This document discusses the importance of human resources management in supporting innovation within companies. It outlines how systematic training management and developing a training concept can help identify training needs and develop employee skills. A training needs analysis process is described that involves analyzing business processes, identifying key problems and opportunities, and determining the functional areas and skills required. Conducting a training needs analysis helps companies establish a framework for training, better understand needs, and utilize limited resources effectively to support innovation.
Creative and innovative leadership visioning for organizational efficiencyTANKO AHMED fwc
Smart visionary leadership is able to synthesize different styles in response to organizational exigencies for efficiency. Creativity and innovation are twin drivers for leadership visioning focused on organizational efficiency. This paper discusses strategy making process for organizational efficiency and its adaption in the real world. An appended simulation exercise tasks application of lessons learnt on two leading process-centric agencies in Nigeria.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
Creative and innovative leadership visioning for organizational efficiencyTANKO AHMED fwc
Smart visionary leadership is able to synthesize different styles in response to organizational exigencies for efficiency. Creativity and innovation are twin drivers for leadership visioning focused on organizational efficiency. This paper discusses strategy making process for organizational efficiency and its adaption in the real world. An appended simulation exercise tasks application of lessons learnt on two leading process-centric agencies in Nigeria.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
Earlier, leaders used to consider strategies to be the original part of forecasting, planning and
introducing the smart bets to get the success. But in present time, ambiguity is palpable.
Tech giant Microsoft’s India-born CEO Satya Nadella’s first book in which he explores his personal journey, the company’s ongoing transformation and the wave of technological change will hit the future.
The book titled “ Hit Refresh “ carries a foreword by Microsoft co-founder Bill Gates.
Some of my Key picks from the Book
Page 38 & 39- 3 Business & leadership principles learned from Cricket
• Compete vigorously and with passion in the face of uncertainty and intimidation
• Put your team first, ahead of your personal statistics and recognition.
• One brilliant character who does not put the team first can destroy the entire team.
Page 119
• “ To be a leader in this company, your job is to find the rose petals in the field of Shit “ – We can look at a leader as an operator of a machine. Machines are built up using a lot of different cogs of all sizes that coherently work together as one giant machine. So be definition it is important to select cogs that you know you can trust and rely on before operating your machine. Since without these cogs, it all falls apart and you would not be able to operate anything.
Page 119 & 120 -Leadership Principles
• Bring clarity to those you work with. By taking internal and external noise and synthesizing a message from it to deliver to your team.
• Leaders generate Energy, not only on their own teams but across the company.
• To find a way a way to deliver success to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeing solutions.
Page 125 – Our Partners
• “ For everyone working with partners, I encourage you to ask yourself “ What could be?” and explore new, creative ways to do interesting things that add value back to our platforms for customers” .
Page 126 – Four initiatives every company must make a priority
• Engage with your customers base by leveraging data to improve the customer experience.
• Empower your own employees by enabling greater and more mobile productivity and collaboration in the new digital world of work.
• Optimize operations, automating and simplifying business process across sales, operations & finance.
• Transform products service and business models ( Become a digital company)
Page 166– Quantum Computers
• “ Quantum computers will not stake the form of new stand-alone, super-fast PC but will operate as a co-processor , receiving its instructions and cues from a stack of classical processors” .
CEE Leadership Masterclass Series in Leading in a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools and techniques to drive organisational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customised in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognised certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organisations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
(Agile2019) In Principle We Agree: From Development to Organizational Agility...Timo Punkka
A presentation given at Agile2019 conference, Washington DC
Abstract
While Agile methodologies have proven successful in product development, conventional departmental organization structures may pose challenges to scaling agility and achieving the desired efficiency at the organizational level.
Schneider Electric Fire & Security undertook a two-year experiment, inspired by Holacracy, to scale agility across the entire organization. The presentation explores the team-based organizational structure that emerged around the existing value streams, creating end to end transparency and organizational autonomy.
You will hear why the case organization wanted to go beyond development agility, and what eventually led to the chosen Holacracy inspired model. You will be introduced to the early victories en route, the organization’s current state and how to leverage dynamic governance for systematic improvement.
Are you concerned with moving agile practices to beyond development? Join us, and get inspired!
