Thoughts on improving Caribbean Human Resource Development. Structures must be reinforced to allow for capacity building and professionals will need to demonstrate their value.
Transform Organizations by Surfing on a State of Continuous FlowEmiliano Soldi
Reaching State of Flow for a person means to be completely engaged, involved in nurturing each own talents and intrinsic motivations, while being hyper-productive. What if we could reach State of Flow at Scale while facilitating Agile Transformations?
Leadership - the changing role of management in an agile world. The world is getting faster, we are moving away from industrial era work to creative and knowledge type work. So far our management practices have not evolved along with us - we have 21st century Innovation on 20th Century technology managed by 19th Century principles of command and control. Is professional management failing - and what do we do instead?
A handsome yet relevant presentation formatted for large screen display. Note I invested in custom graphics and purchased all photos. If you reuse any of the slides please give credit. Download for the best experience. Contact me with any questions...I don't mind helping.
Transform Organizations by Surfing on a State of Continuous FlowEmiliano Soldi
Reaching State of Flow for a person means to be completely engaged, involved in nurturing each own talents and intrinsic motivations, while being hyper-productive. What if we could reach State of Flow at Scale while facilitating Agile Transformations?
Leadership - the changing role of management in an agile world. The world is getting faster, we are moving away from industrial era work to creative and knowledge type work. So far our management practices have not evolved along with us - we have 21st century Innovation on 20th Century technology managed by 19th Century principles of command and control. Is professional management failing - and what do we do instead?
A handsome yet relevant presentation formatted for large screen display. Note I invested in custom graphics and purchased all photos. If you reuse any of the slides please give credit. Download for the best experience. Contact me with any questions...I don't mind helping.
Day 3- Thursday 19 March 2015: Preparing for our Individual Challenge
Learning & Development Track: DNA of the Leader of the Future – What Competencies Do We Look For, How Do We Assess These and How Do We Develop Them? Presented by Lisa Ashton, Managing Director, BIOSS.
#astdza2015
Whether you’re an entrepreneur in the start-up phase or the CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise.
Presented by Mary Stacey, Managing Director of Context Management Consulting Inc.
More information on this event can be found at http://www.marsdd.com/events/details.html?uuid=edad69f7-8d71-49a4-9033-8facfd358a08
Agile has literally undermined many of the key principles on which organizations are based: culture and organizational structures, value creation, power, innovation. It gave them, new forms, new meanings.
Companies are struggling in interpreting this phenomena and, instead of persuading management to promote approaches aimed at simplification, collaboration, transparency, they erroneously tend to create new procedures, roles and levels of coordination, rules and controls.
It is precisely this excess of complication that negatively impacts corporate culture, making the decision-making process slow and cumbersome and significantly hindering the innovation process.
It's paramount for leaders then, to be more connected to the life of the teams on the field, transform themselves into true connectors of work groups placed in different corporate “suburbs”, creating social platforms aimed at integrating knowledge, experiences and skills.
Agile addiction patterns for changing organizationsEmiliano Soldi
How to transform a "simple" passion of a few, into a mission of true change of organizations? How does resilience, storytelling and assertiveness favor a constant movement towards agility? How does resistance to change translate into the journey of transformation? How to make agile roundtables, communities of practice and tribes, load-bearing structures of change?
The 21st century requires agile, flexible, responsive staff to address the constantly evolving problems that face communities. The old, hierarchical style of leadership is no longer sufficient for a fast-paced, diverse, workplace. The author demonstrates how 21st century leaders need to empower staff to be organizational entrepreneurs by providing a clear vision and placing trust in their followers. The article is based off the principles of High Performing Organizations taught by ICMA and the University of Virginia.
Business Agility and Organisational LearningShoaib Shaukat
Many companies facing the dilemmas of business change, tries to adopt Agile methods and practices in order to achieve the benefits of Agile. However, all they end up with is the "Cargo Cult". This is due to their short term pursuit to achieve quick productivity gains to stem the delivery chaos which is inherent in a traditional delivery model. They fail to realise that any change effort has to start with people; as it is the culture that will determine the sustainability of the change.
