In order to capitalize and maximize the skills and productivity that your team has to offer, you need to figure out how to best engage them in their work. The purpose of this webinar is to expose organizations to the engagement levels of their employees. It is something that often flies under the radar, but really needs to be addressed.
This document provides 130+ tips for job seekers from recruiting experts. It covers topics like resumes and cover letters, interviews, social media, unemployment, and where to look for jobs. The tips include advice on standing out in a cover letter, common resume mistakes to avoid, questions to ask in an interview, using social media professionally, and unconventional ways to find job opportunities. The document is intended to help job seekers succeed in their search by learning best practices from recruiting professionals.
GT Succeeding at succession: identifying and engaging successors CanadaGrant Thornton
The document discusses succession planning challenges for privately held businesses. It notes that while business owners are adept at managing change, identifying and grooming successors can be difficult due to emotional challenges like worry over the business's future performance and strained family relations. The summary provides tips for succession planning such as early identification and training of successors, establishing clear criteria for selection, and designing compensation packages tied to business performance metrics. It stresses the importance of open communication and managing expectations throughout the transition process.
- The document provides advice and lessons from Mark Ruiz about resigning from a job to pursue an entrepreneurial life.
- It discusses deciding to resign for the right reasons of pursuing your passion, rather than out of frustration.
- Ruiz emphasizes the importance of knowing yourself, deciding what business or problem you want to focus on solving, and finding partners who share your goals and passions.
- He advocates fully committing to entrepreneurship and letting go of safety nets rather than trying to keep a day job, in order to force yourself to succeed in your business.
This document provides advice for new managers on building positive relationships with their direct reports. It recommends asking team members a series of questions to learn about their preferences, goals, motivations and how they like to receive feedback. Specifically, the questions cover what they like and dislike about their current role, how their job could be improved, their short and long-term goals, how they prefer to receive feedback, what motivates them beyond money, the type of support they want from their manager, and anything else that could help the manager and employee work well together. The document also provides tips on handling situations where an employee wanted the manager's job or where the manager is now supervising former peers.
This document provides guidance on developing and nurturing a global network. It defines networking and discusses the business case for networking. It offers tips for establishing trust and credibility, networking skills and etiquette, setting goals, and networking remotely. It also discusses Klout scores and how to measure influence online. Finally, it provides a checklist for nurturing existing networks through effective contact management, being approachable, developing a diverse network, reciprocating information sharing, seeking ways to help others, and determining who can be trusted. The document is intended to help readers strengthen their professional networks.
Hina Junejo Values Based Indicator Of Motivation Feedback ReportHina Junejo FCIPD
The document is a feedback report on Hina Junejo's results from a Values-based Inventory of Motivation assessment. The assessment measured the importance Hina places on 24 different values. The report shows that Hina's top 3 values are:
1. Well-being
2. Conceptual
3. Career Progression
The report provides an interpretation of Hina's results, explaining what each value means and how it relates to her motivation and employment preferences.
1. As a new manager, it is important to spend the first months observing, listening, and learning about the business, employees, and institutional knowledge. Take small steps and get buy-in from respected veterans to help guide your leadership.
2. Meet individually with employees to learn about their history, aspirations, and see them in action. This allows you to get a clean slate with employees and gain their support, which is important for others to follow.
3. Clearly outline your short-term and long-term vision and goals for the department. Set objectives that are achievable and measurable to help employees understand how their work contributes to larger results and benefits their careers.
This document provides 130+ tips for job seekers from recruiting experts. It covers topics like resumes and cover letters, interviews, social media, unemployment, and where to look for jobs. The tips include advice on standing out in a cover letter, common resume mistakes to avoid, questions to ask in an interview, using social media professionally, and unconventional ways to find job opportunities. The document is intended to help job seekers succeed in their search by learning best practices from recruiting professionals.
GT Succeeding at succession: identifying and engaging successors CanadaGrant Thornton
The document discusses succession planning challenges for privately held businesses. It notes that while business owners are adept at managing change, identifying and grooming successors can be difficult due to emotional challenges like worry over the business's future performance and strained family relations. The summary provides tips for succession planning such as early identification and training of successors, establishing clear criteria for selection, and designing compensation packages tied to business performance metrics. It stresses the importance of open communication and managing expectations throughout the transition process.
- The document provides advice and lessons from Mark Ruiz about resigning from a job to pursue an entrepreneurial life.
- It discusses deciding to resign for the right reasons of pursuing your passion, rather than out of frustration.
- Ruiz emphasizes the importance of knowing yourself, deciding what business or problem you want to focus on solving, and finding partners who share your goals and passions.
- He advocates fully committing to entrepreneurship and letting go of safety nets rather than trying to keep a day job, in order to force yourself to succeed in your business.
This document provides advice for new managers on building positive relationships with their direct reports. It recommends asking team members a series of questions to learn about their preferences, goals, motivations and how they like to receive feedback. Specifically, the questions cover what they like and dislike about their current role, how their job could be improved, their short and long-term goals, how they prefer to receive feedback, what motivates them beyond money, the type of support they want from their manager, and anything else that could help the manager and employee work well together. The document also provides tips on handling situations where an employee wanted the manager's job or where the manager is now supervising former peers.
