Dr. Mike Pownall presented on improving communication between veterinary team members for the annual convention of the American Association of Equine Veterinary Technicians.
The Value of Employee Engagement to Improve Veterinary Practices Oculus Insights
Dr. Mike Pownall, of Oculus Insights, presented at the AAEP 2018 Annual Convention in San Francisco on the use of Employee Engagement to improve practice culture, productivity, profitability and client loyalty.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
Four Elements of Effective Performance ManagementShelly Myers
When you hear the word performance, do you immediately think of paperwork and stress? An extensive study from Adobe found that 72% of office workers and 88% of managers found preparing for performance reviews too time-consuming.
Join Cassie Whitlock of BambooHR and Jack Altman of Lattice and discover how performance management can be more comprehensive and impactful than a rushed yearly assessment. Breaking down performance into its main elements lets you refocus your efforts on the most important goal: helping your employees and your managers improve.
For most of my career I had no idea how to stem passive-aggressive behavior, management insecurity, laziness, lack of foresight, pessimism, complaining, or poor quality work.
Developing Emotional Intelligence Skills for High Performance CulturesHuman Capital Media
More and more of the leading executives are creating high performing cultures with mindfulness. There is a very simple reason for this: in the modern business, EQ is more important than IQ. EQ, or “emotional intelligence,” is highly trainable through a variety of mindfulness and positive psychology techniques.
Join Whil, the leaders in digital mindfulness training, to find out:
What mindfulness training is and how to bring it to your employees
The secrets of the emotional intelligence and leadership training born at Google
How to unleash the leadership potential in your team, including millennials
How mindfulness can help your employees thrive, in the face of of stress and disruption
All attendees will get a free special eBook and a subscription to Whil’s digital training platform, featuring thousands of training programs based in neuroscience, mindfulness and positive psychology.
The Value of Employee Engagement to Improve Veterinary Practices Oculus Insights
Dr. Mike Pownall, of Oculus Insights, presented at the AAEP 2018 Annual Convention in San Francisco on the use of Employee Engagement to improve practice culture, productivity, profitability and client loyalty.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
Four Elements of Effective Performance ManagementShelly Myers
When you hear the word performance, do you immediately think of paperwork and stress? An extensive study from Adobe found that 72% of office workers and 88% of managers found preparing for performance reviews too time-consuming.
Join Cassie Whitlock of BambooHR and Jack Altman of Lattice and discover how performance management can be more comprehensive and impactful than a rushed yearly assessment. Breaking down performance into its main elements lets you refocus your efforts on the most important goal: helping your employees and your managers improve.
For most of my career I had no idea how to stem passive-aggressive behavior, management insecurity, laziness, lack of foresight, pessimism, complaining, or poor quality work.
Developing Emotional Intelligence Skills for High Performance CulturesHuman Capital Media
More and more of the leading executives are creating high performing cultures with mindfulness. There is a very simple reason for this: in the modern business, EQ is more important than IQ. EQ, or “emotional intelligence,” is highly trainable through a variety of mindfulness and positive psychology techniques.
Join Whil, the leaders in digital mindfulness training, to find out:
What mindfulness training is and how to bring it to your employees
The secrets of the emotional intelligence and leadership training born at Google
How to unleash the leadership potential in your team, including millennials
How mindfulness can help your employees thrive, in the face of of stress and disruption
All attendees will get a free special eBook and a subscription to Whil’s digital training platform, featuring thousands of training programs based in neuroscience, mindfulness and positive psychology.
Reinventing Performance Management - How to do it rightBambooHR
Performance reviews have a bad rep—and often for good reason! This slideshare looks at how 100+ professionals and managers view performance reviews and how we can do them right.
You'll find valuable information about how to conduct successful employee surveys and best practices for implementing changes. This presentation is for leaders in small to mid-sized businesses, HR executives, COOs, and anyone who's interested in conducting employee surveys.
4 employee engagement survey pitfalls to avoid this year | TemboStatusTemboStatus
HR departments have long looked to employee surveys for guidance on engagement decisions. Here are four mistakes that companies can make when rolling out their employee engagement survey.
1. Vague Questions
2. Insignificant Topics
3. Lack of Participation
4. Dishonest answers
Employee Engagement Best Practices: Survey Process Tips to Improve Trust, Acc...Qualtrics
To view the on-demand webinar for this presentation see the below link: https://success.qualtrics.com/survey-process-tips-watch.html?utm_source=slideshare
Measuring employee engagement can drive positive organizational change and increase revenue, retention, and overall productivity. However, mismanaging your employee engagement program can actually decrease trust, accountability, and empowerment amongst employees.
