Facchini Consulting provides personality assessments, 360 degree feedback tools, and consulting services to support talent selection, development, and leadership. They use validated assessment tools such as the Hogan Personality Inventory, Hogan Development Survey, and Motives, Values, Preferences Inventory to evaluate candidates and help clients make the right choices for their organizations.
VaLUENTiS Employee Engagement WGUHWGUT HRDS JAN 2013 final dist copynjhceo01
Here are the answers to the questions:
1. The 1920s
2. The Hawthorne Experiments
3. Gallup
4. William Kahn
5. D) All of these
6. While there is a connection, the relationship is complex - job satisfaction does not always translate directly to better job performance.
7. Their immediate manager/line manager
HRD summit 2011 people management why organisations... dist versnjhceo01
This document discusses common mistakes organizations make regarding people management and how to address them. It begins by summarizing the document, then provides three key points:
1. Organizations often misunderstand or inadequately measure concepts like employee engagement and fail to apply models that could help. Effective measurement requires understanding engagement as multi-dimensional and using both qualitative and quantitative frameworks.
2. Employee surveys are often mishandled by focusing too much on response rates rather than taking proactive, integrated approaches and using surveys to gain insights to drive sustainable changes. Best practices include viewing surveys as ongoing diagnostics.
3. People management is rarely properly evaluated or measured, but it is key to improving organizations. Evaluations
Elementz is an HR and OD consulting firm established in 2006 that partners with clients to help unlock their human potential. They have 6 trainers and 3 OD consultants working with over 60 companies. Elementz focuses on holistic organization development including people, processes, and design. They deliver training programs and interventions in areas like leadership development, competency frameworks, culture change and more. Elementz aims to help organizations unleash the hidden potential in their people and systems.
HCI Enterprise Membership represents a unique blend of ‘open source’ insight, best practices, customized learning and development opportunities, and privileged access to HCI conferences and peer-to-peer workgroups. Supported by a dedicated client team and powered by unique technology, HCI Enterprise Members stay effortlessly informed of developments in their field. Members also have the opportunity to tap into the best thinking and examples of success before tackling important projects, as well as continuously train and upskill their colleagues in a host of critical issue areas.
Larry Siedlick - Leadership for High Performance-Financial Executive Women Me...Larry Siedlick
The document discusses challenges facing business leadership and the relationship between the CFO and CEO. It notes that leadership connects to high performance when leaders are purpose-driven, passionate, and emotionally intelligent. Effective leadership inspires people to achieve high performance through vision, communication, and change management. The role of the leader is to be a strategist, ambassador, inventor, coach, investor, and student. An organization needs conditions like an inspiring purpose and teamwork to harness creative energy. Leadership that builds trust can raise inspiration to higher levels.
This document discusses developing managers into leaders through an online leadership development program. The program includes 42 online modules covering modern leadership skills taught by experts. Participants study relevant modules at their own pace. They have monthly discussions with a personal coach to ensure understanding, apply the new skills at work, and modify their approach based on reviews. The goal is to translate knowledge into abilities through real-world practice with coaching support, helping organizations build true leaders.
VaLUENTiS Employee Engagement WGUHWGUT HRDS JAN 2013 final dist copynjhceo01
Here are the answers to the questions:
1. The 1920s
2. The Hawthorne Experiments
3. Gallup
4. William Kahn
5. D) All of these
6. While there is a connection, the relationship is complex - job satisfaction does not always translate directly to better job performance.
7. Their immediate manager/line manager
HRD summit 2011 people management why organisations... dist versnjhceo01
This document discusses common mistakes organizations make regarding people management and how to address them. It begins by summarizing the document, then provides three key points:
1. Organizations often misunderstand or inadequately measure concepts like employee engagement and fail to apply models that could help. Effective measurement requires understanding engagement as multi-dimensional and using both qualitative and quantitative frameworks.
2. Employee surveys are often mishandled by focusing too much on response rates rather than taking proactive, integrated approaches and using surveys to gain insights to drive sustainable changes. Best practices include viewing surveys as ongoing diagnostics.
