Here is an overview of the most important elements which make a difference at “Top Companies for Leaders.”
Strategy - There is a clear link between the strategy of the company and the strategy of leadership development. Successful organizations closely examine which talent programs are needed and which interventions are necessary to realize their company strategy.
Involvement - The responsibility of talent development lies at the top of the organization, and top management is also actively involved in the development of future management. The top managers themselves are frequently active as mentors, coaches or trainers, and frequently share their experiences and insights. Often the CEO plays a prominent, active role in training or action learning, i.e., using high potentials coupled with experienced leaders on essential questions. Also, CEO’s are involved in the programs by means of internal communication.
Talent Pipeline – Talent development is considered as a “mission-critical” company process. The best performing companies see the filling of the talent pipeline organization-wide as a necessity. They use sharp definitions of talent (high potentials), measurable criteria and a rigorous process for to determine who belongs in the talent pool and who does not. The outcomes of this are measured with KPIs.
Ongoing Processes – The Top Companies for Leaders have incorporated management development in their business cycles. The companies think about ongoing, recurring development processes instead of one-time initiatives. Talent management has a high priority in these organizations. Much attention is given to identifying high potentials, determination of specific career paths for these high potentials, coaching and their active contribution to training and development programs. High potentials are assisted in their development by means of training, e-learning, coaching and job rotation, as well as action learning. Thanks to this approach, leadership and company development evolve continuously together.
Behavior – In these Top Companies, leaders are significantly more aware of which behavior is expected of them. This also becomes apparent in all aspects of the organization: performance management (leaders are rewarded for the degree desired behaviors are demonstrated), promotion decisions (people are only promoted when the desired behaviors are shown), recruitment and selection (leadership behavior is an essential selection criterion) and communication from the top of the organization.
Critical Objective - High potential talent is considered as a strategic advantage and the development of this talent is and the development of a robust talent pipeline is considered a critical objective for the organization’s top management.
Leadership Programs – Only leadership programs with high added value for talent development are organized.
Talent management is just another one of those pesky Human Resources terms. Right? Wrong. Talent management is an organization's commitment to recruit, retain, and develop the most talented and superior employees available in the job market.
So, talent management is a useful term when it describes an organization's commitment to hire, manage and retain talented employees. It comprises all of the work processes and systems that are related to retaining and developing a superior workforce.
What appears to differentiate talent management focused practitioners and organizations from organizations that use terminology such as human capital management or performance management, is their focus on the manager's role, as opposed to reliance on Human Resources, for the life cycle of an employee within an organization.
Practitioners of the other two employee development and retention strategies would argue that, for example, performance management has the same set of best practices. It is just called by a different name.
Talent management does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. In some organizations, only top potential employees are included in the talent management system. In other companies, every employee is included in the process.
Talent management is a business strategy and must be fully integrated within all of the employee related processes of the organization. Attracting and retain talented employees, in a talent management system, is the job of every member of the organization, but especially managers who have reporting staff (talent).
An effective strategy also involves the sharing of information about talented employees and their potential career paths across the organization. This enables various departments to identify available talent when opportunities are made or arise.In larger organizations, talent management requires Human Resources Information Systems (HRIS) that track the career paths of employees and manage available opportunities for talented employees.
Managing human resources includes, but is not limited to:
planning and allocating resources,
providing direction, vision, and goals,
developing an environment in which employees choose motivation and contribution,
supplying or asking for the metrics that tell people how successfully they are performing,
offering opportunities for both formal and informal development,
coaching successful contribution and performance development,
setting an example in work ethics, treatment of people, and empowerment worthy of being emulated by others,
leading organization efforts to listen to and serve customers,
managing the performance management system,
challenging the employees to maintain momentum, and
removing obstacles that impede the employee's progress.
Gyalizo Offer for Educational InstitutionsArun V Mathew
Across the globe, there is an acceptance of thought ; that the Industry-Institution connect ; is an issue to be addressed with an immediate concern. Well this is what we have thought....
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
Talent management is just another one of those pesky Human Resources terms. Right? Wrong. Talent management is an organization's commitment to recruit, retain, and develop the most talented and superior employees available in the job market.
So, talent management is a useful term when it describes an organization's commitment to hire, manage and retain talented employees. It comprises all of the work processes and systems that are related to retaining and developing a superior workforce.