Join Qualtrics and Sarah Marrs, Employee Engagement Specialist, as we discuss common pitfalls that undermine engagement programs along with some practical tips to ensure a successful experience.
From interim CHRO for the U.S. Olympic Committee with the world's best athletes to head of employee engagement at storied brand American Express to CLO and change agent at Apollo Education Group, Alicia Mandel is a strategic thinker and compelling speaker. In this webinar, she explored and shared:
The need to transition from compliance-focused to engagement-centric HR
How the “sprint” business paradigm conflicts with an annual performance process
Core principles for a new performance management model
Four good transformation starting points
Change readiness model and process checklist for transforming your process
How to Create a Culture That Fosters Employee Engagement | Webinar BizLibrary
Zombies are the walking dead. Disengaged employees are dead productivity-wise. Both are contagious and pose a risk to those among them. Additionally, disengaged employees cost organizations a lot of money. The frightening facts:
70% of employees are disengaged and actively disengaged.
Nearly 1/3 of employees think their managers fail to effectively communicate goals.
40% of employees say they don't receive regular, clear feedback on their performance from their manager.
(Sources: Gallup and Tower Perrins)
So, how can we overcome the walking dead and create a culture that fosters engagement. The cure? Your managers. In this webinar we'll discuss how to develop your managers and improve your organizational culture.
Reassuring the employee engagement skeptics:
“back pocket” answers to respond and address concerns about your survey initiative
You are convinced of the need to measure and manage employee engagement in your organization. You’ve seen the benefits of higher morale, higher productivity, higher retention, and all the rest. Unfortunately, you’re also met with “the skeptics”: those people in your organization who are just not convinced the same way you are:
“Engagement surveys are so yesterday. We need a more novel approach”
“Engagement surveys are not really confidential”
“Engagement surveys don’t change anything. Nothing ever happens”
In this webinar, Norm Baillie-David, will provide you with experience and keen insight into what the real insecurities are when people put forward these and other objections. Better yet, this webinar will arm you with evidence and facts from decades of research in order to address these issues and convince “the skeptics” in your organization of the benefits of actively measuring and managing employee engagement.
Secrets to Finding Better People, Faster: How Assessments Help You Increase Applicant Quality, Retention and Compliance
Picking best-fit candidates out of a pile of applicants isn't easy. So what's the secret to finding the right person for that job and your brand ... and can it really be that easy?
Discover why scientifically proven assessment tests are the secret to better hiring. You'll also:
- Learn the basics of assessment screenings and how they help your bottom line
- See how Avionté clients increase quality of hire, retention and compliance with assessments
- Watch a live demo to see how easy the entire screening process can be
- Receive a free 30-day trial of PeopleClues assessments for all attending Avionté customers
Managers sometimes fear that asking their employees about the work environment may be opening a can of worms. What they forget is that worms thrive in dark moist environments. By bringing to light what most employees know anyway, you can demonstrate your willingness to invite real conversations that bring in the voices of everyone who works for you. In this presentation, National Research Center, Inc (NRC) illuminates the ins-and-outs of employee surveys. Learn from city managers about what their jurisdictions have done with their employee surveys—the lead-up, execution, and follow-up—that helped to set the organization on the right track.
The hundreds of employee engagement surveys that we conduct every year is showing an interesting, albeit concerning trend: highly engaged organizations often have emerging employee issues and concerns around decreasing work-life balance. On the one hand, this is a form of “collateral damage”. Highly engaged employees, by definition, tend to give more of themselves, and sometimes work-life balance suffers as a result – through the employee’s own engaged behaviours. Because work-life balance has little influence on engagement per se, it (too) often gets lower priority: however, this approach is fraught with danger. Highly engaged and high performing organizations can fall into the work-life balance “cultural trap”.
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15BizLibrary
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
The $687B Question: Is Employee Engagement the Driver of Business Success?Human Capital Media
There’s been a lot of buzz about employee engagement in the workplace and for good reason. Today’s organizations face changing working patterns, evolving employee expectations and growing complexity — all of which pose significant challenges for keeping people engaged and motivated on the job. With so much at stake, are executives and HR professionals focusing adequate attention on employee engagement? What impact are prevailing tools, approaches and practices having on workforce productivity? And how do all these factors affect overall performance and, ultimately, the bottom line?