This document provides guidance on developing and nurturing a global network. It defines networking and discusses the business case for networking. It offers tips for establishing trust and credibility, networking skills and etiquette, setting goals, and networking remotely. It also discusses Klout scores and how to measure influence online. Finally, it provides a checklist for nurturing existing networks through effective contact management, being approachable, developing a diverse network, reciprocating information sharing, seeking ways to help others, and determining who can be trusted. The document is intended to help readers strengthen their professional networks.
Hina Junejo Values Based Indicator Of Motivation Feedback ReportHina Junejo FCIPD
The document is a feedback report on Hina Junejo's results from a Values-based Inventory of Motivation assessment. The assessment measured the importance Hina places on 24 different values. The report shows that Hina's top 3 values are:
1. Well-being
2. Conceptual
3. Career Progression
The report provides an interpretation of Hina's results, explaining what each value means and how it relates to her motivation and employment preferences.
1. As a new manager, it is important to spend the first months observing, listening, and learning about the business, employees, and institutional knowledge. Take small steps and get buy-in from respected veterans to help guide your leadership.
2. Meet individually with employees to learn about their history, aspirations, and see them in action. This allows you to get a clean slate with employees and gain their support, which is important for others to follow.
3. Clearly outline your short-term and long-term vision and goals for the department. Set objectives that are achievable and measurable to help employees understand how their work contributes to larger results and benefits their careers.
It seems that the threat of redundancy is circulating in many major companies right now. With that threat comes worry and a massive sense of insecurity. No-one knows what is going to happen. No-one feels that they have any control over the decisions that are being made further up the food chain. Morale declines. Friends and colleagues know that it may come down to "you vs me". It's not a good place to be! For more information visit us at http://boomersnextstep.com
It is nothing but being comfortable in one's work environ and making others around similarly comfortable. Fitting in means sharing a common set of beliefs and philosophies about the world. Employers want to hire people who will embrace, on philosophical and moral levels, their approach towards business and the world.
This document provides a summary and disclaimer for a book on finding purpose and passion in one's career. It summarizes that the author uses his experience coaching clients to address when people feel a lack of fulfillment in their work due to basing their self-worth too heavily on their career success or demands. The book presents exercises to help readers develop a sense of wholeness independent of work outcomes. It disclaims any guarantee of advice or strategies working for all situations, and directs readers to consult professionals as needed.
Important Employment Choice Questions
This document discusses important questions to consider before accepting a new job:
1. What is your personality type and how it will fit the job's requirements and environment?
2. What are your current career needs and how well does the job meet them, according to Maslow's hierarchy of needs and other motivation models?
3. What values are important to you and how well does the job's culture align with them to avoid future resentment?
It is best to find a job that matches your personality, needs, and values to feel most motivated and perform well. If an urgent need for a job arises, focus on meeting immediate needs but plan for future motivation sources to maintain satisfaction.
Job satisfaction is defined as an individual's contentment with their job resulting from both positive and negative feelings about the job. Important factors that influence job satisfaction include knowing your strengths and interests, continuously developing skills, avoiding comparisons to others, taking breaks, and maintaining a positive mindset. Higher job satisfaction is associated with lower employee turnover and fewer union activities and workplace accidents.
You may have heard about the principle of manifestation or the law of attraction, but
perhaps you don't fully understand the concept behind the term. Or maybe you’re a
skeptic.
I know I had trouble believing it when I first heard about it.
But it really is true. We tend to bring about the situations in which we find ourselves as a
result of the thoughts on which we focus. By focusing on positive or negative thoughts,
we “manifest,” or bring into reality, the very things we think most about.
Granted, there are some things in life which are just unavoidable. But as a general
principle, we get what we think about the most, whether good or bad.
This document introduces "The Manifestation Program of Abundance" which provides steps to attract and manifest abundance in life. It begins with notes to the reader about accuracy and liability. The contents then outline 3 steps: 1) Identify what is lacking in areas like career, social, financial, physical/mental/emotional, and community wellbeing. 2) Understand the 7 laws of attraction, including the law of manifestation which states the mind invents actions. 3) Develop good affirmations. Further sections provide details on each step, such as understanding positive and negative emotions, and how community wellbeing involves social, cultural, economic and environmental dimensions.
This document summarizes an article titled "Why Companies Should Focus More on Achieving Happiness at Work" by Almas Sabir. The article discusses three main points:
1) Research has found a direct connection between happy, engaged workforces and business success. Studies show that happiness leads to a 12% increase in productivity while unhappy employees are 10% less productive.
2) Unhappy work environments negatively impact productivity and increase costs through absenteeism, health issues, and employee turnover. Miserable workers are more likely to be uncooperative and slack off.
3) The article provides tips for both employees and employers on achieving happiness at work, such as practicing positivity, finding meaning in one
Here are some answers to your questions about job references:
- References are used by potential employers to verify information on your resume, such as your previous job titles, dates of employment, job duties, and your work performance and qualifications. Good references are former managers, supervisors or coworkers who can speak positively about your skills and accomplishments.