In this presentation I will take you through the concepts of business agility and organisational learning and how a focus on culture can help the organisations to become more competitive overtime.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "A Culture of Empowerment".
Organizational culture models for agile transformations / AgiCon'18 Bence Kulcsar
Organizational culture models for agile transformation. Evolutionary overview of Harrison's model, The competing values framework, Schenider's culture model, Deal&Kennedy's culture model, Laloux's model which could be use for any agile transformation.
Contentious work environments lead to performance challenges. Interest-based negotiation allows for better outcomes. Change the narrative, transform the results.
Day 3- Thursday 19 March 2015: Preparing for our Individual Challenge
Learning & Development Track: DNA of the Leader of the Future – What Competencies Do We Look For, How Do We Assess These and How Do We Develop Them? Presented by Lisa Ashton, Managing Director, BIOSS.
#astdza2015
Whether you’re an entrepreneur in the start-up phase or the CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise.
Presented by Mary Stacey, Managing Director of Context Management Consulting Inc.
More information on this event can be found at http://www.marsdd.com/events/details.html?uuid=edad69f7-8d71-49a4-9033-8facfd358a08
Agile has literally undermined many of the key principles on which organizations are based: culture and organizational structures, value creation, power, innovation. It gave them, new forms, new meanings.
Companies are struggling in interpreting this phenomena and, instead of persuading management to promote approaches aimed at simplification, collaboration, transparency, they erroneously tend to create new procedures, roles and levels of coordination, rules and controls.
It is precisely this excess of complication that negatively impacts corporate culture, making the decision-making process slow and cumbersome and significantly hindering the innovation process.
It's paramount for leaders then, to be more connected to the life of the teams on the field, transform themselves into true connectors of work groups placed in different corporate “suburbs”, creating social platforms aimed at integrating knowledge, experiences and skills.
Agile addiction patterns for changing organizationsEmiliano Soldi
How to transform a "simple" passion of a few, into a mission of true change of organizations? How does resilience, storytelling and assertiveness favor a constant movement towards agility? How does resistance to change translate into the journey of transformation? How to make agile roundtables, communities of practice and tribes, load-bearing structures of change?
The 21st century requires agile, flexible, responsive staff to address the constantly evolving problems that face communities. The old, hierarchical style of leadership is no longer sufficient for a fast-paced, diverse, workplace. The author demonstrates how 21st century leaders need to empower staff to be organizational entrepreneurs by providing a clear vision and placing trust in their followers. The article is based off the principles of High Performing Organizations taught by ICMA and the University of Virginia.
Business Agility and Organisational LearningShoaib Shaukat
Many companies facing the dilemmas of business change, tries to adopt Agile methods and practices in order to achieve the benefits of Agile. However, all they end up with is the "Cargo Cult". This is due to their short term pursuit to achieve quick productivity gains to stem the delivery chaos which is inherent in a traditional delivery model. They fail to realise that any change effort has to start with people; as it is the culture that will determine the sustainability of the change.
In this presentation I will take you through the concepts of business agility and organisational learning and how a focus on culture can help the organisations to become more competitive overtime.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "A Culture of Empowerment".
Organizational culture models for agile transformations / AgiCon'18 Bence Kulcsar
Organizational culture models for agile transformation. Evolutionary overview of Harrison's model, The competing values framework, Schenider's culture model, Deal&Kennedy's culture model, Laloux's model which could be use for any agile transformation.
Contentious work environments lead to performance challenges. Interest-based negotiation allows for better outcomes. Change the narrative, transform the results.
Open data and apps for people with a handicap
How to make your new kind of open data? How can you translate data to people with a mental disability? In this talk I talk about the opportunity to work with data from other organizations that work in the sector for people with a disability, rather than the Government. And most of all how you can make them accessible with apps specific made for people who haven't the mental capacity to read / write!