Ian Parkes, director of Coleman Parkes Research, and Joyce Maroney, director of the Workforce Institute at Kronos, will address eye-opening research that sheds new light on the challenges, opportunities and costs of employee engagement — or lack thereof — at today’s organizations. They’ll discuss key findings, highlight areas for improvement and explain the roles leadership, technology and talent management play in optimizing workforce engagement for sustained competitive advantage. You’ll gain valuable insights into:
The increasing complexity of working life and the impact on employee engagement.
The high opportunity cost of time wasted on non-job-related administrative tasks.
How the role of HR needs to change in order to build a culture of engagement.
Ways outdated technology is hindering employee productivity and engagement.
Why the inability to recruit and retain skilled talent is a core business disruptor.
Key drivers of engagement and how your organization can unburden the workforce.
Managing an employee engagement survey can be difficult. Learn how PULS can accelerate your employee engagement program by giving you constant feedback.
Turning Performance Feedback Into Positive Employee EngagementTalentMap
Performance feedback is one of those “sleeper” issues in employee engagement. Get it right, and often it isn’t one of the more important drivers of engagement, because other issues become more salient. Get it wrong, and it can prove to be a key obstacle to higher engagement. However, there is mounting research and practice that’s turning performance feedback and management on its head, which includes revamping appraisal processes, and moving to “career management” as opposed to “performance management”.
Reinventing Performance Management - How to do it rightBambooHR
Performance reviews have a bad rep—and often for good reason! This slideshare looks at how 100+ professionals and managers view performance reviews and how we can do them right.
You'll find valuable information about how to conduct successful employee surveys and best practices for implementing changes. This presentation is for leaders in small to mid-sized businesses, HR executives, COOs, and anyone who's interested in conducting employee surveys.
4 employee engagement survey pitfalls to avoid this year | TemboStatusTemboStatus
HR departments have long looked to employee surveys for guidance on engagement decisions. Here are four mistakes that companies can make when rolling out their employee engagement survey.
1. Vague Questions
2. Insignificant Topics
3. Lack of Participation
4. Dishonest answers
Employee Engagement Best Practices: Survey Process Tips to Improve Trust, Acc...Qualtrics
To view the on-demand webinar for this presentation see the below link: https://success.qualtrics.com/survey-process-tips-watch.html?utm_source=slideshare
Measuring employee engagement can drive positive organizational change and increase revenue, retention, and overall productivity. However, mismanaging your employee engagement program can actually decrease trust, accountability, and empowerment amongst employees.
Join Qualtrics and Sarah Marrs, Employee Engagement Specialist, as we discuss common pitfalls that undermine engagement programs along with some practical tips to ensure a successful experience.
From interim CHRO for the U.S. Olympic Committee with the world's best athletes to head of employee engagement at storied brand American Express to CLO and change agent at Apollo Education Group, Alicia Mandel is a strategic thinker and compelling speaker. In this webinar, she explored and shared:
The need to transition from compliance-focused to engagement-centric HR
How the “sprint” business paradigm conflicts with an annual performance process
Core principles for a new performance management model
Four good transformation starting points
Change readiness model and process checklist for transforming your process
How to Create a Culture That Fosters Employee Engagement | Webinar BizLibrary
Zombies are the walking dead. Disengaged employees are dead productivity-wise. Both are contagious and pose a risk to those among them. Additionally, disengaged employees cost organizations a lot of money. The frightening facts:
70% of employees are disengaged and actively disengaged.
Nearly 1/3 of employees think their managers fail to effectively communicate goals.
40% of employees say they don't receive regular, clear feedback on their performance from their manager.
(Sources: Gallup and Tower Perrins)
So, how can we overcome the walking dead and create a culture that fosters engagement. The cure? Your managers. In this webinar we'll discuss how to develop your managers and improve your organizational culture.
Reassuring the employee engagement skeptics:
“back pocket” answers to respond and address concerns about your survey initiative
You are convinced of the need to measure and manage employee engagement in your organization. You’ve seen the benefits of higher morale, higher productivity, higher retention, and all the rest. Unfortunately, you’re also met with “the skeptics”: those people in your organization who are just not convinced the same way you are:
“Engagement surveys are so yesterday. We need a more novel approach”
“Engagement surveys are not really confidential”
“Engagement surveys don’t change anything. Nothing ever happens”
In this webinar, Norm Baillie-David, will provide you with experience and keen insight into what the real insecurities are when people put forward these and other objections. Better yet, this webinar will arm you with evidence and facts from decades of research in order to address these issues and convince “the skeptics” in your organization of the benefits of actively measuring and managing employee engagement.
