No one is born knowing how to be a manager. And whatever your previous job, it did not prepare you for management work. So if you’ve just become a supervisor, you must quickly start learning some new skills. The most important of these is performance management.
Delivering results through other people is the greatest challenge for most new supervisors. Before, you only had to worry about your own results – but now you must motivate others to do their best work. The guidelines below can help you succeed at this complex task.
How to succeed in the first few years of the corporate worldAdelineYoong
The document provides tips for succeeding in the first few years of a corporate career, as summarized from an interview. It stresses developing a positive attitude, setting goals, bringing enthusiasm to work, being patient, providing leadership, managing time well, cooperating with others, lifelong learning, and establishing profitable relationships. The interviewee also emphasized having a positive attitude towards challenges, the importance of teamwork and time management, asking questions when learning a new role, and not rejecting opportunities that could lead to growth.
Randy has been promoted to manager of an underwriting unit with 10 employees reporting to him. Like many new managers, he is excited by the promotion but underestimates the challenges of managing people. The document provides advice to help Randy develop self-awareness, choose an effective role model, draft a management credo, and understand that managing people will be a learning process with setbacks.
Rob semaan on what makes entrepreneurs successful presentation.pptRob Semaan
The document discusses traits common among successful entrepreneurs. It lists motivation, discipline, calculated risk-taking, confidence, and passion as key qualities. Motivation is important because entrepreneurs often work alone and need self-motivation. Discipline allows entrepreneurs to stick to their goals despite obstacles. Calculated risk-taking involves following instincts to promote businesses. Confidence and passion help entrepreneurs assume success and find joy in long work hours.
how to be a good manager by Nitu FlorinNiţu Florin
This document provides tips for how to be a better manager. It recommends motivating employees by respecting their values and regularly asking for honest feedback to understand what they need. Managers should offer perks that employees value, like time for exercise or family. They should also make people feel good by identifying and applauding their strengths publicly and privately. Managers are encouraged to regularly express appreciation for employees by telling them directly what they appreciate about each person's work. Finally, the document stresses the importance of treating all employees equally and with kindness in order to create a positive corporate culture.
The document discusses strategies for gaining respect as a leader. It recommends remaining positive, interacting more with employees, helping staff when possible, trusting employees to complete tasks as they see fit, respecting differences, and showing humor. Respect cannot be demanded but must be earned through these types of behaviors.
The document provides tips for engaging employees and maintaining a high-performing team. It discusses defining a clear company vision and broadcasting it to employees. It also emphasizes the importance of getting personal to understand what motivates each employee and connecting the company vision to individual possibilities. Regular communication and recognition are highlighted as important factors for employee engagement. The document recommends making the workplace fun while also challenging top performers and addressing issues with toxic employees.
No one is born knowing how to be a manager. And whatever your previous job, it did not prepare you for management work. So if you’ve just become a supervisor, you must quickly start learning some new skills. The most important of these is performance management.
Delivering results through other people is the greatest challenge for most new supervisors. Before, you only had to worry about your own results – but now you must motivate others to do their best work. The guidelines below can help you succeed at this complex task.
How to succeed in the first few years of the corporate worldAdelineYoong
The document provides tips for succeeding in the first few years of a corporate career, as summarized from an interview. It stresses developing a positive attitude, setting goals, bringing enthusiasm to work, being patient, providing leadership, managing time well, cooperating with others, lifelong learning, and establishing profitable relationships. The interviewee also emphasized having a positive attitude towards challenges, the importance of teamwork and time management, asking questions when learning a new role, and not rejecting opportunities that could lead to growth.
Randy has been promoted to manager of an underwriting unit with 10 employees reporting to him. Like many new managers, he is excited by the promotion but underestimates the challenges of managing people. The document provides advice to help Randy develop self-awareness, choose an effective role model, draft a management credo, and understand that managing people will be a learning process with setbacks.
Rob semaan on what makes entrepreneurs successful presentation.pptRob Semaan
The document discusses traits common among successful entrepreneurs. It lists motivation, discipline, calculated risk-taking, confidence, and passion as key qualities. Motivation is important because entrepreneurs often work alone and need self-motivation. Discipline allows entrepreneurs to stick to their goals despite obstacles. Calculated risk-taking involves following instincts to promote businesses. Confidence and passion help entrepreneurs assume success and find joy in long work hours.
how to be a good manager by Nitu FlorinNiţu Florin
This document provides tips for how to be a better manager. It recommends motivating employees by respecting their values and regularly asking for honest feedback to understand what they need. Managers should offer perks that employees value, like time for exercise or family. They should also make people feel good by identifying and applauding their strengths publicly and privately. Managers are encouraged to regularly express appreciation for employees by telling them directly what they appreciate about each person's work. Finally, the document stresses the importance of treating all employees equally and with kindness in order to create a positive corporate culture.
