Introduction to Talent Management department for new members of AIESEC UGM. Expected output of this session is to give a knowledge about each departments in AIESEC UGM, so new members will be able to choose preferred departments they want to join.
Leveraging Contextual Learning in Your Talent Development Strategy The HR Observer
Creating and retaining a skilled workforce is an issue faced by many organisations in the Middle East. Companies in the region need to have a comprehensive talent management strategy, from recruitment and retention to leadership development. Putting learning at the core of talent development enables organisations to create tomorrow’s workforce. This session will provide delegates with an opportunity to understand how contextual learning delivers knowledge and know-how to employees when and where they need it. Illustrated by examples from companies in the region, the session leaders will show you how the concept can be put to work to develop tomorrow’s workforce.
Jon Drakes, Director – International Solutions Architects, SumTotal
Is your L&D department perceived as a service provider in the eyes of your CEO, or are you a strategic partner with a seat at the table? In this session, learn about the successful learning and development transformations at two organizations, Reuters and Cargill. See the multiyear plans they executed, the metrics they used to hold themselves accountable, and the millions in savings they delivered by migrating to reusable digital formats. At the end of this session, you’ll be armed with an action plan to lead your own transformation — from service provider to strategic partner.
Training Intelligence: Secrets and Tips for Successful Learning Partnerships ...The HR Observer
Do you often face dilemma of which training and development partner to select? Are you frequently challenged with the effectiveness of the customisation of your L&D programmes? This session provides you with answers to these questions. Training Intelligence refers to the competencies associated with the development of executive training programmes as well as the main attributes of a unique partnership between HR departments and their L&D providers. In this session you will have the opportunity to get tips and insights on how creativity, innovation, empathy, cultural intelligence, inspiration, customer centricity and collaborative content development & co-branding will become the fundamental elements in developing and delivering successful in-house L&D programmes.
Dr Kostas Axarloglou, Associate Dean for Executive Education, ALBA Graduate Business School
AIESEC Malaysia 1415
WHY Talent Capacity
- Background Stories
- Challenges of Past Term
- Potentials of Standardised Talent Capacity
Proposed Departmental Structure and Job Description
What’s Next
Introduction to Talent Management department for new members of AIESEC UGM. Expected output of this session is to give a knowledge about each departments in AIESEC UGM, so new members will be able to choose preferred departments they want to join.
Leveraging Contextual Learning in Your Talent Development Strategy The HR Observer
Creating and retaining a skilled workforce is an issue faced by many organisations in the Middle East. Companies in the region need to have a comprehensive talent management strategy, from recruitment and retention to leadership development. Putting learning at the core of talent development enables organisations to create tomorrow’s workforce. This session will provide delegates with an opportunity to understand how contextual learning delivers knowledge and know-how to employees when and where they need it. Illustrated by examples from companies in the region, the session leaders will show you how the concept can be put to work to develop tomorrow’s workforce.
Jon Drakes, Director – International Solutions Architects, SumTotal
Is your L&D department perceived as a service provider in the eyes of your CEO, or are you a strategic partner with a seat at the table? In this session, learn about the successful learning and development transformations at two organizations, Reuters and Cargill. See the multiyear plans they executed, the metrics they used to hold themselves accountable, and the millions in savings they delivered by migrating to reusable digital formats. At the end of this session, you’ll be armed with an action plan to lead your own transformation — from service provider to strategic partner.
Training Intelligence: Secrets and Tips for Successful Learning Partnerships ...The HR Observer
Do you often face dilemma of which training and development partner to select? Are you frequently challenged with the effectiveness of the customisation of your L&D programmes? This session provides you with answers to these questions. Training Intelligence refers to the competencies associated with the development of executive training programmes as well as the main attributes of a unique partnership between HR departments and their L&D providers. In this session you will have the opportunity to get tips and insights on how creativity, innovation, empathy, cultural intelligence, inspiration, customer centricity and collaborative content development & co-branding will become the fundamental elements in developing and delivering successful in-house L&D programmes.
Dr Kostas Axarloglou, Associate Dean for Executive Education, ALBA Graduate Business School
AIESEC Malaysia 1415
WHY Talent Capacity
- Background Stories
- Challenges of Past Term
- Potentials of Standardised Talent Capacity
Proposed Departmental Structure and Job Description
What’s Next
Measures that Matter: Capture and Communicate the Value of Learning ProgramsNoelle Akins
Presented at ASAE's Spark: The Art and Science of Learning Conference 2.14.18 by Noelle Akins, Senior Consultant, Navigator Management Partners
Can you demonstrate the value of your association's learning program to your target audience? Examine the measures that matter and how to use this data to inform future programming. Discuss key data points used to evaluate training effectiveness at five levels. Determine how, where, and when to capture evaluation data for all five levels in real-life scenarios and how to apply that data to improve future learning outcomes for your association.
Measures That Matter: How to Capture and Communicate the Value of Your Learni...Casey Cramer
By Noelle K. Akins, L.P.C., Navigator Management Partners
Learning Objectives
• Identify five levels of “matterful” learning evaluation
• Recognize how, when and where to gather data for each level
• Apply evaluation data to improve future programming and support organizational outcomes
IPDC Training - Leadership Skills in Transforming the Company Core ValuesIPDC Training Institute
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
2. get
What is TM’s role?
keep
develop
It’s simple, Talent Management’s role is to get, keep and develop
people to achieve your organisation’s goals.