- Past employers are commonly contacted to confirm your dates of employment, job title(s), and whether you are eligible for rehire. They may be asked about your job performance, work ethic, strengths/weaknesses, reasons for leaving, etc.
- Yes, employers do often contact references, either by phone or email. They want to hear firsthand from people who have direct
7 Timeless & Universal Laws Of Highly Successful Internet MarketersBilco Royers
I strongly believe that everyone has a lot of potential inside them that has yet to be unleashed! Settling for less than you can give to the world is a shame. So here are some tips for improving your life.
The document discusses key topics in school administration and supervision including the meaning and scope of school administration, fundamental principles, and human elements. It also provides tips for building relationships with peers such as following through on promises, connecting beyond tasks, offering praise, listening, and avoiding judgment. Building strong relationships increases productivity, boosts retention and morale, and is motivating.
The document provides tips for aligning oneself with one's work role and enjoying one's job. It advises to reflect on why you took the job and if your values match the company's. Explore how to utilize your strengths and strive for excellence. Work sincerely and commit to responsibilities even without supervision. See the lighter side of situations instead of complaining and focus on enjoyable aspects. Build friendly relationships with coworkers and resolve issues. Align with the company's mission and integrate work with personal life. Implement self-care and stay present in the moment.
Commitment requires intellectual and emotional dedication to obligations and duties through loyalty, responsibility, and dedication to an organization above one's own needs. An employee survey revealed 60% were dissatisfied and looking for other jobs, increasing pressure on management to ensure satisfaction. Management should apply a "relative advantages approach" to provide financial, social, and psychological benefits to employees to increase satisfaction, loyalty, and commitment through training and better communication.
This document provides guidance on how to rate workplace satisfaction. It explains that workplaces vary significantly in their structure, management styles, and treatment of employees. To compare workplaces, it recommends measuring employee satisfaction across three dimensions: connection, appreciation, and trust. Employees are asked to rate their workplace from 1 to 5 stars in each of these areas to calculate an overall satisfaction score. Providing honest ratings can help both employees and management better understand how happy or unhappy workers feel in their current job. It also helps job seekers identify workplaces that are more likely to meet their needs and preferences.
This document discusses factors that influence job satisfaction and summarizes a study on job satisfaction. The study found that three major predictors of job satisfaction were: believing all employees are treated equally, gender (females were more satisfied than males), and seeing a future in one's current job. While factors like age and education were hypothesized to be significant, they were not found to influence job satisfaction. Shift worked was a significant factor, with first shift workers being more satisfied with pay. The document also discusses the big five personality traits and their relationships with job satisfaction.
The document provides advice for advancing one's career, including taking stock of your current position, deciding whether to move up to a higher level of management, modifying habits and attitudes to focus more on strategy and people management rather than details, negotiating effectively by making your value visible, self-promoting your accomplishments, developing leadership skills through taking on projects, setting goals and milestones, expanding your skills and network through public speaking and maintaining contacts.
Making Waves: 3 Secrets to Becoming a Highly Paid Executive FasterThe Management Coach
The document provides advice for aspiring executives on how to advance their careers faster. It discusses three key points:
1) Prioritizing the team and business results over oneself is important for building trust and loyalty, which leads to better results and faster career advancement.
2) Authentic leadership where one is true to their personality while also adapting their style to different situations builds respect and trust with the team.
3) Developing agreed upon working approaches and ground rules with the team establishes expectations and allows the team to work more efficiently and get results 80% faster. Setting clear priorities, building trust through authenticity and collaboration, and achieving results are keys to advancing to executive roles.
Choosing a job or career is one of the most important things that we do, and yet many of us are ill prepared to do so. There are two main reasons for this: First, we lack awareness of ourselves, our needs and ambitions, and; second, we seek advice from others who are more concerned with our security needs (money, stability, familiarity) than in the fulfilment of our potential.
We all want to be good at choosing paths for ourselves. With so many jobs and careers to choose from, it can be overwhelming to narrow it down to a handful. In fact, Economist Neil Howe says that only 5% of people pick the right job or career on the first try. That’s because we tend to limit ourselves and don’t even let ourselves know what we really aspire to. We know that even though it will be much more rewarding, it would be more of a risk and we don’t go for it.
Whether you’re deciding to look for your first job or a possible career change, understanding your personality type, brain organization and psychological/emotional needs takes away much of the risk that comes when we think a career sounds good until we are actually immersed in the experience of it.
Maximizing Your Career Potential Maximizing Your Career Potential - Brain Style of Each of the 16 Types
For Use with the Myers-Briggs Type Indicator & Striving Styles Personality System
Now Available on Amazon
This presentation provides valuable insights into effective cost-saving techniques on AWS. Learn how to optimize your AWS resources by rightsizing, increasing elasticity, picking the right storage class, and choosing the best pricing model. Additionally, discover essential governance mechanisms to ensure continuous cost efficiency. Whether you are new to AWS or an experienced user, this presentation provides clear and practical tips to help you reduce your cloud costs and get the most out of your budget.