Gary Hamel defines management innovation as a marked departure from traditional management principles, processes, and practices (or a departure from customary organizational forms that significantly alters the way the work of management is performed). He deems it the prime driver of sustainable competitive advantage in the 21st century.
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
How is Leadership Changing? What do Young Professionals need to succeed in this New Normal?
This closing keynote at the first AICPA EDGE Conference in New Orleans included a facilitated conversation with this group of over 100 young professionals.
Tom Hood led the process with alumni form AICPA's leadership academy who have been taught the i2a: Insights to Action - Strategic Thinking System. They led table discussions and used sticky notes to make their ideas portable and their thinking visible to others. The results are on slides 17-26.
We are quickly moving from command & control to connect & collaborate and these young leaders understand these changing dynamics of leadership.
The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
This presentation is based on my readings, listenings and practical experiences about talent management field.
I hope you enjoy and learn something about talent management.
And do not forget sharing.
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
THE IMPORTANCE OF COMPETENCE AND TALENT MANAGEMENT IN INCREASING CREATIVE THI...indexPub
Innovation is needed by every human resource to be able to think creatively in producing quality performance in order to realize the vision of the organization. Of course, innovation is supported by competence and talent management. The application of creativity in the form of new and/or different ideas/ideas that can make a form/model/activity/product/service simpler, easier, more efficient and more effective.
Earlier, leaders used to consider strategies to be the original part of forecasting, planning and
introducing the smart bets to get the success. But in present time, ambiguity is palpable.
Tech giant Microsoft’s India-born CEO Satya Nadella’s first book in which he explores his personal journey, the company’s ongoing transformation and the wave of technological change will hit the future.
The book titled “ Hit Refresh “ carries a foreword by Microsoft co-founder Bill Gates.
Some of my Key picks from the Book
Page 38 & 39- 3 Business & leadership principles learned from Cricket
• Compete vigorously and with passion in the face of uncertainty and intimidation
• Put your team first, ahead of your personal statistics and recognition.
• One brilliant character who does not put the team first can destroy the entire team.
Page 119
• “ To be a leader in this company, your job is to find the rose petals in the field of Shit “ – We can look at a leader as an operator of a machine. Machines are built up using a lot of different cogs of all sizes that coherently work together as one giant machine. So be definition it is important to select cogs that you know you can trust and rely on before operating your machine. Since without these cogs, it all falls apart and you would not be able to operate anything.
Page 119 & 120 -Leadership Principles
• Bring clarity to those you work with. By taking internal and external noise and synthesizing a message from it to deliver to your team.
• Leaders generate Energy, not only on their own teams but across the company.
• To find a way a way to deliver success to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeing solutions.
Page 125 – Our Partners
• “ For everyone working with partners, I encourage you to ask yourself “ What could be?” and explore new, creative ways to do interesting things that add value back to our platforms for customers” .
Page 126 – Four initiatives every company must make a priority
• Engage with your customers base by leveraging data to improve the customer experience.
• Empower your own employees by enabling greater and more mobile productivity and collaboration in the new digital world of work.
• Optimize operations, automating and simplifying business process across sales, operations & finance.
• Transform products service and business models ( Become a digital company)
Page 166– Quantum Computers
• “ Quantum computers will not stake the form of new stand-alone, super-fast PC but will operate as a co-processor , receiving its instructions and cues from a stack of classical processors” .
CEE Leadership Masterclass Series in Leading in a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools and techniques to drive organisational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customised in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognised certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organisations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
(Agile2019) In Principle We Agree: From Development to Organizational Agility...Timo Punkka
A presentation given at Agile2019 conference, Washington DC
Abstract
While Agile methodologies have proven successful in product development, conventional departmental organization structures may pose challenges to scaling agility and achieving the desired efficiency at the organizational level.
Schneider Electric Fire & Security undertook a two-year experiment, inspired by Holacracy, to scale agility across the entire organization. The presentation explores the team-based organizational structure that emerged around the existing value streams, creating end to end transparency and organizational autonomy.
You will hear why the case organization wanted to go beyond development agility, and what eventually led to the chosen Holacracy inspired model. You will be introduced to the early victories en route, the organization’s current state and how to leverage dynamic governance for systematic improvement.