Secrets to Finding Better People, Faster: How Assessments Help You Increase Applicant Quality, Retention and Compliance
Picking best-fit candidates out of a pile of applicants isn't easy. So what's the secret to finding the right person for that job and your brand ... and can it really be that easy?
Discover why scientifically proven assessment tests are the secret to better hiring. You'll also:
- Learn the basics of assessment screenings and how they help your bottom line
- See how Avionté clients increase quality of hire, retention and compliance with assessments
- Watch a live demo to see how easy the entire screening process can be
- Receive a free 30-day trial of PeopleClues assessments for all attending Avionté customers
Managers sometimes fear that asking their employees about the work environment may be opening a can of worms. What they forget is that worms thrive in dark moist environments. By bringing to light what most employees know anyway, you can demonstrate your willingness to invite real conversations that bring in the voices of everyone who works for you. In this presentation, National Research Center, Inc (NRC) illuminates the ins-and-outs of employee surveys. Learn from city managers about what their jurisdictions have done with their employee surveys—the lead-up, execution, and follow-up—that helped to set the organization on the right track.
The hundreds of employee engagement surveys that we conduct every year is showing an interesting, albeit concerning trend: highly engaged organizations often have emerging employee issues and concerns around decreasing work-life balance. On the one hand, this is a form of “collateral damage”. Highly engaged employees, by definition, tend to give more of themselves, and sometimes work-life balance suffers as a result – through the employee’s own engaged behaviours. Because work-life balance has little influence on engagement per se, it (too) often gets lower priority: however, this approach is fraught with danger. Highly engaged and high performing organizations can fall into the work-life balance “cultural trap”.
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15BizLibrary
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
The $687B Question: Is Employee Engagement the Driver of Business Success?Human Capital Media
There’s been a lot of buzz about employee engagement in the workplace and for good reason. Today’s organizations face changing working patterns, evolving employee expectations and growing complexity — all of which pose significant challenges for keeping people engaged and motivated on the job. With so much at stake, are executives and HR professionals focusing adequate attention on employee engagement? What impact are prevailing tools, approaches and practices having on workforce productivity? And how do all these factors affect overall performance and, ultimately, the bottom line?
Ian Parkes, director of Coleman Parkes Research, and Joyce Maroney, director of the Workforce Institute at Kronos, will address eye-opening research that sheds new light on the challenges, opportunities and costs of employee engagement — or lack thereof — at today’s organizations. They’ll discuss key findings, highlight areas for improvement and explain the roles leadership, technology and talent management play in optimizing workforce engagement for sustained competitive advantage. You’ll gain valuable insights into:
The increasing complexity of working life and the impact on employee engagement.
The high opportunity cost of time wasted on non-job-related administrative tasks.
How the role of HR needs to change in order to build a culture of engagement.
Ways outdated technology is hindering employee productivity and engagement.
Why the inability to recruit and retain skilled talent is a core business disruptor.
Key drivers of engagement and how your organization can unburden the workforce.
Managing an employee engagement survey can be difficult. Learn how PULS can accelerate your employee engagement program by giving you constant feedback.
Turning Performance Feedback Into Positive Employee EngagementTalentMap
Performance feedback is one of those “sleeper” issues in employee engagement. Get it right, and often it isn’t one of the more important drivers of engagement, because other issues become more salient. Get it wrong, and it can prove to be a key obstacle to higher engagement. However, there is mounting research and practice that’s turning performance feedback and management on its head, which includes revamping appraisal processes, and moving to “career management” as opposed to “performance management”.
Leading with heart requires us to look within ourselves to learn how to create a culture in our program where all staff feels valued, respected, and celebrated. Administrators will break down and assess how to set clear standards, set an example for the team, and ultimately create a culture of retention and motivation.
Building a Human Resources Program for VeterinariansOculus Insights
Dr Mike Pownall and Katie Ardeline presented a full day session during the Oculus Insights 2017 EU Summits in Amsterdam on creating a Human Resource Program for any type of veterinary practice.