The document discusses strategies for gaining respect as a leader. It recommends remaining positive, interacting more with employees, helping staff when possible, trusting employees to complete tasks as they see fit, respecting differences, and showing humor. Respect cannot be demanded but must be earned through these types of behaviors.
The document provides tips for engaging employees and maintaining a high-performing team. It discusses defining a clear company vision and broadcasting it to employees. It also emphasizes the importance of getting personal to understand what motivates each employee and connecting the company vision to individual possibilities. Regular communication and recognition are highlighted as important factors for employee engagement. The document recommends making the workplace fun while also challenging top performers and addressing issues with toxic employees.
This document outlines questions for self-reflection on leadership skills and business management. It discusses developing and communicating a clear vision, prioritizing tasks, managing time effectively, providing timely feedback, succession planning, delegating responsibilities appropriately, periodically evaluating strategies, maintaining organizational alignment, and serving as a role model for employees. The document encourages leaders to regularly examine these areas and ensure their actions are consistent with driving business success.
Robert S Kaplan - What to ask the person in the mirror mindmapAmar Radia
The document discusses concepts related to developing a company vision and priorities. It provides examples of vision statements from other successful organizations and outlines steps for communicating a vision internally such as repeating it frequently to all teams. It emphasizes that financial incentives alone are not enough to motivate employees and that the vision should provide a sense of purpose beyond oneself. Developing and clearly defining the vision and priorities is presented as important for guiding decisions and evaluating performance.
Marcus Buckingham analyzed over 80,000 managers and discovered that great managers see each employee as a unique individual. They capitalize on each person's strengths and put them in positions that allow them to excel. Specifically, great managers observe employees to understand their strengths and weaknesses, recognize good performance to engage employees, and tailor their coaching to different learning styles. The key insight is that managers must appreciate each person's individuality and incorporate it into the overall plan rather than trying to change the person.
My notes from Nordic Business Forum 2015 in Helsinki.
Notes from leadership presentations given by John C. Maxwell, Nilofer Merchant, Guy Kawasaki, Simon Sinek and Keith Cunningham.
This document provides guidance on how to motivate employees in 3 key areas:
1) Understanding individual needs and priorities to align employees' goals with the business. This includes giving employees responsibility, freedom to choose goals, and acknowledging different motivations like recognition or new challenges.
2) Building trust and teamwork through open communication, praise for achievements, and treating employees as partners rather than using fear or blame.
3) Helping employees develop skills and providing support that matches their competence, from clear instruction to coaching to trusting independent work. The overall goal is engaging and retaining talented staff.
The document discusses various challenges faced by entrepreneurs including depression, separating personal and business identity, managing cashflow, clients, employees, and more. It provides tips for staying motivated through ups and downs such as focusing on long-term goals, remembering why the business started, and relying on a strong team. When business is up, entrepreneurs are advised to network, develop new revenue streams, and continue marketing and business development. When business is down, entrepreneurs should check in with clients, partner with others, develop systems, polish marketing materials, learn new skills, and network.
Is there a formula for success? Surely you've ever asked that question at some point in your working lives, unfortunately no one has yet found the answer, but there are always ways we can follow to achieve our projects. So it is in the journey of the entrepreneur, an unpredictable experience that can be simplified with a few tips.
The document discusses tips for positive personal and professional development. It recommends adopting behaviors from Stephen Covey's "7 Habits of Highly Effective People" like taking initiative, putting others first, and continuous self-improvement. Goals should be specific, measurable, attainable, realistic and timely. Developing communication skills helps create trust and collaboration. Maintaining professionalism, avoiding complaints, and focusing on strengths and positive thinking can increase self-confidence.
How to develop a successful sales team - Victor KoitchevVictor Koitchev
The document provides guidance on developing a successful sales team. It discusses the main challenges in managing a sales team as setting clear performance goals, granting autonomy while avoiding micromanagement, and fostering team cohesiveness. It then lists 9 steps to manage an effective sales team, including hiring the right people, leading by example, understanding personalities, setting smart goals, and acting as a coach. Throughout, it emphasizes the importance of integrity and developing trust within the team.