What appears to differentiate talent management focused practitioners and organizations from organizations that use terminology such as human capital management or performance management, is their focus on the manager's role, as opposed to reliance on Human Resources, for the life cycle of an employee within an organization.
Practitioners of the other two employee development and retention strategies would argue that, for example, performance management has the same set of best practices. It is just called by a different name.
Talent management does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. In some organizations, only top potential employees are included in the talent management system. In other companies, every employee is included in the process.
Talent management is a business strategy and must be fully integrated within all of the employee related processes of the organization. Attracting and retain talented employees, in a talent management system, is the job of every member of the organization, but especially managers who have reporting staff (talent).
An effective strategy also involves the sharing of information about talented employees and their potential career paths across the organization. This enables various departments to identify available talent when opportunities are made or arise.In larger organizations, talent management requires Human Resources Information Systems (HRIS) that track the career paths of employees and manage available opportunities for talented employees.
Managing human resources includes, but is not limited to:
planning and allocating resources,
providing direction, vision, and goals,
developing an environment in which employees choose motivation and contribution,
supplying or asking for the metrics that tell people how successfully they are performing,
offering opportunities for both formal and informal development,
coaching successful contribution and performance development,
setting an example in work ethics, treatment of people, and empowerment worthy of being emulated by others,
leading organization efforts to listen to and serve customers,
managing the performance management system,
challenging the employees to maintain momentum, and
removing obstacles that impede the employee's progress.
Gyalizo Offer for Educational InstitutionsArun V Mathew
Across the globe, there is an acceptance of thought ; that the Industry-Institution connect ; is an issue to be addressed with an immediate concern. Well this is what we have thought....
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
Seasoned Human Resource Practitioner from XLRI having 17 years of experience in Human Resource and talent management, has worked in global organizations and in global roles that have helped to hone up his relationship and cross-cultural skills. His ability to understand the business has helped him to align the people strategies of the businesses to its ever-evolving needs. He has been able to decode the secret recipe for being a “Great Place to Work” and has helped his organization to be in the league of select few. His ability to attract the right talent has helped him to build organizations that are competitive and agile. His ability to think strategically on current and future talent issues
A presentation from Drake Resource Group, originally presented for Corporate University PDN (Professional Development Network), a special interest group that belongs to the Chicagoland Chapter of ASTD (CCASTD). The purpose of the presentation was to share our experience and case studies in the areas of clarifying the difference between roles and competencies and then articulate the process involved in curriculum design.
For more information on organizational development and curriculum design, visit us @ www.DrakeRG.com.
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.
Project Academies - how to set up and gain valueDonnie MacNicol
Article published in Project Journal September 2015 covering:
- tips for setting up and sustaining an Academy
- how to structure using our Academy Framework
- client case study.
Talent Mentoring Conduct Mentorship Programs To Support Professionals, Entrepreneurs, Engineering, Management Students To Build Excellent Career To Achieve Your Vision
Saisha International Corporate UniversityARUN KUMAR S
Vision Statement of Saisha Institutions
In the next decade, Saisha Institutions will play a major role in transforming the lives of the individual and their communities by providing them value-based educational platforms and man-making education curriculum to address the their needs through the use of educational collaborative programs, technology , innovation and strategic alliances with our partner institutions.
One day interactive workshop delivered in Cumbria to an audience of HR professionals, Training Managers, coaches and Learning & Development specialists.
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
Driving Talent and Strategic Transformation through HR TechnologyThe HR Observer
How can HR technology impact your organisation and how can this cultural impact be managed? During this session Nelly will discuss the important role that HR plays in driving the performance of talent within the business. You will develop an understanding of how to identify skill shortages within your talent pool as well as finding and developing the future talent the organisation requires. Join this session to understand where to start with HR technology and how it can help you develop talent and bring transformational change. You will learn how to find and nurture new talent into the business and how data is important in driving your decisions.
Nelly Boustany, HR Director, SAP Middle East and Africa
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
Industry competency models promote an understanding of the skill sets and competencies that are essential to educate and train a globally competitive workforce.
The Competency Model Clearinghouse is sponsored by the U.S. Department of Labor and provides validated industry competency models and tools to build a custom model and career ladder/lattice for your industry. Information about it can be found at: http://www.careeronestop.org/competencymodel/
Sadly, this is not well marketed, and few workforce professionals seem to know that it even exists!
