STeP (Strategy Training e-Platform) targets to develop an innovative and integrated online training programme and platform on Strategic Development, ensuring vocational education for stakeholders of SMEs throughout all sectoral activities via newest learning methods, and is going to be piloted in Turkey, France and Belgium in 2015. This project (STeP – 2013-1-TR1-LEO05-47550) has been funded with support from the European Commission. This website reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
Workstyle augmentation from the viewpoint of workplace innovation - Peter OeijPeter Oeij
Presentation Workstyle Augmentation Project -International Workshop (March 17, 2022), Organised by Human Augmentation Research Center National Institute of Advanced Industrial Science and Technology (AIST), Kashiwa (Tokyo, Japan)
STeP (Strategy Training e-Platform) targets to develop an innovative and integrated online training programme and platform on Strategic Development, ensuring vocational education for stakeholders of SMEs throughout all sectoral activities via newest learning methods, and is going to be piloted in Turkey, France and Belgium in 2015. This project (STeP – 2013-1-TR1-LEO05-47550) has been funded with support from the European Commission. This website reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
Workstyle augmentation from the viewpoint of workplace innovation - Peter OeijPeter Oeij
Presentation Workstyle Augmentation Project -International Workshop (March 17, 2022), Organised by Human Augmentation Research Center National Institute of Advanced Industrial Science and Technology (AIST), Kashiwa (Tokyo, Japan)
Presentation by Frank Pot during the Labour Market Obervatory Hearing on "Innovative workplaces as a source of productivity and quality jobs" of 15.12.2010 in the European Economic and Social Committee
The impact of technological change on the content of jobs and accompanying skills is a central topic across disciplines. To date, ample research has directly linked the technological change to shifts in skills use; however, organisational change is rarely considered as an influencing factor. Based on a panel survey, this paper uses a Luhmannian approach to understand the relationship between technological change and organisational context. This theory is tested quantitatively and shows the importance of considering the working environment's nature when studying skills changes. The results show small effects by the technological change on changing skills use but larger effects by changes in the working environment. Recommendations for future research and practical implications are discussed.
Workplace Innovation is about getting the best from an organisation's key resources (people, processes and relationshiops). In doing this, workplace innovation can deliver on organisational objects and improve the quality of work for employees.
Simply put: High quality work, in a positive and collaborative organisational climate where success is shared, encourages employees to engage in solving business challenges and creates spaces where they can do so. This delivers a 'win-win' scenario for employers and employees that is highly conducive to innovation and change.
This presentation was delivered to an audience of SMEs, industry and business leaders, policy makers and researchers at the University of Strathclyde, Glasgow on March 17 2015.
Innovating Works... is currently a partnership initiation funded by the European Regional Development Fund, Scottish Enterprise, the Scottish Funding Council and the University of Strathclyde and supported by the Scottish Trade Union Congress and Skills Development Scotland.
The Innovating Works... team is lead by Professor Patricia Findlay, with Dr Colin Lindsay, Dominic Chalmers, Professor Jill MacBryde, Rachelle Pascoe-Deslauriers, Dr Russell Matthews and James Wilson.
Visit www.innovatingworks.org.uk or follow us at www.twitter.com/InnovatingWorks
A presentation on how to develop a flexible/ learning organisation as a pre-requisite to innovation. Delivered to CMI Eastern Region in Cambridge on 29th June 2015
The book presents a series of articles on hidden innovation in different sectors and with different implications both for public policy and for social and organizational dynamics.
Presentation by Frank Pot during the Labour Market Obervatory Hearing on "Innovative workplaces as a source of productivity and quality jobs" of 15.12.2010 in the European Economic and Social Committee
The impact of technological change on the content of jobs and accompanying skills is a central topic across disciplines. To date, ample research has directly linked the technological change to shifts in skills use; however, organisational change is rarely considered as an influencing factor. Based on a panel survey, this paper uses a Luhmannian approach to understand the relationship between technological change and organisational context. This theory is tested quantitatively and shows the importance of considering the working environment's nature when studying skills changes. The results show small effects by the technological change on changing skills use but larger effects by changes in the working environment. Recommendations for future research and practical implications are discussed.
Workplace Innovation is about getting the best from an organisation's key resources (people, processes and relationshiops). In doing this, workplace innovation can deliver on organisational objects and improve the quality of work for employees.
Simply put: High quality work, in a positive and collaborative organisational climate where success is shared, encourages employees to engage in solving business challenges and creates spaces where they can do so. This delivers a 'win-win' scenario for employers and employees that is highly conducive to innovation and change.