Are you concerned with moving agile practices to beyond development? Join us, and get inspired!
Gary Hamel defines management innovation as a marked departure from traditional management principles, processes, and practices (or a departure from customary organizational forms that significantly alters the way the work of management is performed). He deems it the prime driver of sustainable competitive advantage in the 21st century.
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
How is Leadership Changing? What do Young Professionals need to succeed in this New Normal?
This closing keynote at the first AICPA EDGE Conference in New Orleans included a facilitated conversation with this group of over 100 young professionals.
Tom Hood led the process with alumni form AICPA's leadership academy who have been taught the i2a: Insights to Action - Strategic Thinking System. They led table discussions and used sticky notes to make their ideas portable and their thinking visible to others. The results are on slides 17-26.
We are quickly moving from command & control to connect & collaborate and these young leaders understand these changing dynamics of leadership.
The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
This presentation is based on my readings, listenings and practical experiences about talent management field.
I hope you enjoy and learn something about talent management.
And do not forget sharing.
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
THE IMPORTANCE OF COMPETENCE AND TALENT MANAGEMENT IN INCREASING CREATIVE THI...indexPub
Innovation is needed by every human resource to be able to think creatively in producing quality performance in order to realize the vision of the organization. Of course, innovation is supported by competence and talent management. The application of creativity in the form of new and/or different ideas/ideas that can make a form/model/activity/product/service simpler, easier, more efficient and more effective.
Importance of Skill development and Training Sampledissertationprime
The research planned is based on the human resource management. HRM is the most important area of concern for each and every business organizations. This is because organizations depend on the entrepreneurial behavior at a great extent that calls for a high degree of motivation and achievement to engender business excellence. The organizational performance has greatly been affected by the human resources and thereby, it is essential to follow right training and proper skills development. The extent to which the employees are committed to their work and organization has a significant on a performance of the organizations.The effective training and skills development not only bring required change in the human behavior, but also enhance employee‟s willingness to work and the desire to constantly improve his performance.
Perilaku kelompok sangatlah mempengaruhi suatu organisasi, meskipun bentuk kelompoknya berada di luar organisasi tersebut. Banyak sekali manfaat kelompok bagi organisasi sehingga organisasi tersebut dapat berkembang secara signifikan. Tanpa adanya perilaku kelompok yang baik maka organisasi nya juga tidak dapat berkembang sehingga tujuan yang telah disepakati tidak akan tercapai. Oleh karena itu amatlah penting perilaku kelompok terhadap kehidupan organisasi karena kelompok mempunyai banyak manfaat bagi organisasi misalnya menjadi wadah bagi anggota organisasi untuk menyampaikan inovasi, kreatifitas dan saran dalam mengambil suatu keputusan sehingga dapat mencapai tujuan yang telah disepakati.
Decision Support System (DSS) adalah sistem berbasis software yang dimaksudkan untuk membantu manajer dalam pengambilan keputusan dengan mengakses sejumlah besar informasi yang dihasilkan dari berbagai sistem informasi terkait yang terlibat dalam proses bisnis organisasi, seperti sistem automatis kantor dan sistem pemrosesan transaksi. DSS menggunakan ringkasan informasi, pengecualian, pola, dan tren menggunakan model analisis. DSS membantu dalam pembuatan keputusan namun tidak harus memberikan keputusan itu sendiri.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
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Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
2. 2
Sumber daya manusia (human resources) menjadi penentu
terciptanya “sustainibility” sebuah perusahaan. Itulah sebabnya,
sumber daya manusia yang kreatif dan inovatif menjadi sebuah
keharusan. Di sisi lain, kreatif dan inovatif tidaknya sumber daya
manusia sangat bergantung pada gaya kepemimpinan yang
berlaku dalam sebua perusahaan.
Human Resources and Innovation Power
Tidak sedikit penelitian yang berhasil membuktikan tentang
korelasi antara gaya kepemimpinan dengan kuatnya daya inovasi
sumber daya manusia dalam sebuah perusahaan.
Salah salah adalah hasil penelitian Ayu Octavia dan Ika Zenita
Ratnaningsih (Jurnal Empati, Januari 2017, Volume 6 (1), 40-44)
berjudul “Hubungan antara Gaya Kepemimpinan
Transformasional dengan Perilaku Inovatif Karyawan”.