This document provides a summary of Jim McHugh's sales training methods and leadership development strategies. It outlines two sales training approaches - Miller Heiman Strategic Selling and Dave Cooper Sales Training. It also discusses leadership development tools like the 5 Voices leadership assessment and commitment to coaching the team. The document emphasizes teamwork and outlines Jim's approach to marketing strategy, sales preparation, and follow up.
30 things: Part 7/7: PEOPLE : 30 things I learned from my startup experienceSuhas Dutta
This is part 7/7 of my series 30 things I learned from my startup experiences. In this final part, I will be talking about creating the first team, running the teams (sales and tech), overall tips and then there is a section on choosing your co-founder. There are slides on what happens when things do go wrong, or if there is a fall out and what are the ways out. And finally some tips on learning and networking as well.
The document discusses developing an entrepreneurial mindset and provides tips for transitioning from an employee mentality to an entrepreneur mentality. It notes that employees often rely on others to tell them what to do and don't take full responsibility for success or failure, while entrepreneurs are responsible for all decisions. It then provides a quiz to assess one's current mindset and outlines key differences between an employee and entrepreneur mindset, such as how they view tasks, finances, meetings, and more. Later sections discuss listening to customers, managing time effectively, and providing value.
The document provides 10 tips for motivating people as a leader. 1) Motivation comes from within, leaders manage agreements not people. 2) Listen before speaking to be heard. 3) Provide constant feedback as achievement needs feedback. 4) Lead by example and be the first to volunteer. 5) Be honest and tell the truth quickly to foster trust. 6) Have a clear purpose and vision that the team can work towards. 7) Do unpleasant tasks first to set priorities. 8) Enhance people's strengths to allow them to reach their potential. 9) Relax as tension affects performance. 10) Admit when you're wrong as strong leaders are not always right.
Bringing in new clients by Jim Donovan Jim Donovan
To bring in new clients, one must become a "rainmaker" by learning skills like systematic prospecting. Study successful rainmakers in your office and copy their techniques. Take business classes to understand clients and their industries, learn business jargon, and gain substantive knowledge, which gives you power and confidence to sign more clients. Becoming an expert on your clients' businesses makes you indispensable.
This document provides tips for encouraging teams and skills for Scrum Masters. It discusses encouraging teams by finding out their needs, leading by example, being personable, stressing company purpose, being decisive, showing emotions, pushing limits, admitting not having answers, not imposing fear, developing future leaders, and encouraging growth. Critical skills for Scrum Masters include being detached from outcomes, taking problems to the team, acting as a mirror, mastering words and facial expressions, allowing silence, modeling being outrageous, and letting teams fail safely. The document also provides tips on motivating teams, transformational leadership, and resources for further learning.
Praising involves saying something positive about someone's work to express approval. It motivates employees and builds relationships. Praising should be specific, honest, and focused on actions. It improves performance, boosts confidence, and develops skills. Praising is important for coaching, reviews, discussions, and managing conflict. However, some find praising difficult due to lack of practice or low self-esteem. To overcome this, make an effort to recognize others' work daily through face-to-face or electronic communication.
The slides summarize the 10 common sense leadership strategies by Lee Cockerell, former Executive Vice President of Walt Disney World Resort. Adopted from his book entitled "Creating Magic"
For some new managers, the idea of giving performance reviews and being responsible for others can be intimidating. For others, there are fears about how to manage people older than them. And then there are others who worry about being accepted by their new team. I too, had these fears. But over time, I have learned a lot from peers, from mentors, and from my own employees. I made some terrible mistakes, and I had some pretty good successes. These nuggets of insight are some of the best personal learnings I’ve had in my management career, and ones which I wish I knew when I started managing people.
The Manager's Resource Handbook is an online source of tools, templates and articles relating to business and management in the global environment. Our mission is the help managers and businesses succeed through the benefit of our experience. You can contact us at http://www.managersresourcehandbook.com.
This document discusses skills for new managers. It covers personality traits of successful managers such as attitude, loyalty, perfection, and honesty. It then discusses basic management skills like delegation, problem solving, communication, and motivation. Next, it addresses managing performance through job descriptions, training, goal setting, and empowering employees. Finally, it provides tips for becoming a great manager such as knowing yourself, learning by doing, being accessible, accepting criticism, and finding a replacement. The overall aim is to equip new managers with the traits and abilities needed to be effective leaders.