3. People management is rarely properly evaluated or measured, but it is key to improving organizations. Evaluations
Elementz is an HR and OD consulting firm established in 2006 that partners with clients to help unlock their human potential. They have 6 trainers and 3 OD consultants working with over 60 companies. Elementz focuses on holistic organization development including people, processes, and design. They deliver training programs and interventions in areas like leadership development, competency frameworks, culture change and more. Elementz aims to help organizations unleash the hidden potential in their people and systems.
HCI Enterprise Membership represents a unique blend of ‘open source’ insight, best practices, customized learning and development opportunities, and privileged access to HCI conferences and peer-to-peer workgroups. Supported by a dedicated client team and powered by unique technology, HCI Enterprise Members stay effortlessly informed of developments in their field. Members also have the opportunity to tap into the best thinking and examples of success before tackling important projects, as well as continuously train and upskill their colleagues in a host of critical issue areas.
Larry Siedlick - Leadership for High Performance-Financial Executive Women Me...Larry Siedlick
The document discusses challenges facing business leadership and the relationship between the CFO and CEO. It notes that leadership connects to high performance when leaders are purpose-driven, passionate, and emotionally intelligent. Effective leadership inspires people to achieve high performance through vision, communication, and change management. The role of the leader is to be a strategist, ambassador, inventor, coach, investor, and student. An organization needs conditions like an inspiring purpose and teamwork to harness creative energy. Leadership that builds trust can raise inspiration to higher levels.
This document discusses developing managers into leaders through an online leadership development program. The program includes 42 online modules covering modern leadership skills taught by experts. Participants study relevant modules at their own pace. They have monthly discussions with a personal coach to ensure understanding, apply the new skills at work, and modify their approach based on reviews. The goal is to translate knowledge into abilities through real-world practice with coaching support, helping organizations build true leaders.
The document discusses strategies for increasing employee engagement to reduce turnover. It finds that 54% of employees plan to leave their current employer as the economy improves, and turnover is costly, averaging 130% of an employee's salary. To prevent turnover, employers must focus on engagement by understanding employees' needs, communicating goals clearly, developing strengths, and fostering an environment of respect, fairness and camaraderie. Highly engaged employees deliver higher customer satisfaction, productivity and profits.
The document provides an overview of talent optimization strategies at a company. It discusses attracting, engaging, and developing key talent at all levels through out-of-the-box strategies and best practices. This includes ensuring the advancement of multicultural talent as well as new and seasoned employees through succession planning. The document also discusses maximizing productivity and business impact through diversity and inclusion practices embedded throughout the talent management process, from hiring and selection to engagement and development. Metrics are outlined to measure the impact of these talent optimization efforts.
Abundance Leadership: A journey to achieve maximum leadership impact and orga...BrendaODDA
You understand that business success depends on organizational "health," but can you identify the key characteristics that measure how your leadership behavior impacts your bottom line? Find out how your behaviors influence business success and what you can do to achieve your maximum leadership impact.
Successful companies are healthy companies: leaders are supportive in surmounting obstacles, build commitment and enthusiasm company-wide, and see the possibilities in all situations. Our research has identified these characteristics as key indicators of Abundance Leaders. Our survey tool evaluates you and your company on a range of characteristics, measuring the key indicators that define Abundance Leaders and identify behaviors that require attention.
Cems Business Project - Innovating The Recruitment Processvameyer
The document summarizes a business project for Natura's recruitment process. It identifies problems in Natura's current process such as difficulty finding candidates that align with company values and attracting certain talent. The project aims to research an innovative recruitment process using Integral Theory. It establishes objectives like assessing person-organization fit and attracting the right talent. It recommends basics like an improved career website and applicant tracking system. It also suggests value-based recruitment, employer branding, and building talent relationships.
This document discusses developing management skills related to leadership, team effectiveness, and diversity. It covers topics such as leadership styles, team development models, managing diversity, and challenges teams may face. Key points discussed include situational leadership theory, transformational versus transactional leadership, forming-storming-norming-performing stages of team development, and surface-level versus deep-level diversity.