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
It seems that the threat of redundancy is circulating in many major companies right now. With that threat comes worry and a massive sense of insecurity. No-one knows what is going to happen. No-one feels that they have any control over the decisions that are being made further up the food chain. Morale declines. Friends and colleagues know that it may come down to "you vs me". It's not a good place to be! For more information visit us at http://boomersnextstep.com
It is nothing but being comfortable in one's work environ and making others around similarly comfortable. Fitting in means sharing a common set of beliefs and philosophies about the world. Employers want to hire people who will embrace, on philosophical and moral levels, their approach towards business and the world.
This document provides a summary and disclaimer for a book on finding purpose and passion in one's career. It summarizes that the author uses his experience coaching clients to address when people feel a lack of fulfillment in their work due to basing their self-worth too heavily on their career success or demands. The book presents exercises to help readers develop a sense of wholeness independent of work outcomes. It disclaims any guarantee of advice or strategies working for all situations, and directs readers to consult professionals as needed.
Important Employment Choice Questions
This document discusses important questions to consider before accepting a new job:
1. What is your personality type and how it will fit the job's requirements and environment?
2. What are your current career needs and how well does the job meet them, according to Maslow's hierarchy of needs and other motivation models?
3. What values are important to you and how well does the job's culture align with them to avoid future resentment?
It is best to find a job that matches your personality, needs, and values to feel most motivated and perform well. If an urgent need for a job arises, focus on meeting immediate needs but plan for future motivation sources to maintain satisfaction.
Job satisfaction is defined as an individual's contentment with their job resulting from both positive and negative feelings about the job. Important factors that influence job satisfaction include knowing your strengths and interests, continuously developing skills, avoiding comparisons to others, taking breaks, and maintaining a positive mindset. Higher job satisfaction is associated with lower employee turnover and fewer union activities and workplace accidents.
You may have heard about the principle of manifestation or the law of attraction, but
perhaps you don't fully understand the concept behind the term. Or maybe you’re a
skeptic.
I know I had trouble believing it when I first heard about it.
But it really is true. We tend to bring about the situations in which we find ourselves as a
result of the thoughts on which we focus. By focusing on positive or negative thoughts,
we “manifest,” or bring into reality, the very things we think most about.
Granted, there are some things in life which are just unavoidable. But as a general
principle, we get what we think about the most, whether good or bad.
This document introduces "The Manifestation Program of Abundance" which provides steps to attract and manifest abundance in life. It begins with notes to the reader about accuracy and liability. The contents then outline 3 steps: 1) Identify what is lacking in areas like career, social, financial, physical/mental/emotional, and community wellbeing. 2) Understand the 7 laws of attraction, including the law of manifestation which states the mind invents actions. 3) Develop good affirmations. Further sections provide details on each step, such as understanding positive and negative emotions, and how community wellbeing involves social, cultural, economic and environmental dimensions.
This document summarizes an article titled "Why Companies Should Focus More on Achieving Happiness at Work" by Almas Sabir. The article discusses three main points:
1) Research has found a direct connection between happy, engaged workforces and business success. Studies show that happiness leads to a 12% increase in productivity while unhappy employees are 10% less productive.
2) Unhappy work environments negatively impact productivity and increase costs through absenteeism, health issues, and employee turnover. Miserable workers are more likely to be uncooperative and slack off.
3) The article provides tips for both employees and employers on achieving happiness at work, such as practicing positivity, finding meaning in one
Here are some answers to your questions about job references:
- References are used by potential employers to verify information on your resume, such as your previous job titles, dates of employment, job duties, and your work performance and qualifications. Good references are former managers, supervisors or coworkers who can speak positively about your skills and accomplishments.
- Past employers are commonly contacted to confirm your dates of employment, job title(s), and whether you are eligible for rehire. They may be asked about your job performance, work ethic, strengths/weaknesses, reasons for leaving, etc.
- Yes, employers do often contact references, either by phone or email. They want to hear firsthand from people who have direct
7 Timeless & Universal Laws Of Highly Successful Internet MarketersBilco Royers
I strongly believe that everyone has a lot of potential inside them that has yet to be unleashed! Settling for less than you can give to the world is a shame. So here are some tips for improving your life.
The document discusses key topics in school administration and supervision including the meaning and scope of school administration, fundamental principles, and human elements. It also provides tips for building relationships with peers such as following through on promises, connecting beyond tasks, offering praise, listening, and avoiding judgment. Building strong relationships increases productivity, boosts retention and morale, and is motivating.
The document provides tips for aligning oneself with one's work role and enjoying one's job. It advises to reflect on why you took the job and if your values match the company's. Explore how to utilize your strengths and strive for excellence. Work sincerely and commit to responsibilities even without supervision. See the lighter side of situations instead of complaining and focus on enjoyable aspects. Build friendly relationships with coworkers and resolve issues. Align with the company's mission and integrate work with personal life. Implement self-care and stay present in the moment.
Commitment requires intellectual and emotional dedication to obligations and duties through loyalty, responsibility, and dedication to an organization above one's own needs. An employee survey revealed 60% were dissatisfied and looking for other jobs, increasing pressure on management to ensure satisfaction. Management should apply a "relative advantages approach" to provide financial, social, and psychological benefits to employees to increase satisfaction, loyalty, and commitment through training and better communication.