3. capacity keep
develop
We translate ‘get’ into
capacity.
Which deals with the recruitment process of talent management including:
Talent Planning, Talent Marketing, Talent Selection & Talent Allocation.
4. capacity
develop
team
standards
We translate ‘keep’ into
team standards.
The reason why ‘keeping’ people is translated into team standards is
because ‘keeping people’ or engagement is about fulfilling their basic
expectations of the experience.
!
Let’s review the value proposition of TMP.
5. Team Member Program:
An experience for a young person to develop
responsible and entrepreneurial leadership by living a
practical team experience at a local, national or global
level.
Value Proposition
1. Practical team experience
2. Practical hard and soft skill
development
3. Access to a global network
4. An entrepreneurial and
responsible attitude towards
being a better leader.
Key Points
• The team member program is a
product not a ‘stage’
• As a product it has a clear value
proposition and needs to
answer to a market need
• The TMP can be customised for
each member
6. Team Member Program:
An experience for a young person to develop
responsible and entrepreneurial leadership by living a
practical team experience at a local, national or global
level.
Value Proposition
1. Practical team experience
2. Practical hard and soft skill
development
3. Access to a global network
4. An entrepreneurial and
responsible attitude towards
being a better leader.
Key Points
• The team member program is a
product not a ‘stage’
• As a product it has a clear value
proposition and needs to
answer to a market need
• The TMP can be customised for
each member
practical team experience
People join AIESEC because they want to gain a practical
team experience which is why the fulfilment of team
standards is the key to ensuring engagement of your
TMP TLP in AIESEC.
Check below for the full list of team standards and how to implement
and track them.
10. however…
Needs Assessment Program Design Delivery Evaluation
Right Target/Profile
Right Content
Right Delivery/Channel
Right Timeline
Right KPI and Measurement
0
0.25
0.5
0.75
1
January February March
30%
17%13%
0
0.25
0.5
0.75
1
January February March
71.5%72%69%
Attendance
Satisfaction
Only 37.5% (6/16) record member
satisfaction.
There is no tracking of direct
operational results after learning.
But data is unreliable.
learning and
development
11. learning and
development
Therefore we can conclude that
even though there are some,
minimal educations been given,
the quality of the education is
unclear and in most cases not
measured.
12. learning and
development
L E A D L E A R N I N G
soft skills and attitude
hard skill & knowledge
• Soft skills refer to personal
attributes and behaviours
• eg. flexibility, good work ethic
• Hard skills refers to language,
public speaking skills etc.
13. learning and
development
• Aligned to operational plan
• Continuous customised cycle
for specific function group
• Aligned to entity strategic plan
L E A R N I N G
14. learning and
development L E A R N I N G
• Learning should be linked to the key timeline/ operations
(especially for ongoing)
15. learning and
development
L E A D
• aligned to operation
• aligned to strategy
• continuous and customised
for specific target group
16. learning and
development L E A D
Set personal
goals!
Understand
your personal
values!
Reinvent
yourself!
Reflect on
your
experience!
Individual
responsibility
and goals!
Interaction
with multiple
stakeholders!
Support
system!
Challenging
role and
environment !
Purpose
of the Journey for
Society!
LEAD should support an individuals inner journey
17. learning and
development
Needs Assessment Program Design Delivery Evaluation
Operational
Training
Leadership
Development
Hard Skills
Right Target/Profile
Right Content
Right Delivery/Channel
Right Timeline
Right KPI and Measurement
19. learning and
development
D E L I V E RY
E VA L U AT I O N
267% growth in Q4 over
Q3.
0
10
20
30
40
July Aug Sep Oct Nov Dec
20. learning and
development
N E E D S
A S S E S S M E N T
P R O G R A M
D E S I G N
• send a quarterly membership survey
• look at talent review
• look at your efficiency within exchange
processes
• individual coaching chats
• ‘request for education’
• sampling
• just ask!
• Timeline
• Outer Journey
• Way of Delivery
• Objectives
• Content
• Person responsible
21. learning and
development
D E L I V E RY
E VA L U AT I O N
• 70-20-10 theory
• Learn, Engage, Activate, Deliver
• What are the channels that you have?
• Global Learning Environment
• Feedback Assessment Form
• KPI attached to skills-based training
• Attendance/ Satisfaction Score
22. learning and
development
C H E C K T H E T M / O D
W I K I T O D O W N L O A D
T H E F U L L
C O M P I L AT I O N O F
L N D
23. learning and
development N E X T S T E P S ?
L I N K T H E
E D U C AT I O N
T O T H E J D /
K P I
M A K E
P R O G R A M
D E S I G N F O R
L A S T 4 0
D AY S A N D
Q U A RT E R 1
24. Education
Role Timeline Operational
Training
Leadership
Development
Hard Skills Delivery
e.g.
Team Leader
May
June
July
August
• soft skill
development
• attitude shaping
!
•Operational
learning
• Organisational
Knowledge
•Global
Competency
Model
•Hard skill
development for
LEAD/GCM and
Operations