This presentation was delivered to an audience of SMEs, industry and business leaders, policy makers and researchers at the University of Strathclyde, Glasgow on March 17 2015.
Innovating Works... is currently a partnership initiation funded by the European Regional Development Fund, Scottish Enterprise, the Scottish Funding Council and the University of Strathclyde and supported by the Scottish Trade Union Congress and Skills Development Scotland.
The Innovating Works... team is lead by Professor Patricia Findlay, with Dr Colin Lindsay, Dominic Chalmers, Professor Jill MacBryde, Rachelle Pascoe-Deslauriers, Dr Russell Matthews and James Wilson.
Visit www.innovatingworks.org.uk or follow us at www.twitter.com/InnovatingWorks
A presentation on how to develop a flexible/ learning organisation as a pre-requisite to innovation. Delivered to CMI Eastern Region in Cambridge on 29th June 2015
The book presents a series of articles on hidden innovation in different sectors and with different implications both for public policy and for social and organizational dynamics.
With the growing Project Economy, the PMO’s sphere of influence is no longer just the Project Community but entire organisations.
Find out how PMOs can be the engine driving project upskilling through digital learning.
European workplace innovation - Peter OeijPeter Oeij
presentation Global Forum on Jobs and Policies: New Jobs Strategy for Changing World of Work, Seoul (South Korea), organised by Korea Labor Institute, 21 November 2019
Workplace innovation webinar and book presentationPeter Oeij
Explaining the concept of workplace innovation, linking this to Industry5.0 and introducing the WPI book published in 2023. Link of the recording at: https://workplaceinnovation.eu/recordings/
To survive in the market, the goal is to produce goods at the least time possible and at the lowest cost. Thus, Lean implementation is the best decision for productivity improvement.
Productivity describes various measures of the efficiency of production. A productivity measure is expressed as the ratio of output to inputs used in a production process, i.e. output per unit of input. Productivity is a crucial factor in production performance of firms and nations, thus productivity describes various measures of the efficiency of production.
Age inclusive workforces: the business case and putting it into practiceCentre for Ageing Better
Together with the OECD, employers and thought leaders, we explored how we can maximise the benefits of multi-generational workforces as the economy recovers from the COVID-19 pandemic.
Find out more: https://www.ageing-better.org.uk/events/age-inclusive-workforces-webinar
In this presentations we focus on the challenges of setting up a cross-border living lab set-up for homecare and independent living projects. We will provided hands-on lessons learned from the EU Apollon project.
Total Learning: formal, informal and social learning with xAPIBrightwave Group
Charles Gould's presentation from his session on the Management Xchange stage at DevLearn 2014.
Using case-studies and real-world examples, the session covers:
- how we can capture and harness the true value of informal learning
- how xAPI changes the landscape of workplace learning
early adoption examples of dynamic social learning in real-world scenarios
- how social and collaborative tools deliver a personalised learning experience
Euroclear facility awards 2015 ifma_12-05-15Muriel Walter
Euroclear voert nieuwe bedrijfscultuur wereldwijd door
Kostenbesparend project resulteert in nieuwe manier van werken
De financiële crisis zette Euroclear er in 2009 toe aan om een
grondige kostenoptimalisatie door te voeren. Het bedrijf zag in
deze noodzaak een opportuniteit om de nieuwe manier van werken
te integreren en de Facility afdeling terug op de kaart te zetten. Het
“SHAPE”-project werd over vijf jaar wereldwijd geïmplementeerd,
goed voor een totale investering van ongeveer 20 miljoen euro.
The 2nd Dec EODF Glasgow session focussed on the Future of Work. I wanted to move the conversation on from "whats" happening in the future to "so what" are the implications for us today by merging a cut down scenario planning process with Galbraiths Star model.
Adopting Lean innovation thinking involves deliberately learning and practicing Lean innovation routines, methods and processes. Learn how organizations are doing this at the 2014 LPPDE Conference on September 23-24 in Raleigh/Durham, NC (www.lppde.org)
Duxinaroe - a selection of case studies & other activitiesDavid Bovis
Duxinaroe deliver sustainable change for performance improvement by blending years of international change experience with the latest science.
In so doing, we ensure real root cause issues at social, systemic and cultural levels are openly addressed along with the application of tools and te3chniques to process and procedure, leading to faster, cheaper, lasting change ... on time ... to budget!
Short description of the main aspects to be taken into account while introducing "new way of working" initiatives in your organization. Focus is on the EU institutions.