This document provides information about a 3-day certification program for The Leadership Circle Profile assessment tool. The program will teach participants how to use the profile to assess leadership competencies, underlying assumptions, and phases of adult development. Attendees will become certified to use the profile and survey. The profile provides a comprehensive leadership assessment with three layers of analysis to give insights into behaviors, mindsets, and developmental stages. The workshop facilitator Roma Gaster and creator of the profile Bob Anderson are introduced. Testimonials praise the tool for its depth and ability to facilitate development.
The document introduces Husys Consulting Pvt Ltd as an HR partner for organizations. It provides an overview of their vision to synergize human potential for business and societal development. The company focuses on building and managing clients' HR functions through various services such as HR outsourcing, consulting, learning and development, exclusive search, and associate management.
Ahrd Presentation 2009 Maltbia And MarsickTemaltbia
Presentation on Team Leadership Coaching: Presenters - Dr. Maltbia & Dr. Marsick, Department of Organization and Leadership, Teachers College, Columbia University.
IWAM: Ignite Performance By Unlocking Your Leadership & Organizational Motiva...Denise Corcoran
What if you could ...
* Easily predict the performance of your leaders, employees and organization?
* Gain access to the underlying motivators that drive your employees and yourself to do their best work?
* Eliminate costly hiring mistakes and determine in advance to what extent a candidate will perform well on the job or which candidate would be the best fit?
Learn how IWAM -- a unique assessment uncovering your underlying motivation patterns -- has helped many companies ignite a new level of performance.
IWAM (Inventory of Work Attitudes and Motivations) is the only online assessment that uncovers motivation and attitude patterns that drive employee and organizational behaviors, performance and results.
Using the IWAM assessment has helped other companies: 1.) increase revenues as much as 33% in 6 months; 2.) hire a high performing sales team; 3.) reduce turnover by 62%; 4.) increase the leadership team’s communication and effectiveness; and more.
Other popular applications include: synergistic team development, conflict resolution, leadership coaching, employee engagement and motivation, culture analysis and change, and many more.
Based on the latest cognitive science findings, IWAM is the highest predictor of human performance and a key predictor of Emotional Intelligence than any other available assessment. Also includes a Model of Excellence capability to profile the key patterns of top performers.
This document summarizes a webinar on talent and the generations. It discusses:
1) Getting an understanding of the different generations in the workforce and how their working styles and expectations differ. It outlines the key generations as Traditionals, Boomers, Gen X, and Gen Y.
2) How generational differences impact talent sourcing, retention, and development. Sourcing requires understanding what attracts each generation. Retention means meeting different expectations around work-life balance, flexibility, and development opportunities.
3) The webinar draws on global research to discuss these intergenerational issues in countries around the world, finding that generational preferences have commonalities despite geographic and cultural differences.
This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.
The document discusses the application of competencies at SOGHAS University College. It defines competency as a set of human attributes that enable employees to meet or exceed expectations. Competencies are categorized into managerial, technical, and personality competencies. Managerial competencies are essential for employees with supervisory roles, technical competencies are job-specific, and personality competencies are important for all employees. The document provides models for each competency category and examples of important sub-competencies. It concludes that competencies are valuable for organizational performance and determining high potential candidates.
This succession management matrix allows managers to assess employees' performance and potential. It plots employees in cells based on their performance and potential, with recommendations for development or actions. Managers should understand each cell to identify leadership potential and plot current staff. The matrix is then used to help employees improve their ranking through addressing issues, developing skills, or considering reassignments.
This document summarizes the impact of AchieveMission's 2011-12 consulting initiatives and thought leadership activities. It reports that the Talent Initiative helped nonprofits strengthen leadership, build human capital management capacity, and increase perceived impact. Consulting clients reported sea changes in how they view human capital and strategic use of staff. Thought leadership activities included panels, case studies, and trainings to promote evidence-based human capital management practices in the social sector. The long-term goal is for these practices to become as widely accepted in nonprofits as logic models and strategic planning.
Globalization has significantly impacted workplaces and communities in both positive and negative ways. While human resource development (HRD) has responded at a micro level, its overall impact has been minimal.
The document discusses several trends changing the face of business after globalization, including the changing role of HR professionals, talent management, outsourcing HR functions, and a diverse workforce.
It also discusses how global staffing and leadership development are two key areas for HR to leverage in global firms, requiring a shift to developing employees with "global brains" through experiences abroad.
