Presentation delivered on June 26, 2015 at the INFINITY Science Center (http://www.visitinfinity.com/) by invitation of the Magnolia Business Alliance (http://www.magnolia-ba.biz/).
Siuberto Socarrás will be presenting on hot topics and trends in talent management and organizational development. The presentation will discuss challenges and trends in these areas based on industry experience, client engagements, research and social media. It will also cover the business context driving talent needs in 2014, including trends in the US, global markets, and certification programs. The Institute of Organizational Development will then discuss their 2014 offerings, including a talent management seminar series and certification programs.
The Global Leadership Forecast 2011 is the largest and most comprehensive study of its kind. Over 2,600 organizations across 74 countries provided perspectives on the current state of leadership in their organizations and future talent-related needs. The study is based on data from 1,897 HR professionals and 12,423 leaders.
Review the highlights here before participating in our Global Leadership Forecast for 2014.
This document outlines six best practices for developing leaders that differentiate top companies from others: 1) CEO and board lead development efforts; 2) conduct comprehensive leadership assessments; 3) provide customized internal training with leaders as teachers; 4) integrate job assignments to accelerate development; 5) measure development efforts and hold leaders accountable; and 6) promote their leadership brand to stakeholders. Top companies are more likely to engage in these practices, such as spending more time on development by leadership, using varied assessments aligned with competencies, and rewarding leaders for developing talent.
The document discusses leadership culture and development at 3M. It outlines 3M's businesses and operations around the world. It emphasizes that 3M's strategic direction focuses on growth through innovation, developing organizations and people, and building relationships. It also discusses 3M's values, community involvement, environmental efforts, and developing a diverse talent pipeline to cultivate future leaders. Quality leadership is highlighted as driving change, having ideas and energy, and making courageous decisions to move the business forward.
Companies today need to drive performance from every aspect
of their IT investments. Find out how skills drive performance
results and how IBM is building skills for a smarter planet in
partnership with IBM Global Training Providers
The document outlines the key components of an effective talent management program, including competency management, workforce planning, talent acquisition, performance management, learning and development, leadership development, and succession management. It also lists additional common components like governance, external influencers, strategic alignment, organizational climate, and technology. The document emphasizes that talent programs must start with a positive company culture aligned with goals, and include globally aligned systems and processes to support recruitment, career development, training, and reward/retention of top talent. Initial steps include developing a talent strategy, identifying supporting systems, engaging leadership, and addressing fundamental gaps.
Its about building leadership and organizational effectiveness…Lean Leadership is - creating the Lean environment. It takes the organization to something better…different…new…Lean CULTURE.
Program Evaluation and Performance MeasurementSeta Wicaksana
Performance measurement data describes program achievement, and program evaluation explains why we see those results.
I don't want to give myself grades. I will leave evaluation of my achievements to history.
- Helmut Kohl
Siuberto Socarrás will be presenting on hot topics and trends in talent management and organizational development. The presentation will discuss challenges and trends in these areas based on industry experience, client engagements, research and social media. It will also cover the business context driving talent needs in 2014, including trends in the US, global markets, and certification programs. The Institute of Organizational Development will then discuss their 2014 offerings, including a talent management seminar series and certification programs.
The Global Leadership Forecast 2011 is the largest and most comprehensive study of its kind. Over 2,600 organizations across 74 countries provided perspectives on the current state of leadership in their organizations and future talent-related needs. The study is based on data from 1,897 HR professionals and 12,423 leaders.
Review the highlights here before participating in our Global Leadership Forecast for 2014.
This document outlines six best practices for developing leaders that differentiate top companies from others: 1) CEO and board lead development efforts; 2) conduct comprehensive leadership assessments; 3) provide customized internal training with leaders as teachers; 4) integrate job assignments to accelerate development; 5) measure development efforts and hold leaders accountable; and 6) promote their leadership brand to stakeholders. Top companies are more likely to engage in these practices, such as spending more time on development by leadership, using varied assessments aligned with competencies, and rewarding leaders for developing talent.
The document discusses leadership culture and development at 3M. It outlines 3M's businesses and operations around the world. It emphasizes that 3M's strategic direction focuses on growth through innovation, developing organizations and people, and building relationships. It also discusses 3M's values, community involvement, environmental efforts, and developing a diverse talent pipeline to cultivate future leaders. Quality leadership is highlighted as driving change, having ideas and energy, and making courageous decisions to move the business forward.
