This internship summary describes work in several departments, including human resources, accounting, CEO awards, communications, and environmental. Some of the tasks completed were researching HR metrics and learning management systems, assisting with pension audits and 401k plans, helping to organize a CEO awards ceremony, designing change enablement materials, organizing photo archives, and reviewing environmental audit data from various plant locations. The intern concluded they learned better computer, organization, communication, and teamwork skills as well as proper office behavior through completing these various projects.
Organizational Behavior Survey of Technology CompanyJon Frank
Exploring the Organizational Behavior of a storied engineering company in technology. Primary sources of information were surveys and interviews. This deck walks through these results and synthesizes the learning into insight that shows relevance and has implications on the culture of this company.
Half day open training event on the advantages and disadvantages of performance appraisals, involving the discussion of what constitutes an effective performance appraisal. This event was held in London and the delegates included HR professionals, company owners and departmental heads.
Belinda B. Reese is a human resources professional with over 15 years of experience in staff development, training, and employee relations. She currently serves as a Staff Development/Training Specialist for DeKalb Community Service Board, where she leads new hire orientation, regulatory training, performance management, and various employee engagement initiatives. Previously, she held HR roles such as HR Generalist, HR Consultant, and Business Operations Assistant Manager. Reese has an M.S. in Organizational Leadership and Effectiveness in progress from Troy University and a B.S. in Organizational Leadership from Mercer University.
1) The document provides recommendations for Southwest Airlines CEO Gary Kelley after the acquisition of AirTran to ensure continued success in 2011. It recommends choosing the best strategy between AirTran and Southwest, implementing best operational practices, and integrating AirTran's culture into Southwest's culture.
2) For strategy execution, it recommends building a talented team, allocating resources, instituting policies, relating strategy to Southwest's culture, and exercising strong leadership.
3) For operations, it recommends measuring effectiveness, selecting the most effective practices, improving policies and procedures, and re-evaluating.
4) For culture integration, it recommends comparing core competencies, identifying actions/behaviors for the new culture, addressing problems, and executing
Ramping up levels of productivity September 2013Timothy Holden
This document discusses productivity and factors that affect it. It defines productivity and discusses how to manage it through awareness, checking, recognition and challenge. Productivity can be affected by the work environment, direction, support and outside factors. Enablers include strategic leadership, healthy culture, and innovation. Productivity should be measured using both traded and non-traded variables. IT worker productivity benefits from mobile technology. Varying work hours and participative leadership can also impact productivity. The document concludes with questions about the topics covered.
William Fastje is a business management student at Brigham Young University Idaho anticipated to graduate in Fall 2017. He has experience recruiting survey respondents, repairing HVAC systems, managing volunteers, and advising marketing students. Fastje maintains a 3.5 GPA and is involved in investment, supply chain, taekwondo, and jiu-jitsu clubs on campus.
This document provides guidance on advancing one's career through effective leadership, management, and personal development. It discusses the importance of having a vision and values aligned with the company's mission. Concrete behaviors for creating a motivating work environment are outlined, including celebrating successes, articulating goals, and involving employees in decision-making. The roles of leadership and management are distinguished, with leadership focusing on achieving results through people and management focusing on creating stable systems and processes. Factors for individual success are also examined, such as having hard and soft skills, leading effectively, and defining what business one is in.
Led a team of 3 in creating and presenting this presentation in Organizational Behavior. Our assignment was to create a company and utilize our class knowledge and present how we can grow our company from 3 members to 100 in 3 years.
Organizational Behavior Survey of Technology CompanyJon Frank
Exploring the Organizational Behavior of a storied engineering company in technology. Primary sources of information were surveys and interviews. This deck walks through these results and synthesizes the learning into insight that shows relevance and has implications on the culture of this company.
Half day open training event on the advantages and disadvantages of performance appraisals, involving the discussion of what constitutes an effective performance appraisal. This event was held in London and the delegates included HR professionals, company owners and departmental heads.