The document provides strategies for improving performance at work, including organizing tasks, avoiding distractions, setting milestones, getting mentorship, researching thoroughly, and ensuring passion for one's work. Some key strategies are prioritizing tasks, focusing on one task at a time without multitasking, putting oneself in one's boss's shoes, and getting feedback from a mentor to aid professional development. Regular self-evaluation of progress and skills is emphasized.
The document discusses laying off employees as a cost-cutting measure and how to handle it properly and ethically. It raises questions about the reasons for layoffs, who would be affected, ensuring a fair process is followed, providing support to laid off workers, and maintaining open communication with remaining employees about the company's financial situation.
1) The document provides 10 tips for preparing for the ITIL Foundation exam, including practicing exam questions, carefully reading exam questions, studying ITIL recommendations, terminology, strategies for measuring targets, delivering value to customers, the service design topic, and the differences between a service portfolio and catalogue.
2) Key aspects to study include all ITIL processes and their corresponding phases in the service lifecycle, and understanding the type of value different recommendations provide to businesses.
3) Thorough preparation is emphasized, such as practicing exam questions multiple times, taking time to read questions fully, and knowing ITIL concepts like terminology by heart.
This document outlines questions for self-reflection on leadership skills and business management. It discusses developing and communicating a clear vision, prioritizing tasks, managing time effectively, providing timely feedback, succession planning, delegating responsibilities appropriately, periodically evaluating strategies, maintaining organizational alignment, and serving as a role model for employees. The document encourages leaders to regularly examine these areas and ensure their actions are consistent with driving business success.
Robert S Kaplan - What to ask the person in the mirror mindmapAmar Radia
The document discusses concepts related to developing a company vision and priorities. It provides examples of vision statements from other successful organizations and outlines steps for communicating a vision internally such as repeating it frequently to all teams. It emphasizes that financial incentives alone are not enough to motivate employees and that the vision should provide a sense of purpose beyond oneself. Developing and clearly defining the vision and priorities is presented as important for guiding decisions and evaluating performance.
Marcus Buckingham analyzed over 80,000 managers and discovered that great managers see each employee as a unique individual. They capitalize on each person's strengths and put them in positions that allow them to excel. Specifically, great managers observe employees to understand their strengths and weaknesses, recognize good performance to engage employees, and tailor their coaching to different learning styles. The key insight is that managers must appreciate each person's individuality and incorporate it into the overall plan rather than trying to change the person.
My notes from Nordic Business Forum 2015 in Helsinki.
Notes from leadership presentations given by John C. Maxwell, Nilofer Merchant, Guy Kawasaki, Simon Sinek and Keith Cunningham.
This document provides guidance on how to motivate employees in 3 key areas:
1) Understanding individual needs and priorities to align employees' goals with the business. This includes giving employees responsibility, freedom to choose goals, and acknowledging different motivations like recognition or new challenges.
2) Building trust and teamwork through open communication, praise for achievements, and treating employees as partners rather than using fear or blame.
3) Helping employees develop skills and providing support that matches their competence, from clear instruction to coaching to trusting independent work. The overall goal is engaging and retaining talented staff.
The document discusses various challenges faced by entrepreneurs including depression, separating personal and business identity, managing cashflow, clients, employees, and more. It provides tips for staying motivated through ups and downs such as focusing on long-term goals, remembering why the business started, and relying on a strong team. When business is up, entrepreneurs are advised to network, develop new revenue streams, and continue marketing and business development. When business is down, entrepreneurs should check in with clients, partner with others, develop systems, polish marketing materials, learn new skills, and network.
Is there a formula for success? Surely you've ever asked that question at some point in your working lives, unfortunately no one has yet found the answer, but there are always ways we can follow to achieve our projects. So it is in the journey of the entrepreneur, an unpredictable experience that can be simplified with a few tips.
The document discusses tips for positive personal and professional development. It recommends adopting behaviors from Stephen Covey's "7 Habits of Highly Effective People" like taking initiative, putting others first, and continuous self-improvement. Goals should be specific, measurable, attainable, realistic and timely. Developing communication skills helps create trust and collaboration. Maintaining professionalism, avoiding complaints, and focusing on strengths and positive thinking can increase self-confidence.
