing learning interventions.
The communication and training resource book is actually over 700 pages. I’d like to eventually make it all available online. The book preview is 106 pages and illustrates the use of web-based technology for engaging real-time measures, contribution, and delegated results. The book showcases EmployeeTalk Technology in the process, and examples dialogs and concepts in the application of methods, techniques, and tools. I focus on development in over forty core competencies that can help anyone wanting to grow with their organization. One of the main focuses is on follow-through actions, exercises, and other book readings to help performance growth.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
Research shows only 30% of organizations see their change management as successful. Here are 3 key areas to focus on to enable change.
Learn more - http://gt-us.co/1aDc2t1
Change is inevitable. Failure is optional. But failing to embrace organisational change almost certainly spells the end of the road for most organisations. In this Slideshare, we discuss organisational transformation do’s and don’t’s with seasoned HR leader and independent consultant Tim. Having extensive experience in the retail, automotive and new technology industries, Tim shares his insight on organisational change pitfalls: what they are, how to avoid them, and how to turn them into your business’ secret strategic weapon.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "What Is Appraisal?" and will give you an overview of effective appraisal and staff performance management.
Transition from Annual Performance Evaluations to an Atmosphere of Coaching:
1) Realize the flawed nature of the performance appraisals.
2) Take the steps to get out of your current situation.
3) Identify the common threads of coaching and development.
4) Learn to identify job fit and specialized knowledge about employees.
5) Determine job fit and compatibility with co-workers.
Foundation of Organization Design (MGMT673)Reading Materia.docxVannaJoy20
Foundation of Organization Design
(MGMT673)
Reading Material
Building Motivation
Communicate Why the Redesign is Needed
People need a compelling reason to change. With all of the changes being requested and demanded of people in the current world, people must be convinced that change is necessary.
Even when leadership initiates organizational change, it is often experienced as just one more unrealistic and often absurd demand. Employees are likely to respond in a passive-aggressive manner and simply do things the same. The previously engaged workforce may suddenly start misplacing things, ignoring e-mails, and spending hours talking with colleagues about what is happening. It is the leadership’s responsibility to not only have a vision but to also see that motivation for the change effort is high. Consultants can be helpful to management in this regard, but ultimately it is management’s responsibility. An offhand announcement of a redesign can literally bring production to a halt in a business. Even though management feels the redesign is in the employees’ best interest, if they are not properly prepared and brought in, the employees are likely to respond to the news in a way that will not move things forward. In fact, without a timely and wise explanation of why changes are needed, they may see the redesign as irresponsibility on the part of management.
Communicating Credible Reasons and Expectations for the Redesign
Management must take the time not only to provide a clear vision of the redesign but to also communicate why the redesign is necessary. The cost of not taking time to communicate credible reasons as to why the redesign was done and providing credible expectations of what it will take to realize the benefits of the redesign, will cost the company dearly.
One way to build support is to involve employees and other stakeholders in the diagnosis and redesign. This takes time, but it helps employees understand why the redesign is important and builds motivation for making it work. However, if management already has its mind made up and is going to do what it wants to do regardless, involvement can backfire in a big way.
At the least, a communication campaign is essential. The campaign must be honest because employees and other stakeholders can see through the spin and hype.
Do not Ignore Resistance
Resistance is feedback. Figure out why it is there, and do not force it. Like the plumber or mechanic who forces a part to fit, the likely result is generally a broken part. Force generally does not work and is nearly always expensive and time-consuming. Resistance is natural. Ohm’s lawapplies to human behavior much like it does in physics—there is always resistance. Good managers and consultants learn from the resistance and manage it.
Managing the Changing Relationships
Acknowledge Changing Relationships and Responsibilities
Redesigns nearly always change relationships and responsibilities. Not addressing these lead to conf.
IT Service Management (ITSM) Model for Business & IT AlignementRick Lemieux
Today’s multi-faceted business world demands that Information Technology provide its services in the context of a fully integrated corporate strategic model. This transformation becomes possible when IT evolves from its technological heritage into a Business Technical Organization, or an “internal service provider.” This paper describes how the itSM Solutions reference model integrates five widely used service management domains to create a powerful model to guide IT in its journey into the business leadership circle.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
How libraries can support authors with open access requirements for UKRI fund...
Dit yvol4iss31
1. CSI - Tips, Tricks, and Worst Practices to Learn From
The workable, practical guide to Do IT Yourself
Page 1 of 3
Vol. 4.31 • August 5, 2008
CSI - Tips, Tricks, and Worst Practices to Learn From
By Kory Smith
So
you're going to improve your IT services? Go ahead; pick anything - as long as it is
small, manageable, has to do with the Service Desk, does not have to do with a CMDB,
does not need a $500,000 tool investment in the first year, and does not need any
resources that span across our customer service, infrastructure or application silos?!
No matter whether you call it Continual Service Improvement (CSI), Service Improvement Plans (SIP), or Continual
Service Improvement Program (CSIP), many organizations start their CSI implementation in this manner. While that
might be one way to get started with a CSI project, it does not exactly lead with the feel of ‘improving IT operations in
support of increasing the value of IT to the business.