Create the happier employees in the world - Employee experience vs. Customer ...Jaakko Männistö
Why we need an employee first strategy? This deck will answer to the question and also how we deliver and manage better employee experiences and employee engagement in relation to customer experience.
Leadership Accelerator: Unleashing Potential in Younger Employees.pptxDennis Van Aelst
We recognize that our young professionals possess immense talent, fresh perspectives, and boundless energy. We believe in their potential to become the next generation of exceptional leaders. That's why we have developed this transformative program designed specifically to harness and amplify their abilities.
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
Anti ulcer drugs and their Advance pharmacology ||
Anti-ulcer drugs are medications used to prevent and treat ulcers in the stomach and upper part of the small intestine (duodenal ulcers). These ulcers are often caused by an imbalance between stomach acid and the mucosal lining, which protects the stomach lining.
||Scope: Overview of various classes of anti-ulcer drugs, their mechanisms of action, indications, side effects, and clinical considerations.
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
For Better Surat #ℂall #Girl Service ❤85270-49040❤ Surat #ℂall #Girls
Improving Veterinary Team Communication - AAEVT 2018
1. How to Improve Communication
Between Team Members
Mike Pownall, DVM, MBA
2.
3. 2016 McKee-Pownall Results
• 77% Engagement
• Vet dissatisfaction
•73% vs 80%
• Communication
• Workload
• Job Satisfaction
4.
5. “Measuring the health of the relationship between the
organization and its employees.”
•Give employees a voice
•What do we do well?
•Where can we improve?
•Help us plan for the future
•Measure your efforts
Diagnostic Tool – Employee Engagement Survey
6. •34 Questions on a scale of 1-5
•5 Sections
•Anonymous other than job role
•Area for comments after each
question
7. Scoring Employee Engagement
20 - 39% = Poor
40 - 59% = Good but needs attention
60 - 79% = Overall good but not “High”
80 - 100% = High Employee Engagement
8. Career Development
• Opportunities for growth
• Company commitment to internal and external
training
“I am satisfied with the amount of time and money the
company invests in my Continuing Education”
9. Work Engagement
• How inspired, supported and excited employees are
• Sense of ownership in the company
• Teamwork, peer support, willingness to take on new
challenges, workload
“I feel that the number and complexity of tasks and the
general workload at the company are manageable.”
10. Compensation and Benefits
• Sense of fairness around compensation – within the
company and compared to local competitors
• Fairness of compensation administration
• Benefits and work-life balance
“I am confident that the method used to determine my
wage or salary increases on a yearly basis is fair.”
11. Relationship Management
• Communication, Relationships and Recognition
• “Communication between management and
employees is excellent here.”
• “Management recognizes strong job performance.”
• “Senior management and employees trust and respect
each other.”
12. Work Environment
• Culture and core values awareness
“I feel like the management and staff of the practice
adhere to the Core Values.”
“I understand how my work impacts the business goals
of the practice.”
13. 2017 Global Employee Engagement Results
Country Percentage % Change 2016-2017
Japan 38% + 2%
France 38% + 6%
Germany 54% - 2%
Netherlands 57% + 7%
UK 56% - 3%
USA 64% --
Global Average 65% + 2%
China 68% + 2%
Canada 69% - 1%
http://images.transcontinentalmedia.com/LAF/lacom/Aon_2018_Trends_In_Global_Employee_Engage
ment.pdf
14. Oculus Survey Averages to Date
Overall Veterinarians Administrative/
Office Staff
Vet
Technician/Vet
Assistants
Global 74.7% 75.4% 73.7% 74.9%
EU 71.6% 72.0% 73.2% 69.7%
North America 76.0% 76.3% 75.4% 74.9%
15. Oculus Survey Feedback Trends
Management - employee communication
Salary Amounts/Transparency of Increases/Reviews
Vets tend to score a bit higher overall, non-DVM lower
High sense of ownership overall
High amount of collegiality between staff
What conclusions can we make from this data?
Are the results positive, or negative overall?
16. What is “Employee Engagement?”
• “Engaged employees are in the game for the sake of the
game; they believe in the cause of the organization.” –Paul
Marciano, PhD
• “Employee engagement is the emotional commitment the
employee has to the organization and its goals.” –Kevin
Kruse
17. What is “Employee Engagement?”
• “There are only three measurements that tell you
nearly everything you need to know about your
organization’s overall performance: employee
engagement, customer satisfaction, and cash flow.” –
Jack Welch
20. What is Culture?
Beliefs, values and actions of the collective
work force
It is often not defined, rather it is implied
“It’s how we do things here”
21. Oculus Survey Results - Culture
“I am happy with the overall Culture of the company”
73%
• “there are lots of double standards”
• “Culture??”