3. 3
Hasil penelitian ini menyimpulkan bahwa ada hubungan positif dan
signifikan antara gaya kepemimpinan transformasional dengan
perilaku inovatif karyawan. Lebih jelasnya, semakin positif gaya
kepemimpinan transformasional atasan, semakin tinggi tingkat
perilaku inovatif karyawan. Penelitian ini juga menunjukkan bahwa
variabel gaya kepemimpinan transformasional memberikan
kontribusi yang sangat efektif terhadap perilaku inovatif.
Human Resources and Innovation Power
Inovasi merupakan penggerak kekuatan daya saing, competitive
advantage, yang tujuan akhirnya adalah menambah kualitas
produk. Kualitas produk sangat mempengaruhi pertumbuhan
perusahaan. Contoh inovasi, rekayasa teknologi proses produksi,
optimalisasi bahan bakar alternatif, atau manajemen organisasi
yang lebih efektif (Rudi, Kabar Bisnis, 2013). Inovasi dibagi di tiga
level: individu, kelompok, dan organisasi.
4. 4
Human Resources and Innovation Power
Inovasi di level individu oleh Axtell (dalam Helmi, 2011) disebut
sebagai perilaku inovatif. Menurut De Jong & Den Hartog (2008),
perilaku inovatif sumber daya manusia berkaitan erat dengan
perilaku individu yang mampu memperkenalkan ide-ide baru yang
berguna, berkaitan dengan proses, produk, atau prosedur dalam
sebuah kelompok kerja atau organisasi untuk meraih keuntungan.
Perilaku inovatif mencakup aplikasi ide yang lebih jelas dan output
yang inovatif.
Perilaku inovatif dipengaruhi oleh dua factor: internal dan eksternal.
Faktor internal meliputi: keberagaman demografi (Ostergaard, Tim-
merman and Kristinsson, 2011), perilaku proaktif (Baumann, 2011),
self leadership (Carmeli, Meitar, & Weisberg, 2006), dan self ef-
ficacy (Jafar, 2013). Faktor eksternal meliputi: gaya kepemimpinan
(De Jong & Den Hartog, 2007), struktur organisasi (Ancok, 2012),
dan memori organisasi (Etikariena & Muluk, 2014).
5. 5
Human Resources and Innovation Power
Salah satu perilaku inovatif itu adalah gaya kepemimpinan. Menu-
rut Amabile (dalam Ancok, 2012), gaya kepemimpinan salah satu
faktor utama pengungkit inovasi. Ada beberapa jenis gaya kepe-
mimpinan, antara lain, transformasional dan transaksional. Dua
gaya ini lebih banyak menarik perhatian para peneliti dan sering
dibandingkan efektivasnya. Geyer & Steyrer (2003) berhasil
meneliti tentang pengaruh gaya kepemimpinan transformasional
dan transaksional terkait dengan kinerja perbankan. Hasilnya, gaya
kepemimpinan transformasional berpengaruh signifikan terhadap
kinerja karyawan dibandingkan gaya kepemimpinan transaksional.
Lalu, apa yang disebut perilaku inovatif itu? Apa saja unsurnya?
Apa saja kriteria perilaku inovatif karyawan?
Berpikir inovatif ini bertujuan memunculkan gagasan baru. Proses-
nya harus memenuhi empat aspek fundamental: satu, sensitif
6. 6
Human Resources and Innovation Power
terhadap berbagai permasalahan yang kebanyakan orang tidak me-
ngusik; dua, produktif, yakni kemampuan menghasilkan jawaban
untuk satu pertanyaan; tiga, elasitivitas, yakni kemampuan mengha-
silkan pemikiran yang bervariasi; empat, orisinalitas, yakni kemam-
puan menghasilkan gagasan yang unik dan baru.
Menurut Steve Jobs (dalam Gallo C., 2011: 10), ada tujuh prinsip i-
novasi: 1) Melakukan aktivitas yang disukai; 2) Menjalin kerja sama
dengan orang berpikiran dan berpandangan sama, serta komitmen
merealisasikan ide menjadi inovasi; 3) Mengembangkan kreativitas
berbasis pengalaman secara kontinyu; 4) Mencipta produk yang me-
menuhi harapan, impian dan ambisi; 5) Mencipta produk sederhana,
mudah digunakan, tetapi multifungsi.; 6) Melayani sebaik mungkin
dan menorehkan kesan positif dan hubungan intim dengan konsu-
men; 7) Mengenalkan produk seefektif mungkin untuk menarik per-
hatian dan antusiasme.