Starting off with the right structure for success and learning from those that have gone before you are keys to doing it the
right way and truly ending up with operational improvements that add ‘business value.’ This article presents 5 key tips
and/or pitfalls to consider prior to embarking upon the ‘How’ of ITIL by utilizing a Continual Service Improvement
approach.
1. Training is not synonymous with Continuous Improvement
Training in ITIL or Service Management practices and methods is simply the starting point. Students sit through various
forms of training on these practices and then in many cases are expected to organically understand how to use them and
go out and make changes and immediately improve operations.
So how do we bridge this common misconception? A very effective way is by using simulation in conjunction with training.
These are more than just ‘fun’ or ‘hands-on’ experiences for the students. Simulations really cement the practical part of
the learning so that when students walk away from a day of ‘doing it,’ they now have experienced the importance of:
working together across traditional functional silos
clear paths of communication
defining and understanding roles and responsibilities across silos
understanding the importance of every level of the organization, especially the ‘face of IT’ – the Service Desk
having a common mission and vision communicated and led across all levels of the organization
In addition to experiencing the importance of the lifecycle practices in action, simulations can provide a dynamic kick
start to improvement efforts. The simulation exercise can get staff actively thinking about what it means to improve and
even begin to translate this directly to their environments.
2. We must be improving or solving real ‘problems’
We now have close to triple the number of functions and processes from which to choose from in the V3 ITSM lifecycle and
for most, if not all, of our organizations, it is not about finding one place to start, but rather figuring out which of the 100
potential process activities or roles or tools or artifacts make the most sense to start with.
Paralysis sets in and we are right where we began, stuck asking “now where do we start?” and “how do we get going?”
At the start of every improvement engagement, we should be sitting down with the improvement stakeholders to do
http://www.itsmsolutions.com/newsletters/DITYvol4iss31.htm
8/5/2008
2. CSI - Tips, Tricks, and Worst Practices to Learn From
Page 2 of 3
nothing but identify the high-level business and IT goal(s) that will govern the engagement. Sometimes there are very
specific goals for the improvements that we can all agree on. In many cases, we have a simple “we need to get better”
expectation.
This is a start, but not good enough. We need to finish the “we need to get better” statement. We need to explore with our
business and across our own operations what specific goals and key initiatives need to be enabled or better supported, or
what perception of IT needs to be fixed, over the next 12 – 18 months. Otherwise, we risk improving for the sake of
improving and wasting our time and efforts.
3. We must understand the dependencies of our improvements
It is critical to the success of our improvements to evaluate and assess the risks and dependencies across the committed
efforts. We need to make sure we are not missing a foundational variable, challenge or relationship to any of these
improvements that will cause us to fail!
As an example, one government agency built four great Service Desk-focused improvements, clearly owned and bought off
on by their staff, and endorsed by leadership. When evaluating the criteria for success and potential risks facing these
chartered improvements, each and every one came back with a dependency that spoke to needing both users and
customers to be aware, involved, and also ready to change, or else these improvements would fail.
As a remedy, the agency added a fifth project that included an awareness road show by IT leadership to present the four
improvements, where they came from, why they were important, what each user’s or customer’s role will be, and what
was in it for them. The Service Desk project was not the value-grabbing silver bullet – it was the improvement awareness
project that needed to go first before the other four had any chance to succeed and add value.
4. We must have leadership and commitment to these improvements
How do we learn from others’ mistakes? By not repeating them!
A typical common thread to many failures includes the scenario where the consultants come in, give their analysis and
recommendations and then walk away, expecting those holding the ‘report’ to take ownership of their work and run with
it. Not only does this approach not work for traditional technology-based improvements, it is a complete waste of time and
effort when it comes to IT Service Management.
When we are talking about ITSM improvements, it is regarding how WE do OUR work! Thus, when approaching an ITSM
Continual Service Improvement assessment or roadmap development, an approach that incorporates the following key
points will help to foster the necessary accountability, ownership, and authority required to ensure that we get value out
of our efforts.
Staff the assessment with those individuals who will own and be responsible for executing the resulting
improvements;
Utilize consultants to guide and facilitate the discovery, assessment, analysis and improvement roadmap
development;
Ensure that the leadership (CIOs, directors, managers, leads) are actively involved in the efforts so that clear
authorization and buy-in exists when it comes time to commit the resources and budget needed to execute on these
improvements;
Avoid private closed-door interviews and instead utilize workshops to facilitate the discovery, validation, building
and scoping of the improvement efforts.
5. We must be realistic on the timing and scoping of our improvements
Unfortunately, our day jobs do not end or go on sabbatical when we begin these improvement efforts. We also cannot
simply outsource these efforts to outside third parties that have no knowledge, understanding, or history with the
operations needing improvement.
Thus, we must apply a final filter to our rose-colored improvement glasses and ensure that the resulting improvements we
http://www.itsmsolutions.com/newsletters/DITYvol4iss31.htm
8/5/2008