Belinda B. Reese is a human resources professional with over 15 years of experience in staff development, training, and employee relations. She currently serves as a Staff Development/Training Specialist for DeKalb Community Service Board, where she leads new hire orientation, regulatory training, performance management, and various employee engagement initiatives. Previously, she held HR roles such as HR Generalist, HR Consultant, and Business Operations Assistant Manager. Reese has an M.S. in Organizational Leadership and Effectiveness in progress from Troy University and a B.S. in Organizational Leadership from Mercer University.
1) The document provides recommendations for Southwest Airlines CEO Gary Kelley after the acquisition of AirTran to ensure continued success in 2011. It recommends choosing the best strategy between AirTran and Southwest, implementing best operational practices, and integrating AirTran's culture into Southwest's culture.
2) For strategy execution, it recommends building a talented team, allocating resources, instituting policies, relating strategy to Southwest's culture, and exercising strong leadership.
3) For operations, it recommends measuring effectiveness, selecting the most effective practices, improving policies and procedures, and re-evaluating.
4) For culture integration, it recommends comparing core competencies, identifying actions/behaviors for the new culture, addressing problems, and executing
Ramping up levels of productivity September 2013Timothy Holden
This document discusses productivity and factors that affect it. It defines productivity and discusses how to manage it through awareness, checking, recognition and challenge. Productivity can be affected by the work environment, direction, support and outside factors. Enablers include strategic leadership, healthy culture, and innovation. Productivity should be measured using both traded and non-traded variables. IT worker productivity benefits from mobile technology. Varying work hours and participative leadership can also impact productivity. The document concludes with questions about the topics covered.
William Fastje is a business management student at Brigham Young University Idaho anticipated to graduate in Fall 2017. He has experience recruiting survey respondents, repairing HVAC systems, managing volunteers, and advising marketing students. Fastje maintains a 3.5 GPA and is involved in investment, supply chain, taekwondo, and jiu-jitsu clubs on campus.
This document provides guidance on advancing one's career through effective leadership, management, and personal development. It discusses the importance of having a vision and values aligned with the company's mission. Concrete behaviors for creating a motivating work environment are outlined, including celebrating successes, articulating goals, and involving employees in decision-making. The roles of leadership and management are distinguished, with leadership focusing on achieving results through people and management focusing on creating stable systems and processes. Factors for individual success are also examined, such as having hard and soft skills, leading effectively, and defining what business one is in.
Led a team of 3 in creating and presenting this presentation in Organizational Behavior. Our assignment was to create a company and utilize our class knowledge and present how we can grow our company from 3 members to 100 in 3 years.
Chapter 6: Human Resources Processes with ERPQuang Ngoc
The document discusses how an ERP system can support effective human resources processes. It describes the key responsibilities of an HR department in attracting, hiring, rewarding and terminating employees. It outlines some common problems that can occur with paper-based HR processes and how an integrated ERP system like SAP R/3 can help by electronically storing and simplifying the retrieval of important employee data. Key HR functions that an ERP system can support include organizational management, personal employee information, time management, payroll, and travel management.
This presentation was delivered to MBA students at the University of Budapest in May 2015. Talent Management provides an overview of each of the components that make up Talent Management in an organization from Recruiting to Succession Planning.
Gary Wheeler and The Virtual HR Director will help any organization, regardless of their size understand how they can improve their talent management processes.
This document provides an overview of performance management. It discusses defining performance expectations, providing feedback and conducting reviews. Key aspects covered include developing goals, monitoring progress, rating and rewarding performance. The document outlines how to select metrics, build engagement and trust, and handle high and low performers. It also provides strategies for ensuring legal compliance and creating a high-performing organizational culture focused on continuous improvement.
Learning and development professionals and business leaders have come to realize data-driven strategies effectively drive learning and business outcomes. But what does data-driven learning really mean to the learners and what happens when they are empowered to take the lead in learning strategy and execution?