Companies today need to drive performance from every aspect
of their IT investments. Find out how skills drive performance
results and how IBM is building skills for a smarter planet in
partnership with IBM Global Training Providers
The document outlines the key components of an effective talent management program, including competency management, workforce planning, talent acquisition, performance management, learning and development, leadership development, and succession management. It also lists additional common components like governance, external influencers, strategic alignment, organizational climate, and technology. The document emphasizes that talent programs must start with a positive company culture aligned with goals, and include globally aligned systems and processes to support recruitment, career development, training, and reward/retention of top talent. Initial steps include developing a talent strategy, identifying supporting systems, engaging leadership, and addressing fundamental gaps.
Its about building leadership and organizational effectiveness…Lean Leadership is - creating the Lean environment. It takes the organization to something better…different…new…Lean CULTURE.
Program Evaluation and Performance MeasurementSeta Wicaksana
Performance measurement data describes program achievement, and program evaluation explains why we see those results.
I don't want to give myself grades. I will leave evaluation of my achievements to history.
- Helmut Kohl
Tqm and transformational leadership in private schoolsjunabundo
The document discusses Total Quality Management (TQM) and transformational leadership in private schools, noting that while the philosophies of quality management pioneers like Deming and Juran have influenced many organizations, there remains a gap between rhetoric and real understanding of these concepts in education. It provides an overview of TQM, including its emphasis on leadership, strategy, teamwork, analysis, and self-assessment to achieve excellence, as well as transformational leadership's "four I's" of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. The goal of TQM is continuous improvement of processes through an integrated system of tools, techniques,
This document discusses high performance organizations and uses Southwest Airlines as an example. It defines high performance organizations as intentionally designed to bring out the best in people and produce sustainable results by placing emphasis on intellectual capital. It examines the key components of high performance organizations, including employee involvement, self-directing teams, integrated technologies, organizational learning, and total quality management. It also outlines some of the management challenges faced and how Southwest Airlines utilizes various high performance organization components in its operations to achieve outcomes like highly satisfied employees and strong financial performance.
The document discusses how HR can add value to an organization through strategic human resource management practices. It outlines the HR value chain model which shows how HR activities can lead to improved HR outcomes and organizational objectives. Effective HR practices like talent acquisition, learning and development, and performance management can increase employee engagement, commitment and skills, leading to higher organizational performance in areas like productivity, quality and customer service. This in turn can improve the organization's financial results. Strategic HR aims to improve business performance through people by meeting both business and individual needs.
OrganizationalTransformationPaving the Way for Tomorrowpepper3126
This document discusses the need for organizational transformation at Education Career Management Corporation (ECMC) due to decreasing profits, changing market demands, and declining student retention rates. It recommends completing an assessment of the current organizational culture using an assessment tool, and emphasizing certain culture types to realign values and strategies. Specific transformation strategies proposed include revamping admissions processes, focusing on student success, improving technology, and acknowledging employee work demands. The goal is to improve financial performance and retention within one year through cultural and strategic changes.
Improve leadership effectiveness and bottom line results by learning how to select the best leadership coach for you and your organization. Identify the key criteria and competencies to look for and understand how to evaluate the effectiveness of the leadership coach.
The document summarizes an international certificate program in leadership for quality. The program aims to build executive leadership capacity through seminars, action learning, a quality challenge project, and executive coaching. Participants will identify an area for quality improvement, develop an action plan, implement it, and report on outcomes. The program occurs over 20 weeks and includes knowledge seminars, on-site coaching, and a quality challenge implementation project.
“Business people need to understand the psychology of risk more than the mathematics of risk.”
― Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture
This document discusses organizational development and focuses on developing teams in several key areas. It emphasizes that developing the team is important to improve operations and sustain customers. Some areas to focus on include human resources, facilities, trainings, innovation, automation, and customer relationships. The goal is to support an entrepreneurial culture, motivate the team through coaching and training, improve technical practices and communication, and monitor excellence.
The document describes Harrison Assessments, a system that uses behavioral assessments to help companies select, develop, and retain the best employees. It analyzes 175 job performance traits using 6500 job-specific formulas. The system provides pre-hire assessments, succession planning, individual development plans, and tools to improve team performance. It aims to continuously improve business results by better matching employees to jobs and identifying high-potential candidates for development.
The document proposes an outsourced leadership development program to improve organizational performance. It argues that most organizations lack internal resources for effective leadership programs and outlines a program including assessment, learning, and coaching. This program aims to increase employee engagement and discretionary effort through improving leadership effectiveness. Research cited shows high engagement correlates with increased productivity, customer satisfaction, retention, and financial performance. The value proposition is that outsourcing leadership development can yield a 6 to 1 return on investment by boosting engagement and discretionary effort through more effective leadership.