• “Greatly appreciate we are not cut throat towards each
other and can trust and rely on each other”
• “There is definitely room for improvement but the overall
culture is improving”
24. Why are We Here?
Mission – our purpose for being in business
“To give our clients peace of mind in the health care choices
they make for their horse by helping them make informed
decisions.” (McKee-Pownall)
25. Where are We Going?
Vision – What are we aiming for? – our North Star
"Our vision is to be earth's most customer centric
company; to build a place where people can come to
find and discover anything they might want to buy
online.” (Amazon)
26. Core Values
• Support your mission and help fulfill your vision
• Reflect and describe the culture of the company
• Provide guidelines and expectations for behaviour of
staff
• A consistent lens through which decisions can be
tested and made
“What’s it like to work here?”
27. Hiring
Careful, deliberate hire vs. “Desperation Hire”
Process:
• Resumes and cover letters
• Phone Screening Interview
• In-Person Interview
• Working Interview
30. Oculus Survey Results - Training
“I am satisfied with the internal (inhouse) job-related
training the company offers.”
71%
• “No internal training for management/leadership.”
• “our practice thrives on the ‘figure it out’ method and
we attract great independent people because of that
but we could create better teamwork and maybe keep
some people who are great employees too but just
have a different skill set if we had time to train.”
31. • “The message of experience of the 4 partners is
especially valuable.”
• “Guidance and assistance are often absent after your
first day.”
• “It's usually sink or swim because we are too busy to
slow down and train or we need the bodies else
where because we are short handed. We hold many
CE events here, but none for our own personnel.”
32. Why Have Structured Training?
• Better adjustment to the workplace
• Structure increases chances for success
• Consistency
• Clear Expectations
• Increased Self-Confidence
• Increased engagement.
• Alan M. Saks, Jamie A. Gruman, (2011) "Getting newcomers engaged: the role of socialization tactics", Journal of Managerial Psychology, Vol. 26 Iss: 5, pp.383 - 402
34. Oculus Survey Results - Communication
“Communication between management and employees
is excellent here” – 62%
• “I can not agree because often decisions concerning
my job are not communicated openly and directly.”
• “Communication is something we all strive to do
effectively. We are still working on finding the balance
- sometimes we over communicate and sometimes we
under communicate.”
35. • “Communication is sparse and often piecemeal.
Things are discussed among some, but not all. Then
assumptions get made and everyone is not on the
same page.”
• “Sorry, but it's horrible. We contact mgmt, and
frequently don't hear back. Not everyone in the group
is included in group emails, a couple people may know
about a change being made, but not anyone else it
affects, etc.”
• “Generally good. Where it breaks down are the
personalities that would rather whisper than talk.”
36. Communication Barriers
• No time
• “Just do your job” – Mushroom Effect
• Inconsistent methods
• Hierarchical culture
• Gender differences
• Generational differences
• Giving negative feedback is uncomfortable
37. The Impact of Poor Communication
• Medical errors
• Tension in the work force
• Poor staff morale
38. Ideal Communication
• Effective communication removes the barriers that
may impede progress
• Timely and deliberate
• Staff at all levels feel comfortable communicating
directly with anyone in the organization – even about
difficult/uncomfortable subjects
39. How to Achieve Excellent Communication
• Know communication styles of co-workers
• Provide right communication tools
• Culture of transparency
• Provide training
40. Communication Styles
• Analytical: Prefer to have data and facts; use specific and
precise language
• Intuitive: Prefer to get the big picture and not get bogged down
in too much detail
• Functional: Prefer to focus on the process and think through
plans step by step
• Personal: Prefer to place emphasis on relationships and
establishing personal connections to understand what others
are thinking
41. Means of Internal Communication
• What’s the purpose of a staff meeting?
• Huddle Meetings
• Slack Messaging
• Email Blasts
• Conference Calls
• Private Facebook Group
• One-on-One Conversation about ideas, issues, and
concerns**
42. Emotional Intelligence = Self Awareness
• Recognizing our emotions as well as others’
• Empathizing
• Understanding WHY you react the way you do to
certain situations/types of communication
• Trigger avoidance
• Managing personal emotions depending on the
situation and stimuli
43. Difficult Conversations
What is a Difficult Conversation? Why do we have them?