This session on the Competency Model Clearinghouse will provide an overview of the Clearinghouse and the use of its 22 industry models for Career Pathways and Sector Strategies initiatives. It will show how to use the models to define regional skill requirements, provide career guidance and exploration, support area businesses’ human resource functions, frame certification requirements, and to develop industry-driven curricula.
You do not want to miss this important webinar!
About the presenter:
Alyce Louise Bertsche is the Principal Investigator and Project Manager for the USDOL/ETA Competency Model Initiative. Alyce Louise has over 25 years of experience in the fields of education and employment and training, and is currently a consultant with JBS International in North Bethesda, MD. She has been instrumental in many initiatives to define essential skills for the workplace, including SCANS, Equipped for the Future, the National Retail Federation’s Skill Standards; and the National Skill Standards Board.
Seasoned Human Resource Practitioner from XLRI having 17 years of experience in Human Resource and talent management, has worked in global organizations and in global roles that have helped to hone up his relationship and cross-cultural skills. His ability to understand the business has helped him to align the people strategies of the businesses to its ever-evolving needs. He has been able to decode the secret recipe for being a “Great Place to Work” and has helped his organization to be in the league of select few. His ability to attract the right talent has helped him to build organizations that are competitive and agile. His ability to think strategically on current and future talent issues
A presentation from Drake Resource Group, originally presented for Corporate University PDN (Professional Development Network), a special interest group that belongs to the Chicagoland Chapter of ASTD (CCASTD). The purpose of the presentation was to share our experience and case studies in the areas of clarifying the difference between roles and competencies and then articulate the process involved in curriculum design.
For more information on organizational development and curriculum design, visit us @ www.DrakeRG.com.
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.
Project Academies - how to set up and gain valueDonnie MacNicol
Article published in Project Journal September 2015 covering:
- tips for setting up and sustaining an Academy
- how to structure using our Academy Framework
- client case study.
Talent Mentoring Conduct Mentorship Programs To Support Professionals, Entrepreneurs, Engineering, Management Students To Build Excellent Career To Achieve Your Vision
Saisha International Corporate UniversityARUN KUMAR S
Vision Statement of Saisha Institutions
In the next decade, Saisha Institutions will play a major role in transforming the lives of the individual and their communities by providing them value-based educational platforms and man-making education curriculum to address the their needs through the use of educational collaborative programs, technology , innovation and strategic alliances with our partner institutions.
One day interactive workshop delivered in Cumbria to an audience of HR professionals, Training Managers, coaches and Learning & Development specialists.
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
Driving Talent and Strategic Transformation through HR TechnologyThe HR Observer
How can HR technology impact your organisation and how can this cultural impact be managed? During this session Nelly will discuss the important role that HR plays in driving the performance of talent within the business. You will develop an understanding of how to identify skill shortages within your talent pool as well as finding and developing the future talent the organisation requires. Join this session to understand where to start with HR technology and how it can help you develop talent and bring transformational change. You will learn how to find and nurture new talent into the business and how data is important in driving your decisions.
Nelly Boustany, HR Director, SAP Middle East and Africa
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
Industry competency models promote an understanding of the skill sets and competencies that are essential to educate and train a globally competitive workforce.
The Competency Model Clearinghouse is sponsored by the U.S. Department of Labor and provides validated industry competency models and tools to build a custom model and career ladder/lattice for your industry. Information about it can be found at: http://www.careeronestop.org/competencymodel/
Sadly, this is not well marketed, and few workforce professionals seem to know that it even exists!
This session on the Competency Model Clearinghouse will provide an overview of the Clearinghouse and the use of its 22 industry models for Career Pathways and Sector Strategies initiatives. It will show how to use the models to define regional skill requirements, provide career guidance and exploration, support area businesses’ human resource functions, frame certification requirements, and to develop industry-driven curricula.
You do not want to miss this important webinar!
About the presenter:
Alyce Louise Bertsche is the Principal Investigator and Project Manager for the USDOL/ETA Competency Model Initiative. Alyce Louise has over 25 years of experience in the fields of education and employment and training, and is currently a consultant with JBS International in North Bethesda, MD. She has been instrumental in many initiatives to define essential skills for the workplace, including SCANS, Equipped for the Future, the National Retail Federation’s Skill Standards; and the National Skill Standards Board.
Pace Executive MBA: Organizational Behavior Project - Talent Management Planning for Pace University.
Pace University’s Division of Human Resources asked my Executive MBA project team to recommend a strategies and action plans to increase Pace's success in attracting, retaining, and developing senior administration management.