The document discusses how McDonald's applies principles of scientific management as outlined by Frederick Taylor. It describes how McDonald's divides labor into specialized roles, establishes standard methods for all tasks, and provides extensive training to develop employees. McDonald's also motivates high performance through incentive pay systems and opportunities for promotion based on merit. Overall, the document explains how McDonald's management techniques exemplify Taylor's principles of replacing rule-of-thumb work with scientific study, scientifically selecting and training employees, and providing supervision and instruction to maximize efficiency.
Leadership Development Strategy and Strategic Planning: The Chicken and Egg ...Elijah Ezendu
A classical review of relationship between Leadership Development Strategy and Strategic Planning. Failure at one end generates heterogeneous domino effects in the other. Their codependency culminates in Propensity for Assurance.
Strategic Human Resource Management Lecture 12RECONNECT
This is the lecture 12 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
Rights are reserved for this presentation. Please inbox 1st to get permission to use this
This document discusses leadership coaching and its benefits. It defines coaching as helping clients generate long-term excellent performance. Leadership coaching can improve business results, retention, and capacity. Studies found coaching delivers a 5.7x return on investment. Coaching helps leaders at all levels through challenges and skill development. It improves performance through incremental changes, changing thinking, and transformation. Coaching increases the odds of achieving goals by setting clear measures and accountability.
TRAINING ONORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS (KAIZEN) IMPLEMENTATION IN THE INDUSTRY CHERKOS SUB CITY ADDIS ABABA CITY ADMINISTRATION ETHIOPIA Vocational Education and Management improvement for change BY: BERHANU TADESSE TAYE October 2014
The document discusses lean leadership and outlines five key actions for lean leaders. It contrasts traditional leadership with lean leadership, noting that lean leaders define a shared vision, support people through coaching and feedback, and recognize success. The five lean leadership actions are: 1) being a teacher who builds knowledge, 2) building productive tension without stress, 3) eliminating fear and comfort, 4) leading through participation not proclamation, and 5) personally practicing lean principles. Lean leadership focuses on engaging and empowering people rather than rigidly controlling them.
2010 Exec Coaching Survey The Conf BoardLeda Karabela
This document summarizes the key findings of a research report on executive coaching practices in 2010. Some of the main findings include:
- Most coaching responsibilities are managed at the enterprise level, while funding typically comes from business units.
- External coaching engagements usually last between 3-9 months and focus on development and assessment.
- Internal coaching is used by 63% of organizations and focuses on similar areas as external coaching.
- Larger organizations are more likely to formally evaluate external coaching effectiveness.
The document discusses effective program evaluation and provides a case study example. It begins by outlining why evaluation is needed and common problems with evaluation. Effective evaluation includes planning, frameworks, data collection and analysis plans. A case study on a learning intervention at PolyWrighton to improve work engagement is then described in detail. The intervention was evaluated using a multi-level framework and showed positive results, including a 399% ROI. Additional resources on evaluation and the programs discussed are provided.
The document discusses various aspects of human resources management including defining HRM, recruitment and selection processes, training and development, and organizational structures. It provides details on job analysis, different types of recruitment sources, orientation processes, and evaluating the impact of training. Additionally, it examines concepts like centralization vs decentralization, different levels of organizational culture, and factors that influence the choice of organizational structure.
Tqm and transformational leadership in private schoolsjunabundo
The document discusses Total Quality Management (TQM) and transformational leadership in private schools, noting that while the philosophies of quality management pioneers like Deming and Juran have influenced many organizations, there remains a gap between rhetoric and real understanding of these concepts in education. It provides an overview of TQM, including its emphasis on leadership, strategy, teamwork, analysis, and self-assessment to achieve excellence, as well as transformational leadership's "four I's" of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. The goal of TQM is continuous improvement of processes through an integrated system of tools, techniques,
This document discusses high performance organizations and uses Southwest Airlines as an example. It defines high performance organizations as intentionally designed to bring out the best in people and produce sustainable results by placing emphasis on intellectual capital. It examines the key components of high performance organizations, including employee involvement, self-directing teams, integrated technologies, organizational learning, and total quality management. It also outlines some of the management challenges faced and how Southwest Airlines utilizes various high performance organization components in its operations to achieve outcomes like highly satisfied employees and strong financial performance.
The document discusses how HR can add value to an organization through strategic human resource management practices. It outlines the HR value chain model which shows how HR activities can lead to improved HR outcomes and organizational objectives. Effective HR practices like talent acquisition, learning and development, and performance management can increase employee engagement, commitment and skills, leading to higher organizational performance in areas like productivity, quality and customer service. This in turn can improve the organization's financial results. Strategic HR aims to improve business performance through people by meeting both business and individual needs.