Join this TICE Virtual session, as Kelly Siegel, vice president and chief talent officer of Continental Western Group, shares her story of the creation of underwriter development paths – A process driven by learner engagement and representative of significant cultural shift in two related organizations.
The document discusses employee engagement and provides strategies for developing and sustaining an effective employee engagement program. It defines employee engagement, identifies its key drivers as well-being, information, fairness, and involvement. It recommends conducting an employee engagement survey to assess the current state, identifying engagement levels and key areas for improvement. The document then outlines developing a strategy using the WIFI model and implementing initiatives to address the key drivers. It emphasizes the importance of leadership, communication, and making employee engagement an ongoing priority to achieve business goals.
This document provides an overview of strategies for boosting morale and motivation in the workplace. It discusses key motivators like achievement and autonomy, components of motivation like direction and effort, and theories of motivation like Maslow's hierarchy of needs. It also covers maintaining motivation through clear expectations, rewards, innovation, feedback and empowerment. Specific strategies are proposed for motivating different personality types and generations. Overall the document aims to help managers understand and promote motivation.
This chapter introduces organizational behavior and defines it as the study of how individuals and groups act within organizations and how organizations respond to their environments. It discusses three levels of analysis - individual, group, and organizational. The chapter also explores the four main functions of management and outlines challenges organizations face from changes in technology, globalization, diversity, and work relationships. It concludes with a brief history of the field, covering scientific management, Hawthorne Studies, and McGregor's Theory X and Y.
Formulation of a reward management tool at bethania schoolEnock Kasimbazi
A presentation which shows the initial steps of formulation of a reward management tool at Bethania Primary School a school owned by Kemondo Orphan Care Center. The presentation also includes other activities done by the trainee during internship period
Jasmine Littlejohn presented on her internship projects in HR Diversity and Inclusion at Belk. She worked on 4 main projects: 1) Creating a modernized onboarding experience for new hires, 2) Developing a resource guide for Business Resource Groups, 3) Designing a recognition program, and 4) Establishing a lending library for BRGs. She gained experience in areas like onboarding best practices, the importance of diversity and inclusion, effective communication, and time management. Jasmine thanked her mentors for their support and shared pictures from her internship events.
The University of Kansas, in an effort to find efficiencies and free up money to invest in academic programs, is undertaking 11 different change initiatives simultaneously. See a summary.
The document discusses FrontLine Leadership, a program that trains supervisors and frontline managers. The program covers core skills like giving feedback, managing individual and team performance, problem-solving, and managing change. It aims to improve outcomes like employee retention, productivity, and financial performance. The program teaches both managers and supervisors, with managers learning how to support new skills transferred from training.
The document discusses FrontLine Leadership, a program that trains supervisors and frontline managers. The program covers core skills like giving feedback, managing individual and team performance, problem-solving, and managing change. It aims to improve outcomes like employee retention, productivity, and financial performance. The program teaches both managers and supervisors, with managers learning to support transferred skills and recognize employees.
This document provides an overview of chapter 10 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses managing human resources and covers topics such as the human resource management process, identifying and selecting employees, providing training and skills development, performance management, compensation and benefits, and contemporary HR issues. It describes the functions of HR which include selection, training, and retention of competent employees. Environmental factors like unions and laws are discussed as well as approaches to recruitment, selection, orientation, training and developing employee skills.
The document discusses human resource planning and job analysis. It states that human resource planning is important for ensuring an organization has the right number and types of employees with the necessary skills in the right places at the right time. The process involves assessing current human resources, predicting future labor supply and demand, and matching supply and demand. Job analysis provides information on current jobs and the skills needed to perform them. It helps with job descriptions, specifications, comparisons, and evaluation. The document also discusses job design, enrichment, and flexible work schedules.
Learning to Become Agile, with Retrospectives - QCon London 2015 - Ben LindersBen Linders
The agile manifesto proposes that a “team reflects on how to become more effective”. Agile retrospectives can be used to inspect and adapt the way of working. They help teams to become agile by deploying agile practices in an effective way and continuously learning and improve themselves.