Travel Companies Becoming Travel Connoisseurs by Finbar O'NeillFinbar O'Neill
Finbar O'Neill takes a look at how travel companies are moving from simply planning flights and hotels to become true connoisseurs in terms of activities, food and alcohol, and hospitality.
This is a slideshow by experienced hunter, Finbar O'Neill, giving some tips so that your next hunting experience is both more enjoyable and brings you closer to nature in all its glory.
Mezirow's Perspective Transformation and its relevance to group dynamics in a competitve work environment. Wilfred Bion's work is examined as a complement to Mezirow's thoughts.
A short presentation on the phenomenon Rape Culture, Myth or Reality. Victims prefer to remain silent for a number of reasons. The silent chorus (society) helps to perpetuate the myths in many instances. How does one begin to address the challenges encountered?
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
Review of the difference between one who mentors and one who sponsors. Talent development and management requires an environment that create paths for team members to realize their career aspirations.
Why three generations will reshape your workplace hudson netherlandsHudson Netherlands
The Great Generational Shift is een onderzoek uitgevoerd door Hudson. Download het rapport en krijg inzicht in hoe de huidige generaties fundamenteel van elkaar verschillen in hun kijk op het werk en waarom dat zo is. Het onderzoek is gebaseerd op 28.000 psychometrische testen die wereldwijd zijn afgenomen.
3 Leadership Frameworks are presented (Leadership Styles; Authentic Leadership; and Cynefin) with applications on to 4 different leaders bearing in mind coaching within the 3 domains of leadership (the challenge leaders need to tackle; the context leaders operate in; and what the leaders bring into the equation).
Youtube presentation: http://www.youtube.com/watch?v=r-NI5jyzX7U
This was my assignment in my Leadership and Organisational Coaching module.
In November 2009 Lander Associates held a Leadership Symposium which comprised of fourteen business professionals with a range of backgrounds: recruitment; HR; finance; academia and consultancy who met to exchange views on the challenges and opportunities posed by a new decade – and to share ideas on how to successfully manage those challenges and opportunities.
Lander Associates has produced a white paper detailing the challenges leaders face and looking forward to 2010 and beyond.
As a result of this symposium we developed a brand new suite of leadership courses which focus on the real skills needed by front line managers/team leaders post recession. We then partnered with Chartered Management Institute (CMI) to become an Approved Centre. This means we can now offer the only recruitment specific, international leadership qualification. Visit www.landerleadership.com to find out more.
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
Diversity, Equity and Inclusion IIUnconscious Bias and GenDustiBuckner14
Diversity, Equity and Inclusion II
Unconscious Bias and
Gender/Age/Ethnic Stereotypes
1
2
Overview
3
What is unconscious bias?
How to manage the ageing workforce and age diversity in the workplace?
How can we practise inclusive leadership?
Unconscious Bias in Singapore
https://www.youtube.com/watch?v=Zpz5iVhoI7Y
Unconscious Bias
Unconscious biases are:
attitudes beyond our regular perceptions of ourselves and others
reinforced by our environment and experiences
the basis for a great deal of our patterns of behaviour about diversity.
Research is proving that we are biased towards the world around us and use stereotypes all the time. Our brains are wired towards patterns and similarity, while difference is harder to accommodate.
Adapted from Queensland Government
Impacts of Unconscious Bias
Where there is bias (conscious or unconscious) in the workplace, we continue to recruit, promote, allocate work, and manage performance with filters on our thinking. We cannot change what we do not see or acknowledge, but we can change conscious attitudes and beliefs.
Unconscious bias in the workplace can mean:
talented people are left out of your workforce or not allowed equal opportunity for development and career progression
diverse voices aren’t heard in meetings and decisions can be impaired
your culture is not genuinely demonstrating inclusive workplace principles
employees are not able to fully contribute to your organisation
creativity and productivity of your team or organisation may be compromised.