OrganizationalTransformationPaving the Way for Tomorrowpepper3126
This document discusses the need for organizational transformation at Education Career Management Corporation (ECMC) due to decreasing profits, changing market demands, and declining student retention rates. It recommends completing an assessment of the current organizational culture using an assessment tool, and emphasizing certain culture types to realign values and strategies. Specific transformation strategies proposed include revamping admissions processes, focusing on student success, improving technology, and acknowledging employee work demands. The goal is to improve financial performance and retention within one year through cultural and strategic changes.
Improve leadership effectiveness and bottom line results by learning how to select the best leadership coach for you and your organization. Identify the key criteria and competencies to look for and understand how to evaluate the effectiveness of the leadership coach.
The document summarizes an international certificate program in leadership for quality. The program aims to build executive leadership capacity through seminars, action learning, a quality challenge project, and executive coaching. Participants will identify an area for quality improvement, develop an action plan, implement it, and report on outcomes. The program occurs over 20 weeks and includes knowledge seminars, on-site coaching, and a quality challenge implementation project.
“Business people need to understand the psychology of risk more than the mathematics of risk.”
― Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture
This document discusses organizational development and focuses on developing teams in several key areas. It emphasizes that developing the team is important to improve operations and sustain customers. Some areas to focus on include human resources, facilities, trainings, innovation, automation, and customer relationships. The goal is to support an entrepreneurial culture, motivate the team through coaching and training, improve technical practices and communication, and monitor excellence.
The document describes Harrison Assessments, a system that uses behavioral assessments to help companies select, develop, and retain the best employees. It analyzes 175 job performance traits using 6500 job-specific formulas. The system provides pre-hire assessments, succession planning, individual development plans, and tools to improve team performance. It aims to continuously improve business results by better matching employees to jobs and identifying high-potential candidates for development.
The document proposes an outsourced leadership development program to improve organizational performance. It argues that most organizations lack internal resources for effective leadership programs and outlines a program including assessment, learning, and coaching. This program aims to increase employee engagement and discretionary effort through improving leadership effectiveness. Research cited shows high engagement correlates with increased productivity, customer satisfaction, retention, and financial performance. The value proposition is that outsourcing leadership development can yield a 6 to 1 return on investment by boosting engagement and discretionary effort through more effective leadership.
The document discusses how McDonald's applies principles of scientific management as outlined by Frederick Taylor. It describes how McDonald's divides labor into specialized roles, establishes standard methods for all tasks, and provides extensive training to develop employees. McDonald's also motivates high performance through incentive pay systems and opportunities for promotion based on merit. Overall, the document explains how McDonald's management techniques exemplify Taylor's principles of replacing rule-of-thumb work with scientific study, scientifically selecting and training employees, and providing supervision and instruction to maximize efficiency.
Leadership Development Strategy and Strategic Planning: The Chicken and Egg ...Elijah Ezendu
A classical review of relationship between Leadership Development Strategy and Strategic Planning. Failure at one end generates heterogeneous domino effects in the other. Their codependency culminates in Propensity for Assurance.
Strategic Human Resource Management Lecture 12RECONNECT
This is the lecture 12 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
Rights are reserved for this presentation. Please inbox 1st to get permission to use this
This document discusses leadership coaching and its benefits. It defines coaching as helping clients generate long-term excellent performance. Leadership coaching can improve business results, retention, and capacity. Studies found coaching delivers a 5.7x return on investment. Coaching helps leaders at all levels through challenges and skill development. It improves performance through incremental changes, changing thinking, and transformation. Coaching increases the odds of achieving goals by setting clear measures and accountability.
TRAINING ONORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS (KAIZEN) IMPLEMENTATION IN THE INDUSTRY CHERKOS SUB CITY ADDIS ABABA CITY ADMINISTRATION ETHIOPIA Vocational Education and Management improvement for change BY: BERHANU TADESSE TAYE October 2014
The document discusses lean leadership and outlines five key actions for lean leaders. It contrasts traditional leadership with lean leadership, noting that lean leaders define a shared vision, support people through coaching and feedback, and recognize success. The five lean leadership actions are: 1) being a teacher who builds knowledge, 2) building productive tension without stress, 3) eliminating fear and comfort, 4) leading through participation not proclamation, and 5) personally practicing lean principles. Lean leadership focuses on engaging and empowering people rather than rigidly controlling them.
2010 Exec Coaching Survey The Conf BoardLeda Karabela
This document summarizes the key findings of a research report on executive coaching practices in 2010. Some of the main findings include:
- Most coaching responsibilities are managed at the enterprise level, while funding typically comes from business units.