The document provides information on several leadership development companies in India. It discusses:
1) The leadership identification, assessment, and development solutions offered by the companies to help clients identify and strengthen their current and future leaders. This includes 360 assessments, leadership programs, coaching, and customized solutions.
2) The types of clients served, which include large Indian and multinational corporations.
3) Additional services offered beyond leadership development, such as organizational consulting, change management support, and talent management.
4) Key differentiators of the companies, which emphasize their customized approach, global expertise, and track record of positive outcomes for clients.
White Paper - How to get the best out of Gen YPeter Bricknell
The document summarizes the key challenges and strategies related to engaging and retaining Generation Y (Gen Y) employees based on a discussion at a HR Director Summit. The challenges discussed include attracting Gen Y candidates, communicating effectively during interviews, meeting Gen Y's training and development needs, and creating a workplace environment that provides flexibility, freedom and opportunities for growth. The strategies proposed to address these challenges include focusing on individuality, flexible contracts and rewards, embracing alternative forms of training, providing frequent feedback, empowering managers to reward employees, and enabling career breaks and entrepreneurial opportunities. Hitachi Consulting outlines how it can help organizations develop an HR strategy and optimize their HR systems to better support different generations of employees.
The document discusses various aspects of corporate leadership, including:
1. It examines the characteristics of transformational leadership and compares it to traditional management.
2. It discusses the importance of aligning corporate culture with business strategy to maximize synergy and success.
3. It emphasizes that today's corporate leaders must be innovative, inspiring, entrepreneurial, global, inclusive and able to think strategically while preserving the current business.
Luca Cococcia scored low in adjustment on the Hogan Personality Inventory, indicating challenges managing stress. He scored high in ambition and sociability, traits conducive to workplace success. On the Hogan Development Survey, he showed moderate to high risks of excitability, skepticism, caution, and reservedness under pressure. The Motives Values Preferences Inventory found he values recognition, power, and altruism highly and is less interested in security. Ability tests showed high scores in strategic, tactical, and critical reasoning.
The Value of Values: The Case for Assessing Motives, Needs and PreferencesHuman Capital Media
It’s an all-too-familiar story: Company X hires a talented leader with a proven track record as its new top executive, and then months later, ushers him out, hemorrhaging top-performing employees in the process. The problem: conflicting values. Join Kevin Meyer, Ph.D., of Hogan Assessment Systems as he highlights research and real-world examples of values in action.
The document discusses strategies for increasing employee engagement to reduce turnover. It finds that 54% of employees plan to leave their current employer as the economy improves, and turnover is costly, averaging 130% of an employee's salary. To prevent turnover, employers must focus on engagement by understanding employees' needs, communicating goals clearly, developing strengths, and fostering an environment of respect, fairness and camaraderie. Highly engaged employees deliver higher customer satisfaction, productivity and profits.
The document provides an overview of talent optimization strategies at a company. It discusses attracting, engaging, and developing key talent at all levels through out-of-the-box strategies and best practices. This includes ensuring the advancement of multicultural talent as well as new and seasoned employees through succession planning. The document also discusses maximizing productivity and business impact through diversity and inclusion practices embedded throughout the talent management process, from hiring and selection to engagement and development. Metrics are outlined to measure the impact of these talent optimization efforts.
Abundance Leadership: A journey to achieve maximum leadership impact and orga...BrendaODDA
You understand that business success depends on organizational "health," but can you identify the key characteristics that measure how your leadership behavior impacts your bottom line? Find out how your behaviors influence business success and what you can do to achieve your maximum leadership impact.
Successful companies are healthy companies: leaders are supportive in surmounting obstacles, build commitment and enthusiasm company-wide, and see the possibilities in all situations. Our research has identified these characteristics as key indicators of Abundance Leaders. Our survey tool evaluates you and your company on a range of characteristics, measuring the key indicators that define Abundance Leaders and identify behaviors that require attention.
Cems Business Project - Innovating The Recruitment Processvameyer
The document summarizes a business project for Natura's recruitment process. It identifies problems in Natura's current process such as difficulty finding candidates that align with company values and attracting certain talent. The project aims to research an innovative recruitment process using Integral Theory. It establishes objectives like assessing person-organization fit and attracting the right talent. It recommends basics like an improved career website and applicant tracking system. It also suggests value-based recruitment, employer branding, and building talent relationships.