One-day interactive training course designed and delivered to an audience of HR specialists, line managers and Directors employed by a Yorkshire-based distribution business with an emphasis on graduates and apprentices.
One day interactive workshop delivered in the snow to an audience of HR professionals, recruiters and line managers from predominantly the private sector.
Optimise and benchmark your L&D interventions from 22-25th March @ Address Ho...Renuka Bhardwaj
Join Learning and Talent Development thought leaders at the forum with expert insights including:
• Linda Sharkey, Founding Member, The Marshall Goldsmith Group presenting a keynote address on how to attract and retain the best and brightest with a winning talent proposition.
• Waleed El Helw, Director, Human Resources, The Coca Cola Company on how to successfully engage business leadership with learning and development
• Brendan Noonan, Senior Vice President, Learning & Development, Emirates Airlines sharing a case-study on strategies on justifying the existence of learning and development
• Wissam Hachem, Vice President, Learning & Development, Etihad Airways discussing how to manage the shift from blended learning to experiential learning
Workforce planning Development, resources and toolsworkforceau
The Workforce Plan Generator is now available on this site. http://workforceplanningtools.com.au The Workforce Plan Generator Tools, templates, models and resources make the task of workforce development and planning, skills and Behavioural profiling, capability framework design, job profiling and training needs analysis much easier.
Every organization needs inventory for smooth running of its activities. It serves as a link between production and distribution processes. The investment in inventories constitutes the most significant part of current assets/working capital in most of the undertakings. Thus, it is very essential to have proper control and management of inventories. The purpose of inventory management is to ensure availability of materials in sufficient quantity as and when required and also to minimize investment in inventories. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money tied up until the inventory leaves the company as purchased products. Because of the large size of the inventories maintained by firms, a considerable amount of funds is required to be committed to them.
It is therefore absolutely imperative to manage inventories efficiently and effectively in order to avoid unnecessary investments. A firm neglecting the management of inventories will be jeopardizing its long run profitability and may fail ultimately. The reduction in excessive inventories carries a favorable impact on the company’s profitability.
The study starts with an introduction to inventory management, Company’s profile, Achievements and also the need for study, review of literature and objectives are set out for the study. Research methodology, Data analysis & Interpretation, Findings and Suggestions of the study follow.
One of the main areas of the project is the analysis part, where the data are analyzed & interpreted, to find out how the inventories were managed. Some of the tools used in inventory are regarding to:
Economic Order Quantity
Safety Stock
FSN Analysis
Trend Analysis and
Inventory Turnover Ratio.
A system which seeks to merge the activities associated with human resource management (HRM) and information technology (IT) into one common database through the use of enterprise resource planning (ERP) software. The goal of HRIS is to merge the different parts of human resources, including payroll, labor productivity, and benefit management into a less capital-intensive system than the mainframes used to manage activities in the past. Also called Human Resource Management Systems (HRMS)
In this presentation, we will identify and pay tribute to several of the people who .... been having grand ideas but has never seen them through to completed projects. ... But possess the technical ... the first node on the ARPANET, and the first computer ever on the Internet.
HR Policies & Employment Legislation
Employment Legislation and Standards
Employment standards are the minimum standards of employment for workplaces required by law. Employment standards cover many aspects of employment including, but not limited to, the following topic areas:
Minimum wage
Minimum daily pay
Meal breaks
Payment of earnings (paydays)
Hours of work
Overtime
Statutory holidays
Annual vacation
Vacation pay
Employment of people under 18
Leave from work
Resolving disputes
Termination
Maternity leave
Weekly day of rest
Deductions
Keeping records
Sexual harassment
Probationary periods
Parental leave
Definition of "employee"
Any HR policies that you develop around the above topics, and any others covered by employment standards, must not provide less than what is offered in the legislation and/ or regulations. The employment standards legislation offers minimum standards; employers are free to develop policies or practices that enhance (provide better standards) than what is allowed for in the law.
HR Policies & Employment Legislation
Human Rights Legislation
Human rights legislation is put in place to protect people from discrimination. It seeks to guarantee people equal treatment regardless of certain identified characteristics (called “prohibited grounds of discrimination”) that have attracted historical stereotyping or bias in relation to employment.