How to develop a successful sales team - Victor KoitchevVictor Koitchev
The document provides guidance on developing a successful sales team. It discusses the main challenges in managing a sales team as setting clear performance goals, granting autonomy while avoiding micromanagement, and fostering team cohesiveness. It then lists 9 steps to manage an effective sales team, including hiring the right people, leading by example, understanding personalities, setting smart goals, and acting as a coach. Throughout, it emphasizes the importance of integrity and developing trust within the team.
This document provides a summary of Jim McHugh's sales training methods and leadership development strategies. It outlines two sales training approaches - Miller Heiman Strategic Selling and Dave Cooper Sales Training. It also discusses leadership development tools like the 5 Voices leadership assessment and commitment to coaching the team. The document emphasizes teamwork and outlines Jim's approach to marketing strategy, sales preparation, and follow up.
30 things: Part 7/7: PEOPLE : 30 things I learned from my startup experienceSuhas Dutta
This is part 7/7 of my series 30 things I learned from my startup experiences. In this final part, I will be talking about creating the first team, running the teams (sales and tech), overall tips and then there is a section on choosing your co-founder. There are slides on what happens when things do go wrong, or if there is a fall out and what are the ways out. And finally some tips on learning and networking as well.
The document discusses developing an entrepreneurial mindset and provides tips for transitioning from an employee mentality to an entrepreneur mentality. It notes that employees often rely on others to tell them what to do and don't take full responsibility for success or failure, while entrepreneurs are responsible for all decisions. It then provides a quiz to assess one's current mindset and outlines key differences between an employee and entrepreneur mindset, such as how they view tasks, finances, meetings, and more. Later sections discuss listening to customers, managing time effectively, and providing value.
The document provides 10 tips for motivating people as a leader. 1) Motivation comes from within, leaders manage agreements not people. 2) Listen before speaking to be heard. 3) Provide constant feedback as achievement needs feedback. 4) Lead by example and be the first to volunteer. 5) Be honest and tell the truth quickly to foster trust. 6) Have a clear purpose and vision that the team can work towards. 7) Do unpleasant tasks first to set priorities. 8) Enhance people's strengths to allow them to reach their potential. 9) Relax as tension affects performance. 10) Admit when you're wrong as strong leaders are not always right.
Bringing in new clients by Jim Donovan Jim Donovan
To bring in new clients, one must become a "rainmaker" by learning skills like systematic prospecting. Study successful rainmakers in your office and copy their techniques. Take business classes to understand clients and their industries, learn business jargon, and gain substantive knowledge, which gives you power and confidence to sign more clients. Becoming an expert on your clients' businesses makes you indispensable.
This document provides tips for encouraging teams and skills for Scrum Masters. It discusses encouraging teams by finding out their needs, leading by example, being personable, stressing company purpose, being decisive, showing emotions, pushing limits, admitting not having answers, not imposing fear, developing future leaders, and encouraging growth. Critical skills for Scrum Masters include being detached from outcomes, taking problems to the team, acting as a mirror, mastering words and facial expressions, allowing silence, modeling being outrageous, and letting teams fail safely. The document also provides tips on motivating teams, transformational leadership, and resources for further learning.
Praising involves saying something positive about someone's work to express approval. It motivates employees and builds relationships. Praising should be specific, honest, and focused on actions. It improves performance, boosts confidence, and develops skills. Praising is important for coaching, reviews, discussions, and managing conflict. However, some find praising difficult due to lack of practice or low self-esteem. To overcome this, make an effort to recognize others' work daily through face-to-face or electronic communication.
The slides summarize the 10 common sense leadership strategies by Lee Cockerell, former Executive Vice President of Walt Disney World Resort. Adopted from his book entitled "Creating Magic"
For some new managers, the idea of giving performance reviews and being responsible for others can be intimidating. For others, there are fears about how to manage people older than them. And then there are others who worry about being accepted by their new team. I too, had these fears. But over time, I have learned a lot from peers, from mentors, and from my own employees. I made some terrible mistakes, and I had some pretty good successes. These nuggets of insight are some of the best personal learnings I’ve had in my management career, and ones which I wish I knew when I started managing people.
The Manager's Resource Handbook is an online source of tools, templates and articles relating to business and management in the global environment. Our mission is the help managers and businesses succeed through the benefit of our experience. You can contact us at http://www.managersresourcehandbook.com.