This document discusses developing management skills related to leadership, team effectiveness, and diversity. It covers topics such as leadership styles, team development models, managing diversity, and challenges teams may face. Key points discussed include situational leadership theory, transformational versus transactional leadership, forming-storming-norming-performing stages of team development, and surface-level versus deep-level diversity.
This document provides information about a 3-day certification program for The Leadership Circle Profile assessment tool. The program will teach participants how to use the profile to assess leadership competencies, underlying assumptions, and phases of adult development. Attendees will become certified to use the profile and survey. The profile provides a comprehensive leadership assessment with three layers of analysis to give insights into behaviors, mindsets, and developmental stages. The workshop facilitator Roma Gaster and creator of the profile Bob Anderson are introduced. Testimonials praise the tool for its depth and ability to facilitate development.
The document introduces Husys Consulting Pvt Ltd as an HR partner for organizations. It provides an overview of their vision to synergize human potential for business and societal development. The company focuses on building and managing clients' HR functions through various services such as HR outsourcing, consulting, learning and development, exclusive search, and associate management.
Ahrd Presentation 2009 Maltbia And MarsickTemaltbia
Presentation on Team Leadership Coaching: Presenters - Dr. Maltbia & Dr. Marsick, Department of Organization and Leadership, Teachers College, Columbia University.
IWAM: Ignite Performance By Unlocking Your Leadership & Organizational Motiva...Denise Corcoran
What if you could ...
* Easily predict the performance of your leaders, employees and organization?
* Gain access to the underlying motivators that drive your employees and yourself to do their best work?
* Eliminate costly hiring mistakes and determine in advance to what extent a candidate will perform well on the job or which candidate would be the best fit?
Learn how IWAM -- a unique assessment uncovering your underlying motivation patterns -- has helped many companies ignite a new level of performance.
IWAM (Inventory of Work Attitudes and Motivations) is the only online assessment that uncovers motivation and attitude patterns that drive employee and organizational behaviors, performance and results.
Using the IWAM assessment has helped other companies: 1.) increase revenues as much as 33% in 6 months; 2.) hire a high performing sales team; 3.) reduce turnover by 62%; 4.) increase the leadership team’s communication and effectiveness; and more.
Other popular applications include: synergistic team development, conflict resolution, leadership coaching, employee engagement and motivation, culture analysis and change, and many more.
Based on the latest cognitive science findings, IWAM is the highest predictor of human performance and a key predictor of Emotional Intelligence than any other available assessment. Also includes a Model of Excellence capability to profile the key patterns of top performers.
This document summarizes a webinar on talent and the generations. It discusses:
1) Getting an understanding of the different generations in the workforce and how their working styles and expectations differ. It outlines the key generations as Traditionals, Boomers, Gen X, and Gen Y.
2) How generational differences impact talent sourcing, retention, and development. Sourcing requires understanding what attracts each generation. Retention means meeting different expectations around work-life balance, flexibility, and development opportunities.
3) The webinar draws on global research to discuss these intergenerational issues in countries around the world, finding that generational preferences have commonalities despite geographic and cultural differences.
This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.
The document discusses the application of competencies at SOGHAS University College. It defines competency as a set of human attributes that enable employees to meet or exceed expectations. Competencies are categorized into managerial, technical, and personality competencies. Managerial competencies are essential for employees with supervisory roles, technical competencies are job-specific, and personality competencies are important for all employees. The document provides models for each competency category and examples of important sub-competencies. It concludes that competencies are valuable for organizational performance and determining high potential candidates.
This succession management matrix allows managers to assess employees' performance and potential. It plots employees in cells based on their performance and potential, with recommendations for development or actions. Managers should understand each cell to identify leadership potential and plot current staff. The matrix is then used to help employees improve their ranking through addressing issues, developing skills, or considering reassignments.