This document provides guidance on how to rate workplace satisfaction. It explains that workplaces vary significantly in their structure, management styles, and treatment of employees. To compare workplaces, it recommends measuring employee satisfaction across three dimensions: connection, appreciation, and trust. Employees are asked to rate their workplace from 1 to 5 stars in each of these areas to calculate an overall satisfaction score. Providing honest ratings can help both employees and management better understand how happy or unhappy workers feel in their current job. It also helps job seekers identify workplaces that are more likely to meet their needs and preferences.
This document discusses factors that influence job satisfaction and summarizes a study on job satisfaction. The study found that three major predictors of job satisfaction were: believing all employees are treated equally, gender (females were more satisfied than males), and seeing a future in one's current job. While factors like age and education were hypothesized to be significant, they were not found to influence job satisfaction. Shift worked was a significant factor, with first shift workers being more satisfied with pay. The document also discusses the big five personality traits and their relationships with job satisfaction.
The document provides advice for advancing one's career, including taking stock of your current position, deciding whether to move up to a higher level of management, modifying habits and attitudes to focus more on strategy and people management rather than details, negotiating effectively by making your value visible, self-promoting your accomplishments, developing leadership skills through taking on projects, setting goals and milestones, expanding your skills and network through public speaking and maintaining contacts.
Making Waves: 3 Secrets to Becoming a Highly Paid Executive FasterThe Management Coach
The document provides advice for aspiring executives on how to advance their careers faster. It discusses three key points:
1) Prioritizing the team and business results over oneself is important for building trust and loyalty, which leads to better results and faster career advancement.
2) Authentic leadership where one is true to their personality while also adapting their style to different situations builds respect and trust with the team.
3) Developing agreed upon working approaches and ground rules with the team establishes expectations and allows the team to work more efficiently and get results 80% faster. Setting clear priorities, building trust through authenticity and collaboration, and achieving results are keys to advancing to executive roles.
Choosing a job or career is one of the most important things that we do, and yet many of us are ill prepared to do so. There are two main reasons for this: First, we lack awareness of ourselves, our needs and ambitions, and; second, we seek advice from others who are more concerned with our security needs (money, stability, familiarity) than in the fulfilment of our potential.
We all want to be good at choosing paths for ourselves. With so many jobs and careers to choose from, it can be overwhelming to narrow it down to a handful. In fact, Economist Neil Howe says that only 5% of people pick the right job or career on the first try. That’s because we tend to limit ourselves and don’t even let ourselves know what we really aspire to. We know that even though it will be much more rewarding, it would be more of a risk and we don’t go for it.
Whether you’re deciding to look for your first job or a possible career change, understanding your personality type, brain organization and psychological/emotional needs takes away much of the risk that comes when we think a career sounds good until we are actually immersed in the experience of it.
Maximizing Your Career Potential Maximizing Your Career Potential - Brain Style of Each of the 16 Types
For Use with the Myers-Briggs Type Indicator & Striving Styles Personality System
Now Available on Amazon
This presentation provides valuable insights into effective cost-saving techniques on AWS. Learn how to optimize your AWS resources by rightsizing, increasing elasticity, picking the right storage class, and choosing the best pricing model. Additionally, discover essential governance mechanisms to ensure continuous cost efficiency. Whether you are new to AWS or an experienced user, this presentation provides clear and practical tips to help you reduce your cloud costs and get the most out of your budget.
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/temporal-event-neural-networks-a-more-efficient-alternative-to-the-transformer-a-presentation-from-brainchip/
Chris Jones, Director of Product Management at BrainChip , presents the “Temporal Event Neural Networks: A More Efficient Alternative to the Transformer” tutorial at the May 2024 Embedded Vision Summit.
The expansion of AI services necessitates enhanced computational capabilities on edge devices. Temporal Event Neural Networks (TENNs), developed by BrainChip, represent a novel and highly efficient state-space network. TENNs demonstrate exceptional proficiency in handling multi-dimensional streaming data, facilitating advancements in object detection, action recognition, speech enhancement and language model/sequence generation. Through the utilization of polynomial-based continuous convolutions, TENNs streamline models, expedite training processes and significantly diminish memory requirements, achieving notable reductions of up to 50x in parameters and 5,000x in energy consumption compared to prevailing methodologies like transformers.
Integration with BrainChip’s Akida neuromorphic hardware IP further enhances TENNs’ capabilities, enabling the realization of highly capable, portable and passively cooled edge devices. This presentation delves into the technical innovations underlying TENNs, presents real-world benchmarks, and elucidates how this cutting-edge approach is positioned to revolutionize edge AI across diverse applications.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...Tatiana Kojar
Skybuffer AI, built on the robust SAP Business Technology Platform (SAP BTP), is the latest and most advanced version of our AI development, reaffirming our commitment to delivering top-tier AI solutions. Skybuffer AI harnesses all the innovative capabilities of the SAP BTP in the AI domain, from Conversational AI to cutting-edge Generative AI and Retrieval-Augmented Generation (RAG). It also helps SAP customers safeguard their investments into SAP Conversational AI and ensure a seamless, one-click transition to SAP Business AI.