This document discusses skills for new managers. It covers personality traits of successful managers such as attitude, loyalty, perfection, and honesty. It then discusses basic management skills like delegation, problem solving, communication, and motivation. Next, it addresses managing performance through job descriptions, training, goal setting, and empowering employees. Finally, it provides tips for becoming a great manager such as knowing yourself, learning by doing, being accessible, accepting criticism, and finding a replacement. The overall aim is to equip new managers with the traits and abilities needed to be effective leaders.
The document provides strategies for improving performance at work, including organizing tasks, avoiding distractions, setting milestones, getting mentorship, researching thoroughly, and ensuring passion for one's work. Some key strategies are prioritizing tasks, focusing on one task at a time without multitasking, putting oneself in one's boss's shoes, and getting feedback from a mentor to aid professional development. Regular self-evaluation of progress and skills is emphasized.
The document discusses laying off employees as a cost-cutting measure and how to handle it properly and ethically. It raises questions about the reasons for layoffs, who would be affected, ensuring a fair process is followed, providing support to laid off workers, and maintaining open communication with remaining employees about the company's financial situation.
1) The document provides 10 tips for preparing for the ITIL Foundation exam, including practicing exam questions, carefully reading exam questions, studying ITIL recommendations, terminology, strategies for measuring targets, delivering value to customers, the service design topic, and the differences between a service portfolio and catalogue.
2) Key aspects to study include all ITIL processes and their corresponding phases in the service lifecycle, and understanding the type of value different recommendations provide to businesses.
3) Thorough preparation is emphasized, such as practicing exam questions multiple times, taking time to read questions fully, and knowing ITIL concepts like terminology by heart.
The document discusses human resource planning (HRP) in three main parts. It first defines HRP and its importance for ensuring the right people are in the right roles. It then explains key factors that influence HRP such as organizational objectives and changes in strategy. Finally, it outlines the main steps in HRP, including forecasting future needs, analyzing current resources, and developing action plans to address gaps.
This document discusses involuntary employee terminations. It defines layoffs as temporary separations due to lack of work, while discharges are usually permanent due to policy violations or poor performance. Laws like Title VII protect employees from termination based on attributes like race or gender. Documentation of performance issues, warnings, and investigations is important to show terminations were lawful and consistent with company policy. A termination meeting should be planned, direct about the reason, and include escorting the employee off premises afterwards.
While the overall unemployment figures are trending down, layoffs are still a very real possibility. Here are steps to take if you’ve been laid off. Yes, it's time to create a new possibility!
The document discusses the rate war in India's telecom sector. It provides background on major telecom service providers in India. It then summarizes some of the schemes providers offer to attract customers, including very low call rates. While customers benefit from low rates and special offers, this intense competition has negatively impacted service providers through lower profits and the need for highly skilled management to navigate the competitive market.
Losing your job can take a toll on your emotional and physical wellbeing. There is a grieving process that most people go through after a layoff. It is completely normal to experience anger and denial and giddiness - and every other emotion. You will definitely have good days and bad days.
However, this also is a great opportunity to step back and evaluate what you have done in the past, and what you would like to do in the future. It is a time to take inventory of what worked and what didn’t work for you. It is a time to reconnect with your purpose and values. It is a time to consider what the right next step is.
Decisions Management use case : Telecom Customer Support AutomationiSencia Belgium NV
This document discusses automating telecom customer support processes using a system called DARE (Diagnosis And Repair Engine). Key points:
- DARE aims to simplify and standardize support, improve first-time resolution, and increase efficiency. It provides a single system for automated and interactive support.
- DARE collects data from various backend systems, applies business rules to diagnose issues, and provides guidance to call center operators and field technicians.
- The system aims to improve customer experience, support consistency, and allow remote diagnostics and repairs to reduce field visits.
The document discusses human resource management and planning. It defines HR planning as analyzing and identifying human resource needs and availability so an organization can meet its objectives. The key aspects of HR planning covered are environmental scanning, forecasting demand and supply of human resources, managing surpluses and shortages, and assessing HR effectiveness through benchmarking and audits. HR information systems are also introduced as integrated systems for providing HR data to support decision making.
How can businesses make the smartest telecom and network choices—choices that are guided as much by the organization’s needs and demands as by cost considerations? Increasingly, companies are opting to partner with managed service providers to harness as many benefits as possible from their telecom and network services. Are they realizing these benefits? View the SlideShare to find out.