Employers, including nonprofit organizations, need to be aware of human rights legislation as it applies to all practices of employment, including:
Recruitment ads
Application forms
Interviews
Hiring
Dismissal/termination
Promotion
Demotion
Benefits
Wages
Workplace harassment
As organizations strive to create a better world through their missions, it is important that they also work at creating inclusive workplaces that are respectful and welcoming of diversity. Most of the sites below have excellent resources and tools that your organization can use in creating policies, in the hiring process, and in building a more diverse and respectful workforce. We encourage you to explore several of the websites below as they offer a wealth of information that can often be applied across provincial/territorial lines. Particular attention should be paid to the employer’s duty to accommodate an employee in the workplace.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
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.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Instructions for Submissions thorugh G- Classroom.pptx
Managing talent
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Introduction to Toronto Training and HR
Definitions
Core characteristics or talents
Key assumptions
Individual development plans
Drill
Global talent risk
Organizational effectiveness
Linking reward to talent management
Battle for talent in China
A talent-based recipe
Tailoring talent strategy to context
Effective talent conversations
Example-talent management in the finance
sector
Emergent best practices
Implementation of talent management
processes
Making talent programs work
The future talent agenda
Case studies
Conclusion and questions
4.
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy
Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
- Training course design
- Training course delivery
- Reducing costs
- Saving time
- Improving employee engagement & morale
- Services for job seekers
Page 4
6. Who is talent?
What is critical talent?
What is missing talent?
Talent and skills scarcities-the numbers
Link between top-performing talent and
productivity advantages
Page 6
7. TESTS FOR
Know them
Know them
Know them
TALENT
by what they want
by their influence on others
by how they demand to be spoiled
Page 7
11. Talent is a key driver of organizational
performance across the entire business lifecyclegrowth and recession
Don’t think talent management, but rather talentinformed strategic decision-making
Page 11
12. A focus on human capital in a knowledge economy
A focus on scarce and valuable people (the power
curve) – the exclusive rather than inclusive
approach
A focus on buy rather than make
A focus on potential rather than experience
Page 12
14. Definition
Strengthening the individual development plan
Opportunities to bolster talent over the entire span
of the employee life cycle
A critical re-recruiting tool
A massive middle radar tool
A baby boomer transition planning tool
Page 14
18. Introduce strategic workforce planning
Ease migration
Foster brain circulation
Increase employability
Develop a talent “trellis”
Encourage temporary and virtual mobility
Extend the pool
Page 18
19. INTRODUCE STRATEGIC WORKFORCE PLANNING
Define job families and future critical skills.
Model workforce supply and demand with a five to ten year
planning horizon.
Undertake a gap analysis to uncover potential shortages
and surpluses.
Link workforce planning to the company’s business
strategy.
Systematically determine actions from gap analysis;
develop skills database for potential job rotations.
Inform employees of the skills they will need in future
growth areas.
Page 19
20. EASE MIGRATION
Establish multilingual and virtual company presence to
recruit beyond national borders and neighbouring
countries.
Seek expertise in immigrant pools while investing in
the development of current employees.
Recruit beyond national borders and neighbouring
countries.
Foster a migration-friendly culture.
Brand your company internationally as “talent
friendly”.
Page 20
21. FOSTER BRAIN CIRCULATION
Offer generous return packages to highly skilled people and
relocation assistance, including spouse career services and
child care programs.
Keep your talent mobile through:
Horizontal and vertical mobility within the company
International assignments
Job rotation
Encourage employees to take short-term assignments or
sabbaticals abroad.
Encourage foreign employees to build relationships with
potential partners businesses in their home countries.
Page 21
22. DEVELOP A TALENT “TRELLIS”
"Step into the talent’s shoes" to understand what diverse,
talented employees seek (compensation, organizational
flexibility, meaningfulness of business, etc.)
Develop long-term retention strategies to retain scarce
talent (e.g. flexible career systems).
Provide a variety of development opportunities, such as
virtual/cultural training, entrepreneurial training, peer-topeer learning and lifelong learning.
Ensure horizontal and vertical mobility opportunities.
Build an international profile and use web 2.0/social media
to attract, recruit and retain scarce talent.
Page 22
23. TEMPORARY AND VIRTUAL MOBILITY
Introduce flexible work arrangements.
Explore virtual work opportunities for employees
abroad.
Set up rotation programs and short-term
assignment between business units and
geographies.
Foster virtual recruiting events and activities.
Page 23
24. EXTEND THE TALENT POOL
Create a presence for the company brand at universities
locally and internationally.
Display cultural sensitivity in targeting minorities and
women.
Hire graduates from abroad with limited language skills and
offer intensive language courses.