With Skybuffer AI, various AI models can be integrated into a single communication channel such as Microsoft Teams. This integration empowers business users with insights drawn from SAP backend systems, enterprise documents, and the expansive knowledge of Generative AI. And the best part of it is that it is all managed through our intuitive no-code Action Server interface, requiring no extensive coding knowledge and making the advanced AI accessible to more users.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
FREE A4 Cyber Security Awareness Posters-Social Engineering part 3Data Hops
Free A4 downloadable and printable Cyber Security, Social Engineering Safety and security Training Posters . Promote security awareness in the home or workplace. Lock them Out From training providers datahops.com
A Comprehensive Guide to DeFi Development Services in 2024Intelisync
DeFi represents a paradigm shift in the financial industry. Instead of relying on traditional, centralized institutions like banks, DeFi leverages blockchain technology to create a decentralized network of financial services. This means that financial transactions can occur directly between parties, without intermediaries, using smart contracts on platforms like Ethereum.
In 2024, we are witnessing an explosion of new DeFi projects and protocols, each pushing the boundaries of what’s possible in finance.
In summary, DeFi in 2024 is not just a trend; it’s a revolution that democratizes finance, enhances security and transparency, and fosters continuous innovation. As we proceed through this presentation, we'll explore the various components and services of DeFi in detail, shedding light on how they are transforming the financial landscape.
At Intelisync, we specialize in providing comprehensive DeFi development services tailored to meet the unique needs of our clients. From smart contract development to dApp creation and security audits, we ensure that your DeFi project is built with innovation, security, and scalability in mind. Trust Intelisync to guide you through the intricate landscape of decentralized finance and unlock the full potential of blockchain technology.
Ready to take your DeFi project to the next level? Partner with Intelisync for expert DeFi development services today!
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
3. The purpose of this webinar is to expose
organizations to the engagement levels of their
employees. It is something that often flies
under the radar, but really needs to be
addressed.
In order to capitalize and maximize the skills
and productivity that your team has to offer,
you need to figure out how to best engage
them in their work. As the picture describes,
you don’t want employees who are employed
but not engaged, because these are the types
that may leave you at the altar or pursue other
job opportunities.
When the economic situation we are currently
in improves, don’t lose your best talent to your
competitors. Keep them engaged and
committed.
I want to turn now to a connection that will be
discussed throughout the presentation that
really analogizes job relationships to romantic
relationships.
When you sit back and think about it, job
dynamics and personal relationships are a lot
alike and they both operate in similar phases…
4. Phase One: The Search
…You start out in the searching phase where you let it be known that you are looking for that special
someone. Just like dating, job seekers market themselves in some way. They clean up their resume;
tout their knowledge, skills, abilities, and other characteristics; and peruse websites and job postings
looking for that ideal job. They have certain qualifications in mind for what they are willing to accept
and some key characteristics they are looking for in a potential employer.
So, both dating and job hunting involve putting yourself out there, marketing yourself, and showing
interest at the sign of a potential prospect.
5. Phase Two: Prospects
With prospects, in both dating and job seeking, individuals try to present themselves in a favorable
light. They put their best foot forward, try to minimize imperfections, and try to find common ground
to spark the interests of their prospect. The goal is to impress.
Sometimes your efforts are fruitful and produce strong possibilities for sustained success…
6. …And other times, your efforts are futile and end up being a waste of time at best or a disaster at
worst!
In both cases, some people are impulsive with these decisions, pick a bad fit, and end up being
unhappy because they do not feel fulfilled. Other times, people are unlucky with their prospects
and end up with bad apples. They likely feel forced to settle with whatever decent opportunity
comes their way.
However, the hope is that with time, proper understanding, patience, and mutual understanding;
a strong connection is formed.
7. Phase Three: Time to Get Serious
Once you emerge victorious through the initial
phases, you then enter into the next phase –
the one that solidifies your relationship into
something more official (the one where you
are given the option to move forward in the
relationship or pursue more options).
Do you say “yes” and accept the job?
You know that once you accept, it is a serious
commitment. Are you willing to accept what
the organization has to offer, or do you feel
there is a better candidate out there?
Once you accept the commitment, you then
enter into a marriage-like state with your place
of employment. You sign the papers, and it’s
official!
8. Phase Four: The Honeymoon Period
Next you enter the honeymoon period. There is a sense of bliss, excitement of what’s to come,
and peace about finding a stable job. You are meeting new people, soaking everything in, and
basking in the fact that you are no longer unemployed.
We all know why it is called “the honeymoon period” – because it is short-lived. You slowly start
to realize that everything isn’t sunshine and roses and some negative tendencies start to emerge.
9. Phase Five: The Novelty Wears Off
When the novelty wears off, you
slowly start to notice things about
your employer that get under your
skin.
Like in marriage, many couples argue
over the toilet seat issue. Some are
even driven to divorce by this very
topic.
In organizations, you are exposed to
new policies, procedures, and issues
with which you may not agree.
10. It is no longer everything
that you once made it out
to be or rationalized in
your mind that it would
be. You may start to feel
neglected at work or
underappreciated. You
may not fit in as well in
the team as you thought
you would. Now, all of a
sudden, your organization
doesn’t seem like the
place you once fell head
over heels for.