- External coaching engagements usually last between 3-9 months and focus on development and assessment.
- Internal coaching is used by 63% of organizations and focuses on similar areas as external coaching.
- Larger organizations are more likely to formally evaluate external coaching effectiveness.
The document discusses effective program evaluation and provides a case study example. It begins by outlining why evaluation is needed and common problems with evaluation. Effective evaluation includes planning, frameworks, data collection and analysis plans. A case study on a learning intervention at PolyWrighton to improve work engagement is then described in detail. The intervention was evaluated using a multi-level framework and showed positive results, including a 399% ROI. Additional resources on evaluation and the programs discussed are provided.
The document discusses various aspects of human resources management including defining HRM, recruitment and selection processes, training and development, and organizational structures. It provides details on job analysis, different types of recruitment sources, orientation processes, and evaluating the impact of training. Additionally, it examines concepts like centralization vs decentralization, different levels of organizational culture, and factors that influence the choice of organizational structure.
Public and in-house workshop led by Jim Clemmer. Next public session in Toronto January 15, 2019. Full details and registration http://www.clemmergroup.com/events/leadership-coaching-workshops/
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Training and Development from Praveen DuraiDhruvi bhatt
This document discusses training and development in organizations. It defines training as providing employees with skills to perform their jobs. Effective training can improve skills, customer satisfaction, and organizational performance. Assessing training needs involves evaluating performance, jobs, attitudes, and abilities. Training includes improving knowledge, skills, attitudes, and analytical reasoning. An effective training process determines needs, sets objectives, selects techniques, implements programs, and evaluates outcomes. Management development prepares managers for current and future roles by changing attitudes and developing skills over the long term. Succession management in organizations requires identifying criteria for successors, diagnosing development requirements, and providing feedback.
This document discusses elements of effective management training programs. It emphasizes the importance of aligning training with business needs, evaluating outcomes, and involving stakeholders. It recommends engaging participants through interactive experiences and applying new skills to address business needs. Effective programs are tailored to different development levels and timeframes, and may incorporate elements like action learning, targeted mentoring, and group coaching.
This PowerPoint presentation, titled "HR for Non HR: Learning & Development (L&D)," is designed to provide non-HR professionals with an understanding of the significance and components of L&D in the workplace. The deck covers topics such as the importance of acquiring new skills, the ongoing process of enhancing individual and organizational performance, and key facts highlighting the value of L&D. It also delves into the components of learning and development, including learning, development, training, and education. The presentation emphasizes the need for organizations to prioritize L&D to foster a culture of continuous learning, innovation, and adaptability.
This document provides an introduction to training and development. It discusses key components of learning including learning, human capital, knowledge, training, development, formal and informal training. It also discusses explicit and tacit knowledge as well as knowledge management. The document outlines the importance of training and discusses factors that impact learning such as economic cycles, globalization, intangible assets, business strategy, diversity, generations, talent management, technology, and high-performance work systems. Finally, it discusses common training roles and in-demand skills.
Organizational Culture And Its Effects On Team Development...Ashley Lott
Organizational culture develops over time and affects team development and effectiveness. Understanding organizational culture is essential for achieving quality culture and enhancing team output and development. Critical factors that influence organizational culture include purpose, processes, history, goals, objectives, size, and social and economic factors. An organization can adopt methods to achieve an effective and efficient organizational culture by first defining and identifying the existing culture through surveys and interviews with employees.
Organizational development techniques aim to plan and implement change in organizations to enhance individual development and improve effectiveness. Total Quality Management (TQM) and strategic planning are two techniques discussed. TQM is based on continuous improvement and focuses on customers and suppliers. It involves applying W. Edwards Deming's 14 principles to transform schools through approaches like team teaching and site-based management. Strategic planning typically follows seven steps including developing a mission, analyzing internal/external environments, preparing assumptions, developing/communicating a strategy, establishing evaluation procedures, implementing the strategy, and evaluating results. Survey feedback is also outlined as a six-step organizational change approach involving data collection, analysis, feedback, and action planning.
Training and development are important for organizations to improve employee skills and performance. Training involves teaching employees specific skills for their jobs, while development helps employees grow in their roles and prepares them for advancement. Effective training and development programs can be evaluated through measuring trainee reactions, learning outcomes, behavioral changes, and impacts on organizational effectiveness such as improved productivity and reduced costs. Common types of training include classroom instruction, on-the-job training, and apprenticeships, while development may involve varied work experiences or formal education.
This presentation is about the importance of training supervisors to business success. It provides five examples of companies who had varied degrees of success with training depending on how they structured their objectives and C-suite support.