Give employees support to contribute part-time as they
raise families.
Engage retirees (your own or those of other companies) to
mentor, consult or complete short-term assignments.
Recruit from other industries’ pools with similar skill sets.
Page 24
25. INCREASE EMPLOYABILITY
Make education a priority of the corporate social
responsibility agenda (e.g. through pro bono training
locally and internationally).
Offer internships and vocational training opportunities
Offer certified training opportunities beyond current
job and educational leaves to foster upskilling.
Engage with academia and government to equip talent
with a balance of theoretical and practical skills (e.g.
“teach the teachers” program).
Page 25
29. IMPLICATIONS FOR TALENT MANAGEMENT
Talent management is central to the success of the
entire business machine
Talent management strategies and practices must
be aligned
Talent management strategies and practices also
must become agile
Page 29
31. INTRODUCTION
Banish silos
Get some data
Be inclusive
Show people the way
Link reward and performance
Pick some quick wins
Communicate benefits
Be creative
Keep it simple
Measure and review
Page 31
32. TAKING AN INTEGRATED APPROACH
Less likely to experience problems attracting
critical-skill employees and top-performing
employees
Less likely to report having trouble retaining
critical-skill employees and top-performing
employees
More likely to be high-performing
organizations
Page 32
33. BEST PRACTICES TO ADOPT
Define an organization-wide employee value
proposition (EVP) for attraction, retention, pay
and talent management
Manage and design programs according to an
organization-wide total rewards philosophy
Perform formal workforce planning activities that
optimize the supply of talent versus demand
Page 33
34. BEST PRACTICES TO ADOPT
Leverage competency models across recruiting,
career management and pay activities
Facilitate healthy work/life balance and take
measures to moderate employees’ levels of
work-related stress
Page 34
35. BEST PRACTICES TO ADOPT
Link employee performance goals to the
business, and effectively communicate performance
expectations and results to employees
Leverage total cash rewards through
differentiation of merit increases and annual
incentive awards
Link individual and organization results to rewards
Effectively deploy recognition programs
Page 35
38. Reboot employer branding efforts
Create local development opportunities
Offer viable career paths
Be smart about pay
Become a quasi-local company
Page 38
40. Top-down plan
Bottom-up: shared mindset
Workforce
alignment
Acquiring talent: pre-qualify source
Releasing employees: outplacement
Enrich talent pool: diversity, fit
and (serial in)competence
Facilitate interpersonal connectivity:
Increase absorptive capacity
Workforce
fluidity
Expand role orientations
Unleash talent pool
Align incentives
Workforce
Scalability –
Right numbers
Right types of
people
Right places
Doing right things
42. RECRUIT AND INTEGRATE
How are the requisite capabilities obtained?
How are job candidates selected?
Page 42
43. DEPLOY, REVIEW AND DEVELOP
How does talent get deployed?
What level of career guidance should be provided?
What types of behaviours get rewarded?
To what extent do we differentiate performance?
What are the boundaries for under-achievement?
Page 43
44. ENGAGE AND CONNECT
How do we keep talent connected to one another?
How do we energize our talent?
Page 44
46. QUESTIONS TO ASK
Do I have the right person in the job?
Who are our rising stars and next generation
leaders?
Who should I promote?
How do I get more out of …?
Who is my successor?
Page 46
47. WHY TALENT REVIEWS OFTEN FAIL
There is too little focus on strategic context
Predicting executive success is tough
Vested interests can lead to uninspired
conversations
Page 47
48. PRINCIPLES FOR IMPROVING THE TALENT
CONVERSATION
Get clear on the critical role requirements
Pick your spots
Holistic assessment
Focus on learning potential
Put the right people in the assessment room
Figure out the role of HR
Actively seek meaningful conversations
Open and honest
Page 48
49. PRINCIPLES FOR IMPROVING THE TALENT
CONVERSATION
Act with good will
Focus on identifying development opportunities
Page 49
51. INTEGRATED TALENT MANAGEMENT
Definition of talent
Recruitment and talent identification
Competency frameworks
Targeted development
Comprehensive learning
Structured career paths
Performance measurement and reward
Ongoing review
Page 51
52. CHALLENGES AHEAD
How do CFOs structure the finance function and
the roles within it to ensure maximisation of
resources and a strong long-term talent pipeline?
How do CFOs access the specialists they need –
must they recruit or can internal talent be trained?