7. Introduction …..
The great importance of training, further training, learning, human reso-
urce development etc. should not be neglected–-nevertheless there are
many SME enterprises that do not focus enough on these areas. Often
they are lacking basic building blocks of HRM.
The competence of enterprises to market new products and or servi-
ces, to keep their processes up to date technologically and organiza-
tionally, etc., in other words to be innovative, depends to a high degree
on their employees, their competence and knowledge.
In this connection, the various sub-components of com-
ponent 10 “Measures in the framework of Human Reso-
urces Management (HRM) to support innovation” (see
the graphics) are designed to help the users to gain the
basic principles needed for a professional HRM in their
individual SMEs.
8. “Guidelines for creating a training
concept“ and “Systematic training
management“.
Introduction …..
Systematic
training
management
Modern
teaching and
learning
methods
HR Measures to
support
innovation
Guidelines for
one design of
a training
concept
Innovations
fostering
anterprise
culture
9. What: What Constitutes the Requirements for the
Qualification of the Employees?
Changing market conditions such as:
• Increasing internationalisation and globalisation of the markets, high competition
pressure,
• Decreasing product life cycles, increasing innovation speed,
• Growing market segmentation and customer orientation,
• Increasing demands on quality,
• Increasing complexity, dynamics and technology etc.
Those are great challenges for innovation strategies of the enterprises which in
turn lead to complex qualification requirements of the employees.
• Faster decline of the knowledge and the need for lifelong learning
• High demands on the specific subject skills but also on the methodical and social
competence of the employees
• communicative and language competence
• need for more responsibility and self-control etc.
10. Why: The Role of Human Resources in the
Company’s Ability for Innovation
Lacking qualification can turn out to be a bottleneck in the innovation process in an
enterprise when enterprises design and carry out their innovation, mainly from the
technological aspect, without preparing their human resources in a suitable way.
The qualification of the employees are, on the one hand, a pre-requisite for
innovation, because it is indispensable for the start and the permanent further
development of innovation. On the other hand, qualification is a result of innovation
as well, when technological, organisational and social innovation changes in the
qualification profile are taking place among the employees.
A foresighted and systematic human resources
development and qualification plan can set the
prerequisite for an enterprise to actively carry out
its process of changes, and thus remain at the top
of the competition. The human resource
becomes a decisive factor in the innovation
ability of enterprises.
11. • Questions of training can be thought through systematically
• The framework for necessary preconditions can be set and fostered,
making training effective
• Training processes can be looked at from different angles in order to
detect strong, as well as weak points of training
How: Systematic Training Management, Training
Concept
With the help of the so called training cycle the following is possible:
A training needs assessment (analysing the current work situation) usually is
the starting point of any demand-oriented training management. By applying
needs assessment, one turns away from supply-oriented training, at the
same time making it possible to turn towards staff member orientation as
well as allowing problem-solving-oriented training. By applying a training
needs assessment, problems and requirements of the work situation are
collected, making goal-oriented training measures possible.
13. How: Systematic training management, training
concept
On the basis of needs assessment, training objectives are to be defined
(preferably together). In advance set training objectives show what should be
achieved through appropriate training measures.
When formulating training objectives, the following should be considered:
• the observable changed behaviour of the training participant
• the object (training matter)
• the conditions under which participants have to present results (e.g. allowed
resources)
• the evaluation criteria, showing if and to what extent the participant has reached
the training goals
Based on the training objectives, the necessary programmes, contents and
instruments are planned and developed. An essential goal of training planning and of
the development of appropriate measures is to create training activities in such a way
that the learning party can go through learning processes that lead to learning results
which, in turn, correspond with the training objectives.