• Purpose: To tell someone something they may not want to hear,
in a way they can take it, so that a change can happen.
• Stakes are high
• Emotions run strong
• Opinions and perceptions on the topic vary and can be hard to
pinpoint
44. Success is saying…
•The right thing
•To the right person
•At the right time
•In the right way
•For the right reason
45. Reflection Prior to the Conversation
• Partners, not opponents
• What is my purpose for having this conversation? What do I want
to accomplish? What does the ideal outcome look like?
• What is my part in this situation? Own it.
• Be careful with assumptions about the other person - impact
doesn’t indicate intent!
• What buttons of mine are being pushed?
• Be prepared to control your reactions – focus on the purpose and
desired outcome
• Relinquish Ego. Be vulnerable.
46. During the Meeting
Inquiry - Fact Finding Mission:
• Outline what your concerns are up front – use careful
language – “I feel like..” “It seems like...”
• Not “you always...” “you never...”
• Once you’ve outlined your concerns, ask questions,
listen to the answers
• Avoid interrupting, challenging, disagreeing
47. Acknowledgement – I hear you:
• Show you’ve heard and understood that “this sounds
really important to you”
• Explain their reaction/position back to them to be
sure you’re on the same page
• Acknowledgement doesn’t equal agreement – just
that you’ve heard and respect their position.
48. Problem Solving – Let’s build a solution together:
• Ask the other person what they think might work.
Whatever they say, find something you like and build
on it.
• If the conversation becomes adversarial, go back to
inquiry. Asking for the other’s point of view usually
creates safety and encourages him/her to engage.
• If you’ve been successful in staying focused on your
purpose, adjusting your attitude, and engaging with
inquiry and useful purpose then problem solving
should be a relatively easy logical next step.
49. How Do I Begin?
• I have something I’d like to discuss with you that I think will help us
work together more effectively.
• I’d like to talk about ____________ with you, but first I’d like to get
your point of view.
• I need your help with what just happened. Do you have a few minutes
to talk?
• I need your help with something. Can we talk about it (soon)? If the
person says, “Sure, let me get back to you,” follow up with him.
• I think we have different perceptions about
_____________________. I’d like to hear your thinking on this to see
if we might reach a better understanding about it.
• I’d like to talk about ___________________. I think we may have
different ideas about how to _____________________.
52. Quiz Time
•Which group is the most competitive?
•Which group values career opportunities
the most?
•Which group thinks it is appropriate to do
what they are told to do?
•Which group values feedback the most?
• Economist.com
53. “The children now love luxury. They have bad
manners, contempt for authority; they show
disrespect for elders and love chatter in place
of exercise.”
Socrates
54.
55. Engaging Millennials
• Development and growth opportunities
• Personal and Professional
• Clear Expectations and Guidelines
• Ongoing Multidirectional Feedback
• Ask for their opinion, and listen
57. Oculus Survey Results - Appreciation
“Management recognizes strong job performance.”
65%
• “More often would be great!”
• “I'm not sure since no feedback unless negative :(“
• “Strong job performance is recognized by
management, but not always shared with the
employee(s) or made common knowledge”
58. “A Person Who
Feels Appreciated
Will Always do
More than is
Expected”
unknown
59. Why dwell on the positive?
•Leaves a lasting positive impression on the
recipient – confidence boost
•Fosters collaboration and appreciation between
peers/managers
•It’s motivating to know what we are doing is
meaningful and appreciated
•Thinking positively about others and appreciating
their contributions makes the “thanker” feel good!
60. Why don’t we say thank you enough?
• “They’re just doing their job…”
• We have to put our neck out – it can be uncomfortable
• Unsure about how the recipient will take it, is it
appropriate?
• “Once I did bad and that I heard ever/Twice I did good,
but that I heard never.”
• One mistake vs pattern of “good”
• We don’t have a lot of practice
61. Making it Sincere and Meaningful
WHAT are you thanking the recipient for?
• Be specific!
• “Thank you for always being at work 10 minutes
early”
62. Making it Sincere and Meaningful -
WHY is what you are thanking them for
meaningful?