We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream and the associated roles, responsibilities, and tasks for the project plan. We will also review case studies to demonstrate how these differ based on the size of the project and the specific needs of the organization. You’ll walk away from this session with a tactical formula you can follow to create your end user adoption strategy and templates to support the process.
The document discusses the P-O-L-C framework for management functions including planning, organizing, leading, and controlling. It then discusses the economic, social, and environmental performance of organizations. Planning involves setting goals and strategies. Organizing includes structuring roles and allocating resources. Leading focuses on influencing others. Controlling monitors performance against standards. High economic performance satisfies investors through profits. Social performance considers stakeholders like employees and communities. Environmental performance addresses impacts on the environment. Integrating these areas of performance can build up all aspects of the business.
This document summarizes a presentation on performance management in higher education. The presentation includes discussions on:
1) Different types of performance management systems used for operational and strategic purposes, including performance appraisals, balanced scorecards, and total quality management.
2) Findings from a case study on performance development reviews at Lancaster University, which found the process effective for participation but that regular follow-up meetings were lacking.
3) A discussion of how performance management systems can conflict with organizational culture, and the need for research on these systems to have stronger theoretical foundations.
The document describes a leadership transformation program through the Care and Growth Model. The program includes four phases - Plan, Assessment, Implementation, and Sustain. In the Plan phase, the context is established and approach, timeline, and costs are defined. The Assessment phase involves 360-degree feedback, individual sessions, and identifying development areas. The Implementation phase covers workshops on the Care and Growth modules and coaching. The Sustain phase utilizes online learning and coaching to maintain the changes.
Public and in-house workshop led by Jim Clemmer. Next public session in Toronto January 14, 2019. Full details and registration http://www.clemmergroup.com/events/leadership-coaching-workshops/
The document outlines an approach to strategic leadership development. It discusses the need for a new focus on "orchestration" due to increased complexity and interactions. It proposes an innovative approach that addresses both individual leadership development and organizational leadership development. An example of a corporate leadership development program is provided, highlighting its goals, modules, and key success factors. A framework for leadership development involving various players and experiences is also presented.
The document summarizes an upcoming leadership development workshop called "The Extraordinary Leader". It discusses research showing dramatic performance differences between weak and strong leaders, and presents a strengths-based framework for helping individuals improve leadership effectiveness. The workshop uses a 360-degree feedback tool and focuses on developing three of a leader's existing strengths to significantly boost performance.
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June 14, 2012. The University of Southern Mississippi Gulf Park Campus.
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I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
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Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
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Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
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Comparing Stability and Sustainability in Agile Systems
Leadership Developmentand Your Business
1. Leadership Development
and
Your Business
John Kmiec, Ph.D., CRP
Instructional Systems Design Consultant
SAIC Training and Simulation Service Line
John.J.Kmiec.Jr@saic.com | 228.365.2559
2. Overview
• Purpose of this Discussion
• Cost of Leadership
• Core Leadership Assumptions
• Working Definitions
• Issues Impacting Leadership Effectiveness
• Leadership Development Example
• Additional Resources
3. Purpose
The purpose of this discussion is to examine leadership development,
what it is and what it is not, its costs and benefits, issues impacting its
effectiveness, an example, and additional resources.
4. Cost of Leadership
American companies spend about $24.5 Billion/Year on Leadership
Development programs – 35% of $70 Billion spent on training annually
• 60 percent of all companies cite “leadership gaps” as their top business challenge –
from front-line supervisors to executives
• Global expansion, rapidly expanding technologies, and capability gaps drive
leadership development needs – especially for Millennials
Source: Spending on Corporate Training Soars: Employee Capabilities Now A Priority by Josh
Bersin, 2/04/2014, Forbes Business, www.forbes.com
5. Cost of Leadership
From front-line supervisors to executives, “lousy” bosses, leaders and
managers present a real and present danger to employee engagement,
productivity, and profits.
According to Gallup, employee engagement levels in the United States have
remained stagnant the year 2000.
• 30-percent are Engaged (Involved, Enthusiastic and Committed)
• 50-percent are Not Engaged (Present but Uninspired)
• 20-percent are Actively Disengaged (Outright Saboteurs)
Source: State of the American Workplace: Employee engagement insights for U.S. business
leaders by Gallup, 2013, http://employeeengagement.com/
6. Cost of Leadership
Costs U.S. organizations $450-$550 billion* in lost productivity and
missed opportunities – Annually!