What is the point of this analogy?
The point is to really illustrate the processes and thoughts at play in work relationships.
Organizations need to be exposed to these tendencies to best understand how to motivate and
sustain there people. Just like some marriages are successful and more auspicious, so are certain
work relationships. You have employees who have been with the same company for decades and
decades and have risen up the ranks.
On the other hand and, more often than not, relationships tend to end on a less favorable note.
Let’s turn now to some statistics…
11. Divorce Rates
Couples between the ages of 20 - 25
Stay
Together Divorce
40% 60%
Data provided by the National Center for Health Statistics
12. Average Voluntary Turnover Rates
Turnover Percentage
56.4%
52.2%
60%
50%
40% 23.4%
30%
20%
10%
0%
All Industries Accommodation & Leisure & Hospitality
Food Services
According to the Bureau of Labor Statistics in 2006, the average voluntary turnover rate
was 23.4% - the highest being in the Accommodation and Food Services Sector (56.4%) and
the Leisure and Hospitality sector (52.2%).
Pertaining to the restaurant industry, People Report showed that the average annual hourly
turnover was more than 107 percent (2006) and that management turnover was close to
29 percent (2006).
13. Employee Commitment
• Normative – obligatory commitment
• Continuance – commitment by necessity
• Affective – commitment by liking
14. Normative Commitment
Normative commitment represents feelings of obligation to the workplace. There is a sense of moral
obligation, loyalty, and duty.
Societal pressures may impart to you that it is wrong to leave a job and that you should just stick it
out. You create a psychological contract with your employer that binds you in a sense. In essence,
you commit to avoid being psychologically scolded.
15. Continuance Commitment
Continuance commitment involves a lack of alternatives and the determination that the costs to
leaving your current job outweigh the benefits of taking a new job.
Maybe you’ve made close friends that you don’t want to lose, maybe you worry about a loss of
pension benefits, maybe you are vested in an organization or eligible for promotion, or maybe the
economy is in a recession, and you are afraid to leave your current employer, so you remain
“committed.”
16. Affective Commitment
Affective commitment is often what people think of when they think of commitment. This
represents the emotional attachment, identification, and involvement that an employee has with
its organization and the organization’s goals. Here you are committed because you want to be,
because you enjoy what you do, and you appreciate your organization and what it stands for.
Unlike the other two, where you stay with a company because you feel you have to, affectively
committed employees stay because they want to.
17. Employee Engagement
More than commitment and job satisfaction
Now that you understand
commitment, it is easier to
recognize the driving forces
behind engagement.
Employees that are
affectively committed are
more likely to be engaged.
Engaged employees are
typically more productive,
more enthusiastic about
their work, and more likely
to act in ways that further
the organization’s interests.
18. Employee Engagement
Engagement Levels
49%
50% 33%
40%
30% 18%
20%
10%
0%
Engaged Not Engaged Actively Disengaged
Data provided by The Gallup Organization (2009)
Conducted in August of 2009, Based on 42,000 randomly selected individuals
• Engaged = passionate about work, feel connected, want to move the organization forward
• Not engaged = no passion or excitement, work just serves a purpose, no energy to go above
and beyond
• Actively disengaged = very unhappy, likely pursuing other job opportunities, looking for ways to
undermine the organization
19. It’s All About Connection
Organization Individual
If you aren’t measuring engagement, it is really important as an organization to do a pulse
check to feel where your employees are in terms of engagement levels. Engagement is
about finding a connection to the individual. You want to figure out what initiatives or
processes can drive and motivate people to perform. A lot of this can be accomplished by
using organizational surveys.
20. It is not just the organization’s
responsibility to engage
employees, individuals need
to bring something to the
table as well.
The organization can help you
up the ladder, but you still
have pull your own weight.
21. bring to the table?
So what does the
Engageability – It’s in your DNA, employee bring to the
table?
not everyone is predisposed An enormous amount of
time and money is being
spent by companies to
engage their employees
and access more
discretionary effort.
However, a more
fundamental question
exists – do you have an
engageable workforce?
A few years ago, BHI
introduced a concept
called Engageability.
Not everyone is predisposed, what’s in their
makeup, or their DNA makes a difference in how
engageable they are. Some individuals do not
have the capacity to be engaged, as they do not
possess the internal motivation, positive attitude,
and willingness to expend discretionary effort
necessary to achieve engagement.
What exactly is Engageability?
22. Confidence
Think about your individual talent…do they
exude confidence?
Are they able to move forward with tasks
and challenges because they believe they
can succeed or do they not even try for fear
of failure?
23. Locus of Control Locus of control refers to the
extent to which individuals
believe that they can control
events that affect them.
Individuals with a high internal
locus of control believe that
events result primarily from
their own behavior and actions.
They have better control of
their behavior and are more
likely to assume that their
efforts will be successful. They
are more active in seeking
information and knowledge
concerning their situation.
Are your employees in the
driver’s seat?
24. Locus of Control
Or do they let others drive for them?
Those with lack an internal locus of
control believe that powerful others,
fate, or chance primarily determine
events. No matter what they do, it’s
all about luck or what someone else is
doing to them.