This talk explains the “what” and “why” of retrospectives and the business value and benefits that they can bring. Examples will be given of exercises that you can use to facilitate retrospectives, supported with advice for introducing and improving retrospectives. It is based on the successful book Getting Value out of Agile Retrospectives which is published on InfoQ, Amazon, Leanpub.
Retrospectives are a great way for teams to improve their way of working, to become more agile and lean. Getting actions out of a retrospective that are doable, and getting them done helps teams to improve continuously and deliver more value to their customers.
This document discusses teaching methodology and performance management. It includes:
1. An outline of a class on teaching practices that engages students through communication, assignments, diagrams, practice, and presentations.
2. An agenda for a week 1 HR class that covers strategy, AI and HR, performance overview, and assessments.
3. An overview of the performance management process including planning, execution, assessment, review, and renewal of goals. Key aspects like feedback, documentation, and development are discussed.
Human resource management involves four key activities: staffing, training, motivation, and maintenance. It aims to recruit qualified employees, develop their skills, motivate them, and ensure workplace health and safety. HRM functions include acquisition, development, motivation, and maintenance of employees. It is influenced by internal corporate strategies and external factors like government regulations, technology changes, and economic conditions. Strategic HRM links human resource goals to organizational strategies through job analysis, planning, recruitment, selection, and development of employees.
The document outlines the agenda for Day Two of a strategic management of HR training. The objectives include implementing HR strategy, evaluating strategy, and drafting an annual HR strategic plan. The agenda includes establishing communication methods, formulating implementation plans using the WWW and A3 methods, and managing change using models like McKinsey 7S and Kotter. It also discusses linking corporate strategies to HR, developing an HR balanced scorecard, and developing a coaching culture through training managers to coach and incorporating coaching in performance management.
This document provides an overview of key topics in human resource management including the HRM process, identifying and selecting employees, providing skills and knowledge training, performance management, compensation and benefits, and contemporary issues. Specifically, it discusses job analysis and different selection methods, types of training and delivery methods, performance appraisal techniques, factors influencing compensation, and managing topics like downsizing, diversity, and work-life balance.
Chapter 6: Human Resources Processes with ERPQuang Ngoc
The document discusses how an ERP system can support effective human resources processes. It describes the key responsibilities of an HR department in attracting, hiring, rewarding and terminating employees. It outlines some common problems that can occur with paper-based HR processes and how an integrated ERP system like SAP R/3 can help by electronically storing and simplifying the retrieval of important employee data. Key HR functions that an ERP system can support include organizational management, personal employee information, time management, payroll, and travel management.
This presentation was delivered to MBA students at the University of Budapest in May 2015. Talent Management provides an overview of each of the components that make up Talent Management in an organization from Recruiting to Succession Planning.
Gary Wheeler and The Virtual HR Director will help any organization, regardless of their size understand how they can improve their talent management processes.
This document provides an overview of performance management. It discusses defining performance expectations, providing feedback and conducting reviews. Key aspects covered include developing goals, monitoring progress, rating and rewarding performance. The document outlines how to select metrics, build engagement and trust, and handle high and low performers. It also provides strategies for ensuring legal compliance and creating a high-performing organizational culture focused on continuous improvement.
Learning and development professionals and business leaders have come to realize data-driven strategies effectively drive learning and business outcomes. But what does data-driven learning really mean to the learners and what happens when they are empowered to take the lead in learning strategy and execution?
Join this TICE Virtual session, as Kelly Siegel, vice president and chief talent officer of Continental Western Group, shares her story of the creation of underwriter development paths – A process driven by learner engagement and representative of significant cultural shift in two related organizations.