Adapted from Queensland Government
How to Overcome Unconscious Bias
Recruitment and hiring: Increase local outreach (women, minorities, veterans). Ensure a mix of interviewers and have a diverse slate of candidates. Look for bias in job descriptions. Hire talent, not just experience.
Performance reviews: It’s important to consider different cultural styles and match diverse high potentials with an executive sponsor. Ensure performance is measurable where possible.
Retention: Make sure people get credit for their ideas and be careful not to ignore, dismiss, interrupt or talk over other. Build relationships with employees you don’t know much about.
Understand your role as a leader: Make it safe to take risks and empower team members to make decisions. Take advice and implement feedback—listen, talk, discuss and give actionable feedback. Share that credit.
Adapted from http://www.valvemagazine.com/web-only/categories/business-management/9627-managing-unconscious-bias.html?fbclid=IwAR3DiY5jdwfrN8jhfVxx6yKsUnUCoH6pTeSeZpQBIOYGQROkTeQt7K_dRJo
Class Activity One
Read the article “How These 4 Tech Companies Are Tackling Unconscious Bias”: https://www.forbes.com/sites/laurencebradford/2018/09/19/how-these-4-tech-companies-are-tackling-unconscious-bias/
Identify the policies the tech companies are implementing to reduce unconscious bias.
Have you encountered unconscious bias before?
What can individuals do to ...
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Class 3 Impact of Management and Leadership (1).pptxgudiyashrivastave
The purpose of this study was to identify the attitudes of post-graduate students of the University of Chester towards entrepreneurship. The study’s findings revealed that the attitude towards entrepreneurship among post-graduate students of the University of Chester is significantly negative. The literature research presented in this report focuses on a gap in the research literature and highlights the need to fill this gap. The researchers have also argued that the attribute of entrepreneurship (or its absence) is a better predictor of entrepreneurial
The creation and maintenance of corporate culture is discussed with a strong emphasis on spiritual interdependency and how it affects the current workplace.
And while spiritualism is emphasized, values are clearly the building blocks of culture itself.
Similar to Transforming the Profile of the Caribbean HRD: Building Global Organizations Locally (20)
Transforming the Profile of the Caribbean HRD: Building Global Organizations Locally
1. Transforming The Profile
of Caribbean HRD: Building
Global Organizations
Locally
20tH Anniversary Conference
Mona Visitors Lodge
May 27th – 29th 2015
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 1
2. Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 2
Moving beyond boundaries …
Protocols of
Transformation
3. Protocols of Transformation
Human Resource Development
Formal System
Developing Talent
Improving Skill Sets
Growing the knowledge economy
Human Resource Management
Formal System
Managing people
Responsible for staffing, compensation
and benefits, defining/designing
work…
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 3
5. Protocols of Transformation
Literature suggests that HRD as a practice, does not fit rigid definitional
terms.
Weinberger (1998) – 15 definitions were examined.
Found to be from a US perspective.
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 5
6. Protocols of Transformation
Transformation requires the following:
Re-evaluating current practices
Improving knowledge
Engaging in dialogue
Critiquing theories that don’t quite fit
Creating new solutions.
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 6
7. Protocols of Transformation
BRAIN DRAIN – Emigration of highly talented productive workforce
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 7
8. Protocols of Transformation
HRD is part of a system
HRD is itself a system
Systems communicate (inter-connected)
Systems must produce something
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 8
9. Protocols of Transformation
Questions to consider?
Can your employees distinguish between the functions, HRD and HRM?
What does “the system” produce that reinforces the importance of the
function?
Is the HRD office supported by other executives?
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 9
11. Protocols of Transformation
The human capital is much more informed and resourced than before.
The knowledge worker has eked out some power from rigid structures.
Companies are learning to rely on unique sets of skills.
Skill sets focus on team building, risk assessment, problem solving and
tolerance.
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 11
12. Protocols of Transformation
HRDs conversation
Acknowledges that the conversation is needed
Acknowledges that talent needs investment
Acknowledges it is not limited to lower level employees
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 12
13. Protocols of Transformation
Begins with a conversation about the gaps, objectives and inputs
Identifies the actors (champions/influencers)
Continues with a strategic response
Follows through with constant monitoring and permits feedback
Reinforces best performing initiatives whilst pursuing other creative means.