Ponencia impartida por Melani Oliver, directora del programa Innovación en el Gobierno Local de Nesta, el 5 de julio de 2013 en la II European Summer School of Social Innovation
Ponencia impartida por Kinga Muller, voluntaria en el proyecto Social Housing Reconstruction Camp (Hungria), el 5 de julio de 2013 en la II European Summer School of Social Innovation
Ponencia impartida por Steven Dhondt, investigador senior en TNO Innovation for Life, el 5 de julio de 2013 en la II European Summer School of Social Innovation
Ponencia impartida por Werner Wobbe, miembro de la Dirección General de Investigación e Innovación de la Comisión Europea, el 4 de julio de 2013 en la II European Summer School of Social Innovation
Ponencia impartida por Gemma Rocyn Jones, directora de programa de la Young Foundation, el 4 de julio de 2013 en la II European Summer School of Social Innovation
Ponencia impartida por Javier Castro Spila, responsable del área de investigación de SINNERGIAK Social Innovation, el 4 de julio de 2013 en la II European Summer School of Social Innovation
Ponencia impartida por Geoffrey Whittam, investigador de la Glasgow Caledonian University, el 3 de julio de 2013 en la II European Summer School of Social Innovation
Ponencia impartida por Peter Totterdill, jefe ejecutivo del Work Network de Reino Unido (Organización UKWON), el 3 de julio de 2013 en la II European Summer School of Social Innovation
Ponencia impartida por Jürgen Howaldt, director del Sozialforschungsstelle de Dortmund (SFS), el 3 de julio de 2013 en la II European Summer School of Social Innovation
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2. Concept workplace innovation used by
• Eurofound, Dublin (2005 – recent EWCS, ECS, cases)
• European Economic and Social Committee (opinion 2011)
• European Commission (since 10 October 2012)
• EU OSHA, Bilbao (since 2012)
• European Parliament (18 December 2013)
• IndustriAll ( Manifesto 2 April 2014)
• English translation of Finnish, Flemish, Dutch and Basque
programmes
• National tripartite initiatives in UK and Ireland
• OECD (also ‘innovative workplaces’)
• Number of institutes in USA
2
3. 3
Societal relevance workplace innovation
• Competitive economy:
• Global competition and knowledge based economy
development of competences and skills needed
• Future decreasing workforce increasing labour
productivity needed
• General values
• Democratic and prosperous society, societal wellbeing,
good work
• Economic model based on the ‘high road’
• ‘National’ programmes in Finland, Germany, Belgium, the
Netherlands, Norway, UK, Ireland, Sweden, Basque
Country
4. Organisational relevance of workplace
innovation
• Workplace Innovation claims simultaneous improvement of
organisational performance (in particular productivity and
innovation capabilities) and quality of working life (learning
opportunities, wellbeing, stress prevention).
• Making new technology work through innovative work
organisation
• Workplace innovation explains a larger part of innovation
success than technological innovation does
• These claims are supported by a number of theories and
research projects Unfortunately there is no time today to
refer to those. The next slides give an impression.
4
5. 5
Overlap of OSH and workplace innovation
Workplace
innovation
Health Wellbeing Performance
Work
organisation
HRM
Employment
relationship
Ergonomics
Working
times
Job autonomy
Employability
Involvement
Comfort
Work-life-
balance
6. 6
Empirical evidence: Best and poorest performers on
both dimensions in Finland (409 self assessments)
Poorest group
31 projects
top-down
interventions
Best group
152 projects
participation
internal collaboration
Performance
+
-
Source: Ramstad, 2009
Quality of working life
+ -
7. 7
Working Smarter and Performance (NL)
Performance criterion
SMEs without
working smarter
SMEs with
working smarter
Company results 2 18
Company turnover 7 15
Productivity 5 14
Employment 6 11
Economic Institute for SMEs. Source: Hauw et al., 2009; n = 650
% change in performance last 2 years
8. 8
Source: BISAM 2011/07, G.I.B. and G.I.B., 2013
5,7% 6 % (3,5)
37,4% 43,5 % (39)
65,7% 74,5 % (40,9)
58,1% 65 % (31,3)
12,1% 13,4 % (17,4)
17,4% 19,1 % (46,2)
17,8% 18,8 % (26)
13,5% 17,6 % (57,4)
20,9% 21,3 % (45,9)
19,1% 22,7 % (54,7)
31,5% 37,2 % (52,9)
34,7& 48,8% (56,8)
0% 25% 50% 75% 100%
Other
Higher product/service quality
Improved work organisation
Preserving employment
New technologies
Higher market share
New products/services
Higher profitability
Lower costs
Increased turnover
Increased productivity
Increased employability
Answers to the question about improvements as a result of
the potential-consultations
(consultations in Region NRW, Germany, 2010 actual, n=1.197and in
2012, n = 2.164) , actual and (expected)
9. Monitor Social Innovation Region Limburg
Maastricht University NL: Schumacher, Gerards, De Grip (2015)
• 141 organisations: in industry (56), commercial services
(62) and non commercial services (23); all sizes
• Pilllars/measurements: strategic orientation on social
innovation; speed of internal change; self-organising
capacity; talent development; investment in knowledge
base; employability
• Results: Social innovative organisations perform better:
Higher growth of turnover
Stronger development of new products and services
A more comprehensive sustainability
Lower sickness absenteeism
9
10. European Working Conditions Survey 2010
n = 2,048 (DK, IE, NL, FI, SE, UK). Source: Dhondt, Pot, Kraan 2014
10
11. 11
Case Bronkhorst
Bronkhorst HIGH-TECH
in Ruurlo, the Netherlands
• Develops and produces thermal mass flow meters and
controllers (about 275 employees)
• Clients all over the world; surface treatment, process
industry, life sciences, automotive, bio-technology, etc.