* Source: State of the American Workplace: Employee engagement insights for U.S. business
leaders by Gallup, 2013, http://employeeengagement.com/
• Waste and Rework
• Accidents and Incidents
• Legal Issues (Lawsuits)
• Lagging Innovation
• Lost Productivity
• Declining Sales
• Employee Turnover
• Absenteeism and
Presenteeism
• Higher Health Costs
• Outdated Infrastructure
• Customer Complaints
• Inventory Control Issues
(Theft)
• Lost Business
Opportunities
7. Core Leadership Assumptions
• Leadership is contextual and is influenced by culture.
• Leadership competencies can be learned and developed.
• Leadership development is a lifelong process.
• Leadership does not require a formal position.
• Leadership is inclusive.
• Leadership development is grounded in the awareness of strengths.
• Understanding the civic and global dimensions of leadership is essential.
• Leadership is ethical and is values-driven.
• Leadership directly and profoundly impacts employee engagement, work performance,
business results, and profitability.
Source: Core Leadership Assumptions adapted from Komives, S.R., Lucas, N., & McMahon, T.R. in Exploring
Leadership: For College Students Who Want to Make a Difference (2007). San Francisco: Jossey-Bass
Publishers. George Mason University, 2015, http://masonleads.gmu.edu/.
8. Working Definitions
• Leadership is a process of social influence, which maximizes the efforts of others,
towards the achievement of a goal (Kevin Kruse, Forbes, 2013).
• Followership is the ability to take direction well, to get in line behind a program, to
be part of a team and to deliver on what is expected of you (John McCallum, Ivey
Business Journal, 2013).
• Development: Development prepares people for additional job roles for the long
term; it refers to more personalized, individualized growth experiences, such as a
certification process, job rotation period, coaching or mentoring (Tara Duggan,
Chron, 2015).
• Training is the process by which people are taught critical skills to improve their
performance in the short term. (Tara Duggan, Chron, 2015) .
9. Issues Impacting Leadership Effectiveness
• Failure to provide enough leadership development across multiple levels in the
organization.
• Too many ad hoc, sporadic, or overly compressed frontline manager leadership
development programs that inadequately cover critical responsibilities.
• Failure to build an organizational culture that enables, supports and rewards
positive leadership behaviors.
• Lack of Mentoring and Coaching from Experienced Leaders.
• “Do What I Say, and Not What I Do” – Failure to Lead By Example.
• The “One and Done” Leadership Training Mentality.
• Investing too little too late into developing young leaders.
• Little or No Accountability for the results of leadership development programs.
10. Leadership Development Example
• PolyWrighton manufactures high quality, lightweight plastics used to package
food, beverage and personal care products
• Complex, massive, hazardous machinery used to process tons of toxic, flammable
chemicals under high heat and pressure
• Rigorous hygienic, chemical and environmental safety standards and specifications
leave very little room for error
• Raw materials are expensive and frequently in short supply, making reduction of
product waste and rework imperative
• New owners wanted better operational and financial performance
11. Leadership Development Example
Program Needs
• Product Waste ($245K/1%) and Rework ($35K/1%) costs $272,850/month
($3.27M/year)
• Stressed work environment barrier to Work Engagement
• Immediate managers unskilled and inexperienced
Evaluation Needs
• Effectiveness of learning intervention?
• Increase Work Engagement?
• Reduce Product Waste and Rework?
• Rollout Decision?
12. Leadership Development Example
• Immediate managers play a pivotal role in creating motivational work environments
that positively impact employee satisfaction
• Employee satisfaction is related to work engagement; psychological state
characterized by absorption, dedication, and vigor
• Increased work engagement is associated with improved job performance, business
impact and profitability
• Companies with world-class engagement have 3.9 times the Earnings per Share
growth rate compared with organizations with lower engagement in their same
industry. (Source: http://www.gallup.com)
Performance Ability + Motivation + Opportunity
Training, education
and experience
Confidence (I can) and commitment (I will)
What the organization
provides to employees
=
13. Leadership Development Example
Purpose: To prepare immediate managers to more effectively create and
sustain motivational work environments that positively impact work
engagement and organizational performance.