Do they make things happened or do
things happen to them?
25. Emotional Stability
When faced with challenges, do your employees face them with a calm and
composed demeanor?
Are they able to manage challenges and setbacks with an even head?
26. Emotional Stability
Do they lose composure and shut down?
Or worse, do they become extremely upset and agitated, and take it
out on co-workers and customers?
27. Internal Drive
Another trait that drives
Engageability is internal drive
and motivation.
Are the employees you hire just
there for the paycheck, are they
clock-watchers? Or do they
come in to work everyday
wanting to do a great job and
contribute to their own success
and that of the company?
28. Self Efficacy
Which leads us into self-efficacy – do they believe in themselves, are they
determined and do they feel capable?
Despite obstacles and challenges, do they feel they can persevere?
29. Self Efficacy
Or do they simply bury their heads in the sand, or in this case shell, and
wait for someone else to do it?
30. Optimism
Are they optimistic?
When they look at themselves in the mirror, do they say yes I can, or no, I really can’t? Are
they optimistic about their future and that of the company? Do they believe good things will
happen for hard workers?
34. Or are they confident, optimistic individuals who believe in themselves, are
passionate about their work, and come to work everyday with a positive attitude,
ready to tackle challenges, and move themselves to the next level?
35. How do you marry the two?
So we’ve talked about Engagement and Engageability, now how do you marry the two?
36. How do you marry the two?
BHI conducted a study with one of our
clients where we measured Engagement
High through an org survey. Engagement was
measured by 12 questions around
Low Engagement High Engagement employees’ attitudes about their
High Engageability High Engageability relationship with supervisor and co-
workers, their understanding of their job,
ENGAGEABILITY
and whether or not they found their work
meaningful and challenging with the
opportunity to advance themselves.
Low Engagement High Engagement Engageability was measured through a set
Low Engageability Low Engageability of items related to the concepts we just
discussed. We analyzed the data and put
Low groups of employees into quadrants to put
the two together.
Low ENGAGEMENT High We will talk about each of these
quadrants and also best practices in to
manage each set of employees.
37. Low Engagement Low Engageability
These are people with low internal drive and also receiving minimal encouragement or inspiration to
excel.
Not only are they not engageable, but they aren’t being engaged in any way. There is a lack of
commitment and motivation from these employees, and they are apathetic about their work.
Think about how these employees might be affecting others. Identify these employees and
understand how they are affecting others. Are there any diamonds in the rough, that can be better
understood and motivated to perform on the job?
38. High Engagement / Low Engageability
This quadrant can be described as being
manager driven.
While the individuals may not be all that
engageable, the managers and the
environment are able to elicit energy and
commitment from these employees despite
their inclination to have a lack of
commitment.
The managers in this case are successful in
determining where the employees passions
lie, and what it is they truly need in order to
get the most out of them.
What can your learn from these managers?
How are these managers addressing lack of
motivation in individuals?
How can you apply this to other manager-
employee relationships?
39. Low Engagement / High Engageability
This quadrant had a strong presence of high
potential employees.
However, it’s lacking in the managerial effort
required to leverage these value-adding team
members.
So let’s think back to the economy, when the
economy starts to recover, are these
employees going to look elsewhere?
They will be looking for an environment
where they feel motivated and challenged,
where they feel they are adding value and
are being engaged in the company’s success.
How can you proactively manage these
employees so that they are retained when
there are other options available?
40. High
Engagement
/ High
Engageability
This quadrant is described as having team members with a strong internal drive to excel, coupled with
managers who are able to encourage and inspire them to go above and beyond. As a result,
employees who fall within this quadrant tend to consistently exceed expectations.
What are the managers doing to promote engagement?
Fill you talent pipeline with these individuals.
Continue to recognize and reward these individuals and show them their hard work and commitment
will pay off.
41. Group Counseling Renewal of the vows
High
So think about each
quadrant
Low Engagement, low
Engageability - Is it time
ENGAGEABILITY
to make the tough calls,
and “get a divorce”?
Or do you have
something in between,
where it is time to get
some counseling and
understand where
everyone is?
Or do you have highly
Divorce? Individual Counseling engageable employees
who are engaged that
Low you want to “renew the
ENGAGEMENT
vows” with and keep
them?
Low High
42. Hiring for the Future
As the economy improves, will you be able to retain your top talent?
What are you doing right now to motivate and engage these people?
43. Hiring for the Future
Who will you hire in the future?
Are you looking for the people who have the right fit for the characteristics of the job
Will you know what they are passionate about?
Will you know what makes them tick?
Will you know if they are engageable?
Do they have the predisposition and the characteristics you are looking for?
44. Hiring for the Future
How will you find and identify these individuals?
Will you be leaving it up to chance?
45. So think back to your employee
relationships and what you want
to get out of them?
Do you want to be this couple?
47. Ways to Prepare for Economic Recovery
• Identify levels of engagement within your
workforce through organizational surveys or
focus groups
• Use Personality and Engageability Assessments to
identify and create the right person/job fit.
• Identify managers who are best at engaging and
getting results out of employees
• Employ best practices learned from these
managers throughout organization