What is the best way to improve the commerciality
of the finance function and boost its internal
credibility?
Page 52
53. CHALLENGES AHEAD
How can individuals in roles deemed less critical be
motivated and their expertise retained if they see
training priorities being focused on others?
How can the organization create a sufficiently
stimulating career path to retain the talents of
Generation Y?
How can finance assess return on investment in its
people in order to target learning and development and
general talent management spend most effectively?
Page 53
54. STRATEGY FOR ORGANIZATION DESIGN
What is the value-creating objective of the
organization?
Where and how can finance best contribute to
supporting the organization in value creation?
(What do our internal and external stakeholders
want and need from the finance function?)
How capable is finance in delivering these
objectives currently?
Page 54
55. STRATEGY FOR ORGANIZATION DESIGN
How much will it cost and what metrics can be
used to measure success?
Could a new structure – people, process, systems
– improve the success of finance in supporting the
organization?
Page 55
60. TURNOVER RISK
Those with skills in short supply and high demand
High performers
Key contributors/technical experts
Those with leadership potential at mid-level
Those with leadership potential at an entry level
Those in roles critical to delivering the business
strategy
Senior leadership
The entire workforce
Page 60
61. PRIORITIES
Performance management
Assessing/developing high potentials and top
talent
Recognizing exceptional performers
Assessing/developing senior leaders
Measuring/increasing employee engagement
Strengthening the talent pipeline and succession
management
Training managers
Page 61
62. PRIORITIES AND EFFECTIVENESS
Mentoring of key talent
Deploying key talent across roles/functions/regions
Career pathing and planning
Identifying and integrating competencies
Onboarding
Developing/implementing an employment value
proposition
Page 62
63. WHAT DOES TALENT WANT?
Accessible talent borders
Diversity
High level of freedom of mind
Inspiring work environment
Lifelong learning opportunities
Positive country brand
Skill recognition institutions
The “Perfect Employer” Inc.
Virtual mobility
Page 63
64. REASONS TO JOIN A PARTICULAR ORGANIZATION
Employee
Employer
Page 64
65. CATEGORIES OF BENEFIT THAT DETERMINES IF
TALENT STAYS OR LEAVES
Great leaders
Great company
Great job
Attractive compensation
Page 65
66. ACCOMODATING THE REQUIREMENTS OF
GENERATION Y
More flexi-time options
More recognition programs
Access to state-of-the-art technology
Increased compensation
Access to educational programs
Pay for cell phones and blackberrys
Telecommuting options
More vacation time
Page 66
67. HARNESSING THE TALENT OF SKILLED IMMIGRANTS
Building increased awareness among senior leaders and
decision makers of the significance of the immigrant
population as a source of skilled talent
Providing recognition for the value and transferability of
international skills and credentials
Developing a data-driven understanding of the potential
benefits of employing skilled immigrants
Creating awareness among leaders of the value of skilled
immigrants for access to international markets, and local
niche/ethno-specific markets
Recognizing that skilled immigrants bring access to new
ideas and perspectives to support innovation
Page 67
69. Linking rewards more closely to performance
Giving employees self-service tools to search and
apply for new roles in the organization
Focusing more on key workforce segments
Giving business leaders greater ownership and
accountability for building the talent pipeline
Using branding/marketing techniques to enhance
the employment value proposition
Page 69
70. Creating more consistency in how talent is
identified, developed and moved throughout the
organization
Creating a formal governance structure and
process for talent management activities
Redefining the critical attributes and competencies
needed for the next generation of leaders
Integrating talent management processes more
directly into business strategy and operations
Page 70
71. Scaling and adapting talent strategies on a global
basis
Increasing use of technology to streamline talent
management processes and activities
Giving managers self-service tools to source and
deploy internal talent
Creating an experience “punchlist” for critical roles
and designing targeted career paths to ensure
adequate succession
Page 71
72. Improving quality and use of analytics to monitor
the need for, and supply of, talent
and better differentiate performance
Adopting just-in-time talent-sourcing approaches,
including contingent workforce designs
Leveraging social networking tools to access and
engage the workforce in new ways
Page 72
73. PROCESSES MOST CRITICAL TO ACHIEVING RESULTS AND
TOUGHEST TO IMPLEMENT & SUSTAIN
Integrating talent management processes more directly
into business strategy and operations
Giving business leaders greater ownership and
accountability for building the talent pipeline
Redefining the critical attributes and competencies needed
for the next generation of leaders
Creating more consistency in how talent is identified,
developed and moved throughout the organization
Page 73
76. Clearly communicate the core objectives-set expectations
at the start and manage them throughout
Even though the organization as a whole may sponsor
talent activities, it is beneficial to have HR/talent running
the program, and visibility is important to maintain
credibility and consistency
Consider implementing a selection process for the top
talent program to increase its perceived value and motivate
participants to perform-make the selection process a
learning event in itself and ensure all applicants receive
constructive feedback
Page 76
77. Review the structure of the talent program/pool
with the business sponsor-coaching, mentoring
and networking are the elements most valued by
senior talent pool members
Develop ways of harnessing the peer group
created as part of the talent program by creating
opportunities beyond the lifespan of the program
Page 77
79. DEFINING THE FUTURE TALENT AGENDA
What leadership competencies/attributes are
required to drive our business strategy and lead
the evolution of the culture?