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 13
14. Protocols of Transformation
The development of the practice/field begs for inclusion
Stakeholders to the process are:
Customers – Internal & External
Scholars
Consultants
Leadership
Private & Public Entities
Other
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 14
15. Protocols of Transformation
HRD - The Facilitator
Leaders gain traction when they build trust
Organize teams around tasks
Ascribe to a belief about empowerment
Create pathways to motivate team
Formalize workable solutions gained from experienced managers
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 15
16. Protocols of Transformation
The Caribbean Narrative
Academia continues to pay close attention to trends
Transformation is slow unless precipitated by an external force
The worker is considered a commodity- skills sets make them attractive
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 16
17. Protocols of Transformation
Are we prepared to disrupt archaic practices and help to develop new
standards to meet 21st century challenges?
Are we pursuing the right conversations?
If the CEO began to take note of what HRD could contribute, how would that
reshape your tomorrow?
What would you need to do to create that tomorrow?
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 17
18. Protocols of Transformation
Building Bridges
The Caribbean’s voice and vision should not be supplanted by an alternative
voice.
Increased partnership between scholars and practitioners
Documenting and mapping the results of brainstorming
Improving the design of adult education programs
Embracing the different platforms that can improve learning and
development
Recognizing that transformation occurs at the individual level
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 18
19. Protocols of Transformation-Implication
of Mezirow’s Transformation Theory
Mezirow (1981) – “Transformation is the emancipatory process of becoming
critically aware of how and why the structure of the psycho-cultural
assumptions has come to constrain the way we see ourselves and our
relationships, reconstituting this structure to permit a more inclusive and
discriminating integration of experience and acting upon these new
understandings.”
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 19
20. Protocols of Transformation
A case for improved delivery of content
There is the need to promote E-learning as an alternative/complement to
classroom engagement
Instruction to be designed to meet the learners needs; what is it that they
need to learn; how to make it efficient and engaging
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 20
21. Protocols of Transformation
A case for improved delivery of content
Instructional designers focus on content development
Subject matter experts provide support in honing the specifics
Implementation stage sees the learner engaging with the product
Learner provides feedback
Identify the metrics that would show “transformation”
Instructional designers are an integral resource to the HRD process
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 21
22. Protocols of Transformation
Summary
Caribbean boasts talented professionals
Improve awareness of what is happening in the field (local & C’bean data)
Explore what is happening in the global marketplace
Synthesize the information and create opportunities for greater partnerships
Bold support from CEO’s and other influencers necessary for confidence
building
Cross- cultural exchanges
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 22
23. Protocols of Transformation
Summary
Create clear paths for succession within the organization using performance
measures that bracket biases.
Recognize best practices of internal stakeholders. Seek to incorporate in the
formal structure.
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 23
24. Protocols of Transformation
What stories are worth telling about HRD
and it’s importance for the future?
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 24
25. Quote
“A man’s instinctive reaction to change is to fear it. This reflects the primeval response to the
unknown and is as old as man himself.” – Michael Manley-The Politics of Change
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 25
26. Resources
Beer, M., and Eisenstat (1996). The silent killers. Overcoming the hidden barriers
to organizational fitness. Working paper 97-004, Harvard Business School, Division
of Research, Boston, MA.
Marquardt, M. J. and Engel, D. W. (1993).‘HRD competencies for shrinking world’,
Training and Development 47 (5): 59-65
Manley, M., 1990). The politics of change. Heineman Publishers (Caribbean)
Limited.
Mezirow, J. (1981). A critical theory of adult learning and education. Adult
Education, 32 (1), 3-24
Weinberger, L. (1998) Commonly held theories of Human Resource Development,
Human Resource Development International, 1:1, 75-73, DOI
10.1080/1367886900000009
All images retrieved from Google.
Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 26