This document summarizes the impact of AchieveMission's 2011-12 consulting initiatives and thought leadership activities. It reports that the Talent Initiative helped nonprofits strengthen leadership, build human capital management capacity, and increase perceived impact. Consulting clients reported sea changes in how they view human capital and strategic use of staff. Thought leadership activities included panels, case studies, and trainings to promote evidence-based human capital management practices in the social sector. The long-term goal is for these practices to become as widely accepted in nonprofits as logic models and strategic planning.
Globalization has significantly impacted workplaces and communities in both positive and negative ways. While human resource development (HRD) has responded at a micro level, its overall impact has been minimal.
The document discusses several trends changing the face of business after globalization, including the changing role of HR professionals, talent management, outsourcing HR functions, and a diverse workforce.
It also discusses how global staffing and leadership development are two key areas for HR to leverage in global firms, requiring a shift to developing employees with "global brains" through experiences abroad.
The document provides information on several leadership development companies in India. It discusses:
1) The leadership identification, assessment, and development solutions offered by the companies to help clients identify and strengthen their current and future leaders. This includes 360 assessments, leadership programs, coaching, and customized solutions.
2) The types of clients served, which include large Indian and multinational corporations.
3) Additional services offered beyond leadership development, such as organizational consulting, change management support, and talent management.
4) Key differentiators of the companies, which emphasize their customized approach, global expertise, and track record of positive outcomes for clients.
White Paper - How to get the best out of Gen YPeter Bricknell
The document summarizes the key challenges and strategies related to engaging and retaining Generation Y (Gen Y) employees based on a discussion at a HR Director Summit. The challenges discussed include attracting Gen Y candidates, communicating effectively during interviews, meeting Gen Y's training and development needs, and creating a workplace environment that provides flexibility, freedom and opportunities for growth. The strategies proposed to address these challenges include focusing on individuality, flexible contracts and rewards, embracing alternative forms of training, providing frequent feedback, empowering managers to reward employees, and enabling career breaks and entrepreneurial opportunities. Hitachi Consulting outlines how it can help organizations develop an HR strategy and optimize their HR systems to better support different generations of employees.
The document discusses various aspects of corporate leadership, including:
1. It examines the characteristics of transformational leadership and compares it to traditional management.
2. It discusses the importance of aligning corporate culture with business strategy to maximize synergy and success.
3. It emphasizes that today's corporate leaders must be innovative, inspiring, entrepreneurial, global, inclusive and able to think strategically while preserving the current business.
Luca Cococcia scored low in adjustment on the Hogan Personality Inventory, indicating challenges managing stress. He scored high in ambition and sociability, traits conducive to workplace success. On the Hogan Development Survey, he showed moderate to high risks of excitability, skepticism, caution, and reservedness under pressure. The Motives Values Preferences Inventory found he values recognition, power, and altruism highly and is less interested in security. Ability tests showed high scores in strategic, tactical, and critical reasoning.
The Value of Values: The Case for Assessing Motives, Needs and PreferencesHuman Capital Media
It’s an all-too-familiar story: Company X hires a talented leader with a proven track record as its new top executive, and then months later, ushers him out, hemorrhaging top-performing employees in the process. The problem: conflicting values. Join Kevin Meyer, Ph.D., of Hogan Assessment Systems as he highlights research and real-world examples of values in action.
This document provides a summary of the Rocket Model for building high-performing teams. The Rocket Model is a framework that consists of 9 components: Context, Mission, Talent, Norms, Buy-In, Power, Morale, Results, and Concluding Comments. It describes each component and what teams need to do to improve in each area. The model can be used to assess what is going well or poorly on a team and identify actions to enhance performance. Following the components in order is important as each drives the next. The model has helped hundreds of teams work more effectively together.
Hogan Motives, Values, Preferences Inventory (MVPI) ReportWork Life Metrics
This document provides an overview and definitions for understanding a person's Hogan Motives, Values, Preferences Inventory (MVPI) assessment results. It describes how a person's core values influence their career drivers, fit with organizational culture, leadership style, and unconscious biases. The report analyzes scores on 10 scales that define key values and goals. High or low scores have implications, and becoming aware of one's values helps adapt behavior to create a productive work situation and minimize biases.