The document discusses employee engagement and provides strategies for developing and sustaining an effective employee engagement program. It defines employee engagement, identifies its key drivers as well-being, information, fairness, and involvement. It recommends conducting an employee engagement survey to assess the current state, identifying engagement levels and key areas for improvement. The document then outlines developing a strategy using the WIFI model and implementing initiatives to address the key drivers. It emphasizes the importance of leadership, communication, and making employee engagement an ongoing priority to achieve business goals.
This document provides an overview of strategies for boosting morale and motivation in the workplace. It discusses key motivators like achievement and autonomy, components of motivation like direction and effort, and theories of motivation like Maslow's hierarchy of needs. It also covers maintaining motivation through clear expectations, rewards, innovation, feedback and empowerment. Specific strategies are proposed for motivating different personality types and generations. Overall the document aims to help managers understand and promote motivation.
This chapter introduces organizational behavior and defines it as the study of how individuals and groups act within organizations and how organizations respond to their environments. It discusses three levels of analysis - individual, group, and organizational. The chapter also explores the four main functions of management and outlines challenges organizations face from changes in technology, globalization, diversity, and work relationships. It concludes with a brief history of the field, covering scientific management, Hawthorne Studies, and McGregor's Theory X and Y.
Formulation of a reward management tool at bethania schoolEnock Kasimbazi
A presentation which shows the initial steps of formulation of a reward management tool at Bethania Primary School a school owned by Kemondo Orphan Care Center. The presentation also includes other activities done by the trainee during internship period
Jasmine Littlejohn presented on her internship projects in HR Diversity and Inclusion at Belk. She worked on 4 main projects: 1) Creating a modernized onboarding experience for new hires, 2) Developing a resource guide for Business Resource Groups, 3) Designing a recognition program, and 4) Establishing a lending library for BRGs. She gained experience in areas like onboarding best practices, the importance of diversity and inclusion, effective communication, and time management. Jasmine thanked her mentors for their support and shared pictures from her internship events.
The University of Kansas, in an effort to find efficiencies and free up money to invest in academic programs, is undertaking 11 different change initiatives simultaneously. See a summary.
The document discusses FrontLine Leadership, a program that trains supervisors and frontline managers. The program covers core skills like giving feedback, managing individual and team performance, problem-solving, and managing change. It aims to improve outcomes like employee retention, productivity, and financial performance. The program teaches both managers and supervisors, with managers learning how to support new skills transferred from training.
The document discusses FrontLine Leadership, a program that trains supervisors and frontline managers. The program covers core skills like giving feedback, managing individual and team performance, problem-solving, and managing change. It aims to improve outcomes like employee retention, productivity, and financial performance. The program teaches both managers and supervisors, with managers learning to support transferred skills and recognize employees.
This document provides an overview of chapter 10 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses managing human resources and covers topics such as the human resource management process, identifying and selecting employees, providing training and skills development, performance management, compensation and benefits, and contemporary HR issues. It describes the functions of HR which include selection, training, and retention of competent employees. Environmental factors like unions and laws are discussed as well as approaches to recruitment, selection, orientation, training and developing employee skills.
The document discusses human resource planning and job analysis. It states that human resource planning is important for ensuring an organization has the right number and types of employees with the necessary skills in the right places at the right time. The process involves assessing current human resources, predicting future labor supply and demand, and matching supply and demand. Job analysis provides information on current jobs and the skills needed to perform them. It helps with job descriptions, specifications, comparisons, and evaluation. The document also discusses job design, enrichment, and flexible work schedules.
Learning to Become Agile, with Retrospectives - QCon London 2015 - Ben LindersBen Linders
The agile manifesto proposes that a “team reflects on how to become more effective”. Agile retrospectives can be used to inspect and adapt the way of working. They help teams to become agile by deploying agile practices in an effective way and continuously learning and improve themselves.
This talk explains the “what” and “why” of retrospectives and the business value and benefits that they can bring. Examples will be given of exercises that you can use to facilitate retrospectives, supported with advice for introducing and improving retrospectives. It is based on the successful book Getting Value out of Agile Retrospectives which is published on InfoQ, Amazon, Leanpub.