• Continuous innovation of product technology and
manufacturing process
http://www.bronkhorst.com
12. 12
Innovation of manufacturing process
• Demand flow
• Lean Manufacturing
• Workplace innovation
• Training on the job (developing
competences)
• Involvement
• Partner TNO
14. Tourism SME’s in Catalonia
• Co-innovation results into increasing income and optimising
resources (n = 500).
• Co-innovative factors being:
Internet use (input endowment and operational and
marketing activities
Radically innovative products and services
Work organisation factors (worker autonomy with regard to
proposing objectives and with regard to organising tasks,
teamwork and multi-role work practices
Source: Torrent, Ficapal-Cusi et al., 2015
14
15. Discussion
• Concept ‘workplace innovation’ has gained policy profile.
• Core characteristic: direct employee participation reflecting
combined interventions in work organisation, HRM, work
relations and supportive technologies
• All research shows wide variety of better performance
• Quality jobs contribute to competitiveness through higher
productivity and innovation capability. Win-win outcomes as
a creative convergence rather than a trade-off
• Research on organisational level focusses more on
performance than on QWL, which is mostly investigated on
individual level
• National or regional programmes can be supportive; social
partners should be leading, governments and research
institutes supporting
15
19. SEMCO principles and values
• 6 Encourage creativity, giving support to the bold;
• 7 Encourage everyone's participation and question
decisions that are imposed from the top down;
• 8 Maintain an informal and pleasant environment, with a
professional attitude and free of preconceptions;
• 9 Maintain safe working conditions and control industrial
processes to protect our personnel and the environment;
• 10 Have the humility to recognize our errors and
understanding that we can always improve.
19
20. SEMCO survival manual
• Only people who respect their followers can be leaders
• It makes no difference whether someone has a high ranking
or a humble position. Philosophy is based on active
involvement, participation and trust.
• Whenever possible we rotate people: Some people change
area and other people change business unit. This is another
development opportunity
• The Semco Group believes that constant relationships with
unions are healthy for the company and the employees
• Flexible working hours where possible. Each person
controls their own working hours
• Occupational Safety is not only a company responsibility.
Keep your eyes open 20
22. From traditional to new work styles at Philips
• Slow, cumbersome
dissemination of knowledge.
• Complex, systematic,
orthodox and rigid work
structure
• Barriers separating units
and departments, even in
the same building.
• Communication forms: mail,
telephone, fax and e-mail.
•
• Face-to-face collaboration
• Instantaneous, multi access
knowledge sharing.
• Simple, flexible, mobile, fast
and unconventional work
structures
• Cross functional
collaboration and open
transparent spaces.
• Chat, group instant
messaging, video
conferencing and VoIP.
• Virtual teaming
22
23. Philips Workplace Innovation, world wide
• WPI Mission
• Contribute to accelerating growth by providing innovative,
effective and efficient work environments for Philips
employees supporting New Ways of Working.
• WPI Vision
• To deploy activity based working based on shared work
environments with
• cutting edge IT, a variety of work settings and to deliver on
our brand.
• “From control to trust. Output based empowerment”
23
24. Philips Workplace Innovation: evaluation
• Considerable cost savings (28 m€)
• Substantial increase in Net Promotor Score
• Employee engagement improved significantly:
• “My work environment is energizing and inspiring”:
• Philips overall 64% (2010)
• Completed WPI office sites before after
• Stockholm 27% 65%
• Istanbul 44% 77%
• Eindhoven-HTC 39% 57%*
• Sao Paulo 46% 75%
24