14. How: Systematic Training Management, Training
Concept
• planning of structure (structure of programme, sequence of contents,
classification, textual coherence, schedule)
• planning of content and methods (didactics, forms of learning)
• target group planning
• evaluation planning (“how will we know that we reached our objectives
and what will show us that we did?“)
When planning and developing training measures, the following parts are
to be included:
Within the concrete learning situation the participant is actually
confronted with the teaching staff (as well as with the contents and
activities). This step leads to learning processes and finally to the results
aimed at.
15. How: Systematic Training Management, Training
Concept
• increased application of on-the-job training and project-work
• intensification of internal know-how transfer
• use of new methods of teaching and learning, as well as the use of new
learning technologies lassification, textual coherence, schedule)
When implementing training measures, the following aspects should
be paid special attention:
A central position within the training process holds the transfer and the
implementation of the acquired knowledge into the work situation, the
applicability of training results to the work place represents a main
factor of successful training.
The described training cycle represents a process, causing evaluation
measures along all components of the training cycle.
16. Innovation in a business is very much dependent on the appropriate skills
of its staff. It is therefore important to establish what skills are avai-lable,
what the gaps are and how assessing the training needs can deve-lop
required skills.
This section builds on the outcomes of another Leonardo project called
Learn & Work that specifically addressed the issue of analysing training
needs in business. The starting point being a review of how your busi-ness
functions as an organisation, reflecting “about the strategy that you’ve
designed to run your business and to identify its constraints and success
opportunities”.
Training Needs Analysis (TNA) should help you to collect and interpret
data to enable the identification of both staff and organisational perfor-
mance improvement. Key in an TNA is to gain comprehensive data on
training needs, which amounts to answering the fundamental questions of:
who, what, when and why as well as how.
Identifying Training Needs for Innovation in SMEs
17. • a framework of training needs
• acknowledgement and better understanding of training needs
• a back-up policy if things get difficult
• direction for utilizing limited resources
Why Undertake a Training Needs Analysis?
TNAs are potentially conducted in all areas of business that rely on the skills of
its workforce, be it in the private or public sector. TNAs are more likely to occur
in larger organisations than smaller ones normally due to the time and cost
involved. However with some good preparation and lessons, and willingness to
learn from those larger organisations a TNA can be effective in all sizes of
business.
You should involve key staff belonging to the different functional areas of
your organisation. These are people working in the key processes of your
business and for that reason have their own perspective about the
development needs and existing opportunities leading to your company
performance improvement.
18. How: Training Needs Analysis as a Project
Process Explanation Company Specific
Details
Customer Indicates the sub-processes or process steps that affect
the customer (e.g.: start and end)
Management Indicates the sub-processes or process steps that refer
to the management (e.g.: drawing up of the budget)
Primary Indicates the sub-processes or process steps that
generate a product or service (manufacture of
electrodes)
Support Indicates the sub-processes or process steps that
support the remaining processes (acceptance of the
order, issue of invoices, training, recruitment, processing
of salaries).
Supplier Indicates the sub-processes or process steps that affect
or are affected by the suppliers' activity (e.g. supply of
raw materials).
In the processes map, identify the steps, sub-processes
or connections where there can be breakdowns in
performance.
19. Identify The Main Problems and Opportunities
• Introducing new technologies;
• Entering a new market;
• Producing a new product;
• Hiring employees from specific target
groups (e.g. immigrants);
Identify the main symptoms of existing problems. List the possible
causes of the problem identifying the business process involved.
Identify the functional areas affected or causing the problem. Do this by
talking to the key staff responsible for these key areas.
Identify also the main opportunities foreseen for your business. Critical
opportunities may cause training needs of your employees; we give
you a few examples:
20. Symptom of the Problem
or Critical Opportunity
Problem Cause/
Opportunity
Business
Processes Involved
Functional
Areas
Problem:
High rate of returned
products from
customers
Bad quality control
Large delays in deliveries
to customers
Production
Quality Control
Production
Control
Problem:
Cash-flow problems
Bad cash-flow
management
Delays in invoicing
customers
Bad negotiation process
with suppliers about
payments policy
Budgeting
Invoicing
Purchasing
Financial
Financial
Purchasing
Opportunity:
Implementing an
Enterprise Resource
Planning Software
System
Better stock management
Better warehouse
management
Larger product rotation
(First in, First Out)
Accounting
Warehousing
Sales
Financial
Logistics
Commercial
Identify The Main Problems and Opportunities