This document provides a summary of an individual's results on the Hogan Development Survey (HDS) which assesses potential derailers and personality-based performance risks for leadership roles. The individual scored in the moderate risk zone for being skeptical and cautious, and in the low risk zone for the remaining scales. The report provides behavioral implications of these scores and suggestions for leadership development.
Personality traits are strongly linked to leadership abilities. Research shows the five main personality traits of Adjustment, Ascendance, Likeability, Prudence, and Intellect/Openness can predict leadership ratings. Managers with poor personalities negatively impact employee satisfaction, while good personalities have positive business outcomes. However, it is estimated that 50-75% of current managers may lack strong leadership skills due to a focus on technical abilities over personality during the hiring process. To be most effective, organizations should select for personalities that will enable good management and leadership.
You scored in the high risk zone on the Leisurely scale, indicating you may be charming but independent, stubborn, and difficult to coach. While you have good social skills and make a positive first impression, you may privately feel mistreated and challenge management's competence. You could become irritated when interrupted and procrastinate on projects for people you dislike. Addressing these tendencies could help you build stronger relationships and be a more effective leader.
The document provides an overview of the Linkage Network program, which aims to connect 100,000 global leaders through local learning hubs. It describes Linkage's headquarters and locations, client base, lines of business including training and assessments. The vision is outlined as creating a global learning community for leadership development. Benefits include access to thought leaders, peer coaching, and a sustainable network. Organizations can gain talent retention and improved business results through the cost-effective annual program.
The document summarizes research by Bersin & Associates on virtual classrooms. It discusses the evolution of learning and development bringing increased use of virtual classrooms. It defines virtual classrooms as synchronous online learning conducted in a group setting facilitated by an instructor. The document outlines various virtual classroom providers and technologies, features and functions, best practices, and how to get started with and adopt virtual classrooms. It encourages following Bersin & Associates for further updates on their research findings.
Leadership Practice Canada Client Overviewebeaudan
The document provides an overview of leadership assessment and development services offered by Odgers Berndtson including executive coaching, succession planning, team development, and the use of assessments such as the Hogan instruments and LeaderFit model to evaluate candidates' personalities, leadership styles, and potential derailers. It also describes how these tools and services can help organizations identify leadership needs, assess internal candidates, and develop executives.
With concern for the nation’s future, by giving the best to its surrounding, building the character, threading the path, follow one’s heart, using minds and thoughts, self aspiring and to others, Indonesia and the world
“1NDONESIA for 1WORLD”
The document summarizes an organizational development team meeting at NHSBT. It discusses:
1) What organizational development (OD) is and a model for OD called Burke Litwin that focuses on 3 themes - organizational culture, leadership and talent management, and communication.
2) How NHSBT practices OD through engaging stakeholders, designing and implementing solutions, and evaluating results.
3) NHSBT's approach to talent management, cultural shift from qualifications to business learning, and measuring successes through an evaluation model.
4) The need to shift from learning and development to organizational development and change.
1) ATYAASAA is an HR training and consulting organization established in 1999 in Pune, India with a mission to create synergistic organizations and empowered professionals through quality people and processes.
2) They provide business excellence interventions, HR process consulting, and soft skills workshops to increase client effectiveness through transformation.
3) Their services include needs analysis, diagnostic surveys, customized process design, and setting up HR management processes for clients.
This document describes Hexagon Consulting and its key practice areas, including outsourcing management, customer interaction management, and risk and compliance. It focuses on Hexagon's US expansion support and 3-phase approach for clients seeking to expand to the US market. The document also discusses Hexagon's customer service excellence practice, the TISSE 2012 standard for service excellence certification, and a training workshop for becoming a TISSE certified coordinator.
Mercuri Urval is a consulting firm founded in Sweden in 1967 that focuses on understanding the relationship between people and business success. They have over 550 consultants worldwide and provide executive search, talent management, and organizational development services to over 6,000 clients annually. Their approach involves assessing clients' capability needs, defining job profiles, developing people and teams, and aligning strategies to fill any gaps and achieve long-lasting results.