Strike, layoff & voluntary retirement schemePraveen Pai
This document discusses strike, layoff, and voluntary retirement schemes. It defines a strike as a concerted refusal to work by employees in response to grievances. Layoffs are the temporary or permanent termination of employees for business reasons like reduced workload. Voluntary retirement schemes offer employees early retirement packages with benefits like provident fund, gratuity, and medical insurance to incentivize leaving.
IT acquisition consumption models are being disrupted and the cost burden is shifting to the provider of service. The MSP model requires a funding solution.
This document summarizes downsizing theory and discusses Hewlett-Packard's history with downsizing. It provides an overview of why companies downsize, common downsizing strategies, and potential positive and negative outcomes. It then discusses HP's circumstances, including acquiring other companies and needing to simplify its HR system. HP faced the challenge of downsizing over 15,000 employees in 2005 and 24,600 more in 2008 to reduce costs during an economic crisis while merging with other companies. The document analyzes the advantages and disadvantages of HP's actions and recommends identifying redundant jobs and considering alternatives to layoffs.
The Tipping Point
Written By Malcolm Gladwell
About the Book
What is The Tipping Point ?
It is the break even point
It is the break even point
"the moment of critical mass, the threshold, the boiling point.“
Malcolm Gladwell
Every big something have big point
1 Law of the Few
"The success of any kind of social epidemic is heavily dependent on the involvement of people with a rare set of social gifts."
People with a special message bring the world together
Master the weak tie-a friendly or social contact
Manage to occupy many different worlds and subcultures.
Acquaintances are social power
Low of few depend on Three types of people
Connectors Mavens Salesmen
The document discusses layoffs, which refer to the temporary or permanent termination of employment for business reasons like positions being eliminated or a slowdown. Layoffs focus on positions, not individuals. They are used to cut costs due to lack of funds, lack of work, organizational changes, or economic slowdowns. Employers should inform staff why layoffs are necessary to avoid panic, consider seniority, exceptions for special skills, and provide severance packages. Alternatives to layoffs mentioned include leave without pay, employee shuffling between departments, enhanced severance packages, moving to a four-day workweek, and seeking voluntary resignations.
ITIL foundations - Complete introduction to ITIL phases, lifecycle and processesRichard Grieman
ITIL V3 Foundations introduction for certification study, classroom and training. Includes terms, objectives, functions and resource requirements for all five ITIL phases: Service Strategy, Service Design, Service Transition, Service Operation and Continuous Service Improvement. Study guide for ITIL training and certification
I hope this introductory presentation to ITIL v3 Foundation exam will be very useful to the readers. The time one needs to spend on study depends upon one's experience with ITIL related practices in real world. Nonetheless, it is very simple study, but the exam questions may be trickier than expectation. So, focus on learning ITIL concepts rather than adding ITIL certificate to your resume.
References for the slides used from:
http://taruu.com/Documents/ITIL%20v3%20Foundation%20Study%20Guide%20v4.2.2.5.pdf
The Art of Service – ITIL v3 Foundation Complete Certification Kit (book and online course)
Skillport - IT Infrastructure Library (ITIL) v3 Foundation Syllabus v4.2 exam
The document discusses the challenges faced by leaders in the middle of an organization. It describes two main challenges - the pressure of being caught between upper management and direct reports, and following an ineffective leader. It then provides suggestions for how leaders can relieve tension, including becoming comfortable in their role, finding ways to relieve stress, and adding value to the organization rather than trying to fix problems with the leader. The document emphasizes developing good relationships, focusing on strengths, and knowing when to change roles or "hats" depending on the situation.
Twelve tips are provided for new managers to help with their transition into a management role. The tips include not letting the new position go to your head, acting like a manager, discussing expectations with your boss, learning the organizational culture, learning from role models, getting to know your staff, understanding individual differences, discussing your new role with staff, comparing your leadership style to your predecessor, talking to staff who applied for the job, identifying department goals, and managing stress during the transition.
The nature of careers appears to be constantly changing. Waldemar Schmidt provides a unique take on your career reality.
This was first published in Business Strategy Review, Volume 25, Issue 1 - 2014. Subscribe today to receive your quarterly copy delivered to your home or work place. http://bit.ly/BSR-subscribe
The document discusses differences between entrepreneurs and employees. It notes that entrepreneurs focus on improving skills rather than weaknesses, may produce imperfect work but learn from failures, and say no to opportunities to maintain focus. Entrepreneurs delegate tasks, mono-task rather than multitask, thrive on risk rather than seeking security, believe in rotating priorities between work and life rather than balance, and hire smarter people rather than seeing them as competition. The document also briefly discusses the importance of entrepreneurship for economic development, benefits of job rotation, optional employee benefits, benefits of being an entrepreneur, and some of the earliest known entrepreneurs.