How robust is our existing leadership pipeline, and
where are there risks?
What are the pivotal job families/roles most critical
to executing our business strategy?
How will we differentiate talent
strategies/investments accordingly?
Page 79
80. DEFINING THE FUTURE TALENT AGENDA
What are the implications for skill development, given our
business strategy?
What are our existing/emerging talent requirements in the
various markets we serve, and how will we attract/deploy
the right talent to these markets?
How can we optimize investments in talent and reward
programs to achieve the right performance outcomes and
evolve the culture?
Does the talent function have the right structure,
capabilities and people to deliver value to the
organization at the right cost?
Page 80
81. TALENT MANAGEMENT IN THE NEW WORLD
Differentiation
Assessment and ranking
Performance management
Performance improvement
Transparency
Page 81
82. FUTURE ISSUES FOR THE TORONTO FINANCIAL
SERVICES INDUSTRY
Local and global competition for talent
Gaps in leadership talent
Significant loss in critical knowledge and skill with
retirees
Attracting younger workers and managing multigenerational workforces
Integrating immigrant workers and managing
increasingly diverse workforces
Page 82
83. QUESTIONS TO ASK IN TORONTO
Which segments of the workforce create the value
for which we are most rewarded in the
marketplace?
Which areas of our business will be most impacted
by impending waves of retirement? What are we
doing to prepare successors? What impact will
anticipated retirement have on the skills and
productivity necessary to meet future demand?
Page 83
84. QUESTIONS TO ASK IN TORONTO
In what areas is the talent market heating up (i.e.,
demand will outpace supply)? Which segments of
our workforce will be most impacted? What are
the potential top-line and bottom-line implications?
What skills will we need over the next five years
that we don’t currently possess? How will we
create that capacity? What happens to our
business if we don’t?
Page 84
85. QUESTIONS TO ASK IN TORONTO
What is our turnover within critical areas? How
much is it costing us? In customers? In
productivity? In innovation? In quality? What are
we doing to resolve the root cause?
Are we actively developing talent portfolios or
workforce plans that will help us to understand
and communicate the financial consequences of
talent decisions on our business?
Page 85
86. A TIPPING POINT FOR TALENT MANAGEMENT?
Integrated talent management remains more
aspiration than reality
Current talent management practices are
insufficiently forward-looking
Page 86
87. CHALLENGES AHEAD-WESTERN COUNTRIES
A step change in productivity is required
New kinds of jobs
Aging population
Different preferences of Generation Y compared to
other groups
Different offering needed from employers
Page 87
88. CHALLENGES AHEAD-DEVELOPING COUNTRIES
China alone will build “one Canada” in the next ten
years
Asia returning to its natural half-share of the world
economy
Emerging markets provide access to large skilled
talent pools
Not all graduates are treated equally
The supply of professionals in China is fragmented
Page 88
89. CHALLENGES AHEAD-DEVELOPING COUNTRIES
China alone will build “one Canada” in the next ten
years
Asia returning to its natural half-share of the world
economy
Emerging markets provide access to large skilled
talent pools
Not all graduates are treated equally
The supply of professionals in China is fragmented
Page 89
92. CHALLENGES AHEAD-SUMMARY
Is talent management strategy as embedded as
business and financial strategy?
Are you tapping into non traditional talent pools and
who are you competing against?
Is your employee value proposition as tailored as
possible to key segments (age, gender, diversity) and
do you have five “compelling” stories?
To what extent are you accelerating the development
of high performers and how are you retaining them?
Page 92