Retrospectives are a great way for teams to improve their way of working, to become more agile and lean. Getting actions out of a retrospective that are doable, and getting them done helps teams to improve continuously and deliver more value to their customers.
This document discusses teaching methodology and performance management. It includes:
1. An outline of a class on teaching practices that engages students through communication, assignments, diagrams, practice, and presentations.
2. An agenda for a week 1 HR class that covers strategy, AI and HR, performance overview, and assessments.
3. An overview of the performance management process including planning, execution, assessment, review, and renewal of goals. Key aspects like feedback, documentation, and development are discussed.
Human resource management involves four key activities: staffing, training, motivation, and maintenance. It aims to recruit qualified employees, develop their skills, motivate them, and ensure workplace health and safety. HRM functions include acquisition, development, motivation, and maintenance of employees. It is influenced by internal corporate strategies and external factors like government regulations, technology changes, and economic conditions. Strategic HRM links human resource goals to organizational strategies through job analysis, planning, recruitment, selection, and development of employees.
The document outlines the agenda for Day Two of a strategic management of HR training. The objectives include implementing HR strategy, evaluating strategy, and drafting an annual HR strategic plan. The agenda includes establishing communication methods, formulating implementation plans using the WWW and A3 methods, and managing change using models like McKinsey 7S and Kotter. It also discusses linking corporate strategies to HR, developing an HR balanced scorecard, and developing a coaching culture through training managers to coach and incorporating coaching in performance management.
This document provides an overview of key topics in human resource management including the HRM process, identifying and selecting employees, providing skills and knowledge training, performance management, compensation and benefits, and contemporary issues. Specifically, it discusses job analysis and different selection methods, types of training and delivery methods, performance appraisal techniques, factors influencing compensation, and managing topics like downsizing, diversity, and work-life balance.
2. Executive Summary
2
• Departments
• Human Resources with Jordan Palmisano
• Accounting with Ali McCoy
• CEO Awards with Coordinators
• Project Jetson with Eveline Yaghamour
• Communications with Jennifer Ohlinger
• Environmental with Mark Bosse
• What I learned…
• Computer and organizational skills
• Importance of teamwork and proper office behavior
• Conclusion
4. 4
HR Analytics
• New Metrics were needed
• Researched different HR metrics
• Ex:
• HR to Staff Ratio
• Time to Fill
• Complaints per Employee
5. 5
Job Descriptions
• Examples of Job Descriptions
were needed
• Researched other Fortune
500 companies job
descriptions
• Sent the examples that were
found to HR
6. 6
New Hire Announcement
• Viewed several new
employees’ resumes
• Examined job descriptions
for their duties in that
position
• Developed a written
Announcement using the
information provided
7. 7
Learning Management Systems (LMS) Research
• Searched for LMS companies with Microsoft Suite
courses
• Evaluated pricing and courses provided by each
company
• Forwarded the information to HR
• Coordinated meetings with companies that HR was
interested in
9. 9
Accounting
• Assisted in completeing the final tie out of the
filed 11-K’s for both of Ingredion’s 401k plans
• Helped prepare documents and compile
information for the Ingredion pension audits
• Also performed the final tie out of the Penford
401k financial statements
11. CEO Awards
• Provided Assistance with setting up for the awards
• Helped organize seating for nominees and other individuals
• Decorated the dining room for the guests
• Greeted guests day of awards
11
15. 15
Change Playbook
• A playbook will be provided
after renovations have been
made
• Designing the booklet that
will be provided to
employees and new
employees in the future
16. Photo Archives
16
• Photos used by the
communications team needed
to be organized
• Organized photos by content in
the photo such as food, people,
and setting
• This is to make photos easier to
find for usage
18. 18
Environmental Metrics
• Learned the importance of
Auditing
• Viewed emails from plants and
organized them by location
• Filled out a checklist of all the
data provided on Ingredion
Management Systems
• Compared the data to the
documents in the emails
19. What I learned…
19
• Better organizational skills
• Better computer skills
• Importance of communication and teamwork
• Proper office behavior
Introduction:
Intern at Ingredion all summer
I received this opportunity from my involvement from Girls 4 Science.