Protecting yourself as a founder - Ryan HowardVator
This document provides advice for startup founders on protecting themselves and their company. It discusses how many founding CEOs get fired within 18 months, the importance of vesting and employment agreements, and having the right management team, board members, and personal support system. Founders are advised to maintain control of the board, think about severance terms, carefully vet board members and interview candidates thoroughly, prioritize their health and personal life, and not give up everything for the company.
1. The document provides 13 tips for managers on how to lead effectively when they are in a position of authority.
2. The tips include listening to employees, delegating tasks while providing direction, giving honest yet tactful feedback, keeping information confidential, and earning trust over time through consistent dealings with people.
3. Finally, the document stresses the importance of being a visionary leader who looks after both the company and employees' needs to motivate high performance and ensure organizational goals are achieved.
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Career Development: Managing career through tough times: by Muhammad Faheem Safdar, Comsats institute of Information Technology, Sahiwal.
1. MANAGING CAREER THROUGH
TOUGH TIMES
Presented By:
M. Faheem Safdar
MBA 3.5
MS department,
CIIT Sahiwal.
1
2. INTRODUCTION
• No matter wherever we work as employees whether they are medium sized
organizations or major corporations, these businesses may face inevitable
adverse circumstances regarding business or profit due .
• Sometimes employees can foresee the tough times of companies but
sometimes they just can’t. In either of situation, they can face the cutting
axe of their employers.
• The following brief presentation is about managing career through tough
times.
2
3. THE TOUGH TIMES
• The tough times for employees come when their companies are about to
decide for downsizing or layoff.
• Companies’ HR departments according to corporate strategy start to
analyze which employees should be targeted.
3
4. 4
THE TOUGH TIMES
• In such a situation, majority of employees usually not only get panic but also
start to make mistakes on workplace which even increases more chances of
loosing their jobs. Because it’s the time when vigilant leaders choose to pick
up less productive employees to remove as priority.
5. HOW TO SURVIVE IN TOUGH TIMES
• Yes, survival is possible in many cases. But how ?
• A person with courage, an scenario appropriate behavior and a pro-active
thinking can possibly survive an ordeal of tough times.
• If you don’t have the courage to survive then remember courage can be
built as a SKILL !
5
6. ACT LIKE A SURVIVOR!
• Remain pessimistic observe carefully by keeping keen eyes on surrounding
but act cheerful and confident.
• Put on a happy face and look forward for good times.
• There is no better way to look forward than to stay focused on customers
and assigned activities by the leader
• Lay low and be more cooperative with your colleagues
• Be ambidextrous and prove your leaders that you can handle various
responsibilities at the same time
6
7. GIVE YOUR LEADERS, HOPE!
• The times of uncertainty are also tough for leaders as they don’t enjoy layoff
or downsizing of employees.
• Avoid arguing with leaders to keep you in or promote because its not the
right time for it.
• Try to help your leader defending your department.
• Inspire and unite your colleagues.
• Avoid all those activities and thoughts which can disempower you, your
leader or your department as a whole.
7
8. BECOME A CORPORATE CITIZEN
• Be more visible by taking active part in activities especially in social
gatherings of employees and leaders.
• In such bad times, leaders always look for enthusiastic employees around
them. So be energetic.
• Changing your personality to survive may contradict with your need for
authenticity
• In such situation, its time to move on
8
9. 9
BECOME A CORPORATE CITIZEN
• It means, if you have a better alternative job at hand or you are near to your
retirement, offer your leaders to voluntarily leave your job for someone other
who might need it most.
• Don’t get greedy and remember such a graceful exit will give you nice
references & notes by leaders for your CV.
10. 10
PREPARE FOR PLAN B!
• Whatever fluctuations in your organization predict you something or what
level of certainty of job retention you might feel, prepare a Plan B along.
• Keep looking for alternative jobs, income resources or side businesses to save
your future from financial crisis in case worst case of losing job or a possible
layoff.
• Don’t wait for layoff to update your CV. Revise it now so that you can
capture job opportunities in time critical situations.
• Always keep reading self-helping books.
11. NOTE:
I prepared this presentation after studying :
Harvard Business Review on Managing Your Career in Tough
Times
Thanks
11