• 90-Day (7 session) Learning
Intervention based on the 5-Skills of
Savvy Managers
• Focuses on introspection and self-
coaching of the skills for continuous
learning and development
• Blended learning format (classroom,
online, on-the-job skills practice,
journaling, and peer-
review/interaction)
• Test Group (Production Unit) and
Control Group (Maintenance Unit)
research design
14. Leadership Development Example
Reaction (1)
• Relevance, importance and intent to use on the job
Learning (2)
• Successful application of 5 self-coaching skills
• Can create and sustain motivational environment
On-the-Job Application (3)
• Effectively, continuously apply 5 self-coaching skills
• Create and sustain motivational work environment
Business Impact (4)
• Reduce % Product Waste and Rework
• Increase Work Engagement
ROI (5): 15% Target ROI
15. Leadership Development Example
Reaction (1)
• Reaction questionnaires taken at the end of each of seven sessions
Learning (2)
• Pre- and post program skill self-assessment profiles
• Facilitator assessment of participant discussions, responses to
questions, and completed assignments during the program
• Utrecht Work Engagement Scale at program start, middle and end
On-the-Job Application (3)
• Skill self-assessment profiles (3-months)
• Utrecht Work Engagement Scale (3-months)
Business Impact (4)
• Percent Product Waste and Rework
• Utrecht Work Engagement Scale (6-months)
16. Leadership Development Example
Data Items Isolation of Effects
Monetary
Conversion
Percent Waste Trend analysis
Participant and
management estimates
Percentage of waste
times $245,000
Percent Rework Trend analysis
Participant and
management estimates
Percentage of rework
times $35,000
Work Engagement Control Group Not converted
17. Leadership Development Example
Reaction (1)
• Content relevance (4.16/5.0, 4.0)
• Importance (4.07/5.0, 4.0)
• Intent to use (4.23/5.0)
Learning (2)
• Pre program skill self-assessment profile mean (105.0/125)
• Post program skill self-assessment profile mean (107.6/125)
• Utrecht Work Engagement Scale: Test group higher than
control group by the end of the 90-day learning intervention
On-the-Job Application (3)
• Skill self-assessment profile mean (112.6/125) at 3-months
• Utrecht Work Engagement Scale: Test group higher than
control
18. Leadership Development Example
Business Impact (4)
• $367,500 Projected Trend - $119,350 Post Average = $248,150 per month
• $248,150 X 12 = $2,977,800 per year less cost for Waste and Rework
• 0.50 Impact Estimate X 0.85 Confidence X $2,977,800 = $1,265,565
ROI (5)
• Net Program Benefit/Program Costs X 100
• ($1,265,565 - $253,761)/$253,761 = 3.99 X 100 = 399%
Intangibles
• Increased Work Engagement
• Greater Employee Satisfaction
• Improved Teamwork and Communications
• Better Decision-making
19. Additional Resources
• Center for Creative Leadership: Podcasts
(http://insights.ccl.org/?topic&post_type=multimedia&multimedia-type=podcast).
• DDI Resources: Leadership Development Articles
(http://www.ddiworld.com/resources/leadership-development-articles).
• Greenleaf Center for Servant Leadership (http://www.greenleaf.org/).
• Harvard Business Review Leadership Development Topics
(https://hbr.org/topic/leadership-development).
• Jim Collins: Leadership Articles (http://www.jimcollins.com/article_topics/articles-
leadership.html).
• Ken Blanchard Companies (http://www.kenblanchard.com/Leading-Research).
• TED: Leadership Topics (https://www.ted.com/topics/leadership).
• The Conference Board (https://www.conference-board.org/).
20. Additional Resources
• Measuring ROI in Learning & Development: Case Studies from Global
Organizations. Editors: Patricia Pulliam Phillips, Ph.D. and Jack J. Phillips,
Ph.D. ASTD Press, Alexandria, VA , 2012
(http://www.roiinstitute.net/product/measuring-roi-in-learning-and-development-case-
studies-from-global-organizations/).
• Measuring the Success of Coaching. Patricia Pulliam Phillips, Jack J. Phillips,
and Lisa A. Edwards, ASTD Press, Alexandria, VA, 2012
(http://www.roiinstitute.net/product/measuring-the-success-of-coaching-a-step-by-step-guide-
for-measuring-roi/).
• Measuring the Success of Leadership Development. Patricia Pulliam Phillips,
Jack J. Phillips, and Rebecca Ray, ASTD Press, Alexandria, VA, 2015
(http://www.roiinstitute.net/product/measuring-the-success-of-leadership-development/).
• The Savvy Manager: 5 skills that Drive Optimal Performance. Jane R.
Flagello, Ph.D. and Sandra B. Dugas, Ph.D. ASTD Press, Alexandria, VA, 2009
(http://www.amazon.com/The-Savvy-Manager-Optimal-Performance/dp/1562865323).
21. Conclusion
• Purpose of this Discussion
• Cost of Leadership
• Core Leadership Assumptions
• Working Definitions
• Issues Impacting Leadership Effectiveness
• Leadership Development Example
• Additional Resources
22. Leadership Development
and
Your Business
John Kmiec, Ph.D., CRP
Instructional Systems Design Consultant
SAIC Training and Simulation Service Line
John.J.Kmiec.Jr@saic.com | 228.365.2559