• Think about how what they did highlights a positive
quality/strength they have, and connect it to the
actions to the character and values the action
demonstrates
• “I appreciate how being here early shows that you are
diligent in making sure the trucks are ready to go for
appointments in the morning, this makes things run
much more smoothly for us as we’re getting organized
for the day.”
63. Bonus points!
•As the recipient – say Thank You… Don’t deflect or
diminish!
•Acts of service instead of a verbal thank you –
show support and appreciation
•Thanking clients? = culture of appreciation
•Start the day and every interaction in a positive
manner – SMILE . Say good morning, even if
you’re already focused on the day ahead.
64.
65. Performance Management Components
• Yearly Review
• Self Review and Self Reflection
• Peer Feedback
• Clear Expectations and Scoring
• Clear and concise goals
• Regular Check-in Meetings
• Performance notes throughout the year
66.
67. Why Do Yearly Reviews?
• Formal comprehensive discussion regarding
performance
• Basis for goal setting for entire year
• Provide expectations and guidelines for desired
behaviours
• Tie personal behaviour to Culture, Strategy, Vision
• Provide guidance for wage increases and bonus
calculations
68. Peer Feedback
• Increase depth of perspective – positive and negative
• Uncover hidden/unknown talent
• Improve accuracy of scoring
• Increase accountability
• Encourage culture of recognition
73. Cost of Employee Turnover
50-75% of salary for junior/support staff
Up to 150% for senior/professional staff
74. Cost of Employee Turnover
$30,000 Salary ($15/hr)
= $15 - $22,000 per person per year
3 Employees Leave = $45,000 - $67,500
http://www.zanebenefits.com/blog/bid/312123/Employee-Retention-The-Real-Cost-of-Losing-an-Emplo
76. Still Not Convinced?
• Engaged employees are 87% less likely to quit their
jobs
https://www.themuse.com/advice/10-shocking-stats-about-employee-engagement
• Engagement has a marked effect on both absenteeism
and retention
https://www.marketforce.com/blog/engaged-employees-key-thriving-brand
77. • Organizations in the top quartile for engagement saw
a 4% increase in sales growth compared to an average
company.
http://www.aon.com/attachments/human-capital-consulting/2014-trends-in-global-employee-
engagement-report.pdf
• Organizations in the top quartile in employee
engagement outperformed bottom-quartile units by
10% on customer ratings.
https://www.gallup.com/workplace/236927/employee-engagement-drives-growth.aspx
78. • Communication failure linked to cause of 30% of
malpractice cases in human medicine
https://www.statnews.com/2016/02/01/communication-failures-malpractice-study/
79. 2016 McKee-Pownall Results
• 77% Engagement
• Vet dissatisfaction
•73% vs 80%
• Communication
• Workload
• Job Satisfaction
80.
81. Results
• Vets laugh in June!!
• 13% increase in revenue
20% less capacity yet 13% increase in revenue
82. 2017 McKee-Pownall Results
• 79.6% +3%
• Vets 76% vs 81.5%
• Support staff consistency
• Support staff compensation
• Communication between management and others
83. McKee-Pownall Results History
2016 2017 2018 Change
All Staff 77.4% 79.5% 82.7% 5.3%
Vets 72.9% 76.2% 81.1% 8.2%
Support Staff 81.6% 82.7% 83.4% 1.8%
• Vet work-life balance
• Support staff consistency
• Support staff compensation adjustment
• Communication between management and staff
84. Highly Engaged Employees are the key to
practice growth, improved profitability and
professional satisfaction
How much they will go the extra mile. Relationship between the organization and the employees.
Mention coaching is part of this too, but will be addressed tomorrow
What are the non $ costs of employee turnover, and/or of those who are unhappy/disruptive?
Show of hands, how many clinics have core values?
What are people currently doing?
Don’t waste your time “telling things” at a staff meeting. Make it useful. Share information on an ongoing basis, and save staff meeting time for something meaningful like… training. ** need to have emo intelligence and self awareness in order to have good conversations
Ecomomist Quiz
Characteristics of millennials – technology focus, instant feedback, equity
Older ownership have to give them a voice, don’t dismiss them as kids
List of multiple languages Thanks YOus
Nobody likes to do them. Let’s talk about our worst review experiences
Biggest Rule – don’t surprise people with feedback that you’ve been holding back on for weeks/months
Ask the audience why do reviews?
Why are they expensive. Discuss the soft costs – Morale, pissed off clients, etc…
Have the crowd calculate their turnover (privately) ~5 minutes