I am currently going to my senior year at Western Illinois Unversity for Graphic Communication
I want tell you about my experience
The Departments I worked in all summer.
I enjoyed being involved in so many projects from these departments which gave me a pick into what each brings to the company
The HR team has a meetings where they need to measure different qualities of the work environment such as diversity or Absences of employees.
I was approached to help find new ways measuring our work space to possibly help improve on company.
I researched online for new metrics to apply and I have listed the ones I found that were actually used by HR team here.
As the company was looking for new employees they needed job description to pull qualified people.
I was asked to research other fortune 500 companies job descriptions to give to HR for an example.
After HR wrote the job description they would sometimes send it back to me to organize the description just like the one on the screen
After Ingredion would hire a new employee HR usually makes a written announcement to everyone informing them of a little background on the individual.
My job was to review the new hires resume and the job description and to form this announcement for HR to look over then send out to the employees.
Currently the HR is looking for a LMS company which are Learning Management Systems which are a educational program that provides courses to students, or big organizations, or businesses.
HR was interested in finding one that provided Microsoft Suite courses that can bought individually not packaged.
I researched many different companies gathering information on their courses and pricing. Such as Skillsoft, Brainstorm and Coggno
I sent the qualities of about 3 or 4 companies to HR and they expresses to me who they were interested in and I set up meetings between them to discuss further about the courses and pricing
I worked with Accounting to compare numbers from 2014 and 2015 pension plans to the numbers for this years plan.
I also compiled information for the Ingredion pension audits.
This is necessary for internal supportive document purposes.
It will be used for auditors to review if support is needed in the future.
at the awards I helped with decorating the dining room at the CEO awards as well as helped organized seating for the nominees and other individuals
I also helped guided guest to the room where the awards would be held. Met new people from all over the globe
I worked on Project Jetson which is the name of the project to renovate the building
I was given the job of designing the change enablement booklet which will be online for employees to print for reference on how to deal with change.
The project Jetson team thought it would be important to guide the company on handling a new environment.
So it was a pleasure using my ability to help with the changes that are taking place
Another project for the renovation was brought to my attention.
A booklet is going to be provided to employees that will tell them everything they need to know about the new space.
It will have everything from where the meeting rooms are to how to use some the social hubs.
I was given the job of designing this booklet as well.
Another project from Communications was the Photo Archives which was basically me making a new system to organize the photo for company usage. After I brought my ideas we applied them to the J drvie and just started placing pictures in different categories based on content
I worked with Environmental keeping up with Ingredion’s plants on their metrics.
It is a goal for Ingredion to reduce its amount of water and co2 usage and this is the beginning on how to do that.
I was responsible for looking at email sent by plants across the globe and organizing their documents by location.
I then filled out a checklist of the information the plants had uploaded to our management systems and matched those with the documents they sent through email.
I would the record what information was still needed from each plant and let Mr. Bosse know.
I learned at organize better do to having to organize for not only email or photos, but information as well.
I gained computer skill form being here this summer. I was taught quicker ways to use Excel and Word and even some new tricks on Adobe software I can now take with me.
I learned how to communicate and work better with others. At my other jobs I mostly had to work on my own, but here I got experience on how to be apart of a team. Properly communicating with your team is the only way to get the
job done and succeed, so if you need a hand just ask.
Lastly I learned how to work in a Office setting. Being that is my first time working at a fortune 500 company, I expected a certain standard for all their employees to have. By watching many of the people I worked with I learned is appropriate and what is not in the work place.
And for all these lessons I am truly grateful for Ingredion for this experience and relationships it has given me.
Thank you for great summer experience which has opened my eyes to greater possibilities.