This document discusses how to attract and engage Generation Y, or Millennials, in the workplace. It first defines Gen Y as those born between 1982-1998, who currently make up 24% of the global workforce. It then argues that organizations should care about attracting Gen Y because 10,000 Baby Boomers are retiring daily for the next 10 years. The document outlines Gen Y's expectations around technology use, social causes, and work-life balance. It acknowledges biases that exist around Gen Y's skills and work ethic. Finally, it provides recommendations for organizations, including developing Gen Y's leadership skills, fostering relationships, and offering flexible work arrangements to continuously engage this demographic.
This corporate presentation introduces People Edge Management Pvt. Ltd., an HR solutions provider. It outlines their services which include recruitment, training, development, and benefits. They aim to become leading global human capital experts by resolving clients' HR challenges through innovative and cost-effective approaches. Their core team has experience from top companies and they provide end-to-end solutions across the employee lifecycle.
Th.inc - Career Development Workshops as part of Emiratisation ProgramsMarc Karschies
"If we had started to focus on career guidance earlier, today we'd be in much better shape because the Emirati mindset would be open to joining any sector, not only the government."Essa Al Mulla, Executive Director, ENDP
In order to ensure long term engagement and continuous profile growth, both Job and Career development activities have to be balanced.
KCA Associates now announces the going to market of the “TH.inc” Workshop concepts, enabling organizations to help their young Emirati Talent to plan their career more effectively. While the program can be used for any junior to mid-level early career stage talent, the TH.inc program specifically provides a significant impact boost to organization’s existing Emiratisation and Talent Development programs.
Contact us to see how we can help: mkarschies@kca-associates.com
The document discusses professional management processes and how they can help companies achieve their objectives and goals. It outlines 7 steps for implementing a professional management philosophy, including assembling an aligned leadership team, creating a strategic plan, defining the company culture, aligning management, developing a human resources strategy, executing plans, and monitoring progress. It emphasizes establishing clear performance expectations, effective communication, and consistency.
Impactionow is a social talent and innovation network that aims to improve NGO and social enterprise recruiting and strengthen interactions between youth and social organizations. It offers free job postings, networking opportunities, and consulting services to connect talents with opportunities in the social sector. The organization is run by a team of directors from top universities in Asia, US, and Europe with experience in consulting, non-profits, and finance. Impactionow hopes to address issues like the talent shortage in social organizations through its online platform and volunteer programs.
Getting placed: Some insights into Management Placements Arup Gupta
The document discusses how to achieve success and personal development. It provides advice on career goals, resume building, interviews, and developing key skills. Some of the skills discussed include managing oneself, others, and organizations. The document emphasizes developing a winning attitude of resilience, creativity, and respect. It stresses the importance of constant self-challenge, skills development, and finding a mentor to guide one's personal and professional growth.
The ProfileXT assessment measures how well a job candidate fits specific job roles based on 20 performance indicators. It evaluates a candidate's thinking style, behavioral traits, interests, and match to a job. The assessment is customizable to different companies, positions, managers, and locations. It provides objective insights into candidates to help with hiring, promotion, and organizational decisions. The assessment is administered online and instantly scores candidates, allowing managers easy access to results to assist in selection and onboarding.
Getting Sales Leadership Talent Ready for Current ChallengesRyan Heinl
The document discusses challenges facing sales leaders in today's business landscape and identifies skills gaps that need to be addressed through leadership development. It provides an overview of an assessment platform that evaluates sales talent readiness and potential through simulations and evaluations in order to develop customized learning plans. The goal is to help organizations transform their sales strategies and build leadership pipelines through ongoing development activities like coaching, assignments, and social learning.
This document provides an overview of coaching, including definitions of key terms like leader, mentor, and coach. It discusses how coaching skills can benefit the workplace by improving communication, interpersonal skills, and goal setting. Statistics are presented showing coaching has a high return on investment and can increase productivity. The core competencies of coaching according to the International Coach Federation are outlined. Finally, common roles that utilize coaching skills like managers, leaders and trainers are listed.
Locai India aims to be the best business consulting firm in India by strategizing and delivering HR solutions with speed, quality, and commitment. It offers a range of HR services including talent recruitment, HR consulting, experiential learning programs, and HR outsourcing. Locai takes a holistic and client-centric approach to understanding business needs and developing customized solutions that maximize client success. Its team of experienced advisors works directly with clients across industries.
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