How to Measure Experience Across the Employee LifecycleQualtrics
Meaningful employee feedback can come at multiple points throughout the employee's journey. In this session, Qualtrics' principal consultant, Dr. Ben Granger, will discuss the value of gathering insights across the employee lifecycle and share practical tips for gathering and connecting this data.
The digital age, with its hyperconnectivity and disruptive technologies, is forcing companies to rethink their people-management strategies. This involves changes in three major areas: Organizational model, relationships between the organization & people and leadership models & corporate culture.
Employee Engagement und Kundenzufriedenheit dominieren in diesem Jahr das Denken und Handeln der CEOs weltweit. Dabei spielt die Kultur eine zentrale Rolle. Einerseits ist diese leistungsorientiert, um Kunden zu gewinnen und zufrieden zu stellen. Deren Erwartungen gilt es zu erfüllen, ja über-zu-erfüllen. Andererseits ist diese darauf ausgerichtet, Talente zu entwickeln und an die jeweilige Organisation zu binden. Die CEOs fokussieren sich ggü. den Vorjahren mehr auf interne Stärken und damit auf organisches Wachstum. Auch Employee Engagement und Kundenzufriedenheit müssen sich an Wachstums- resp. Frühindikatoren messen lassen. Die Präsentation enthält diesbzgl. einige Hinweise und Handlungsempfehlungen.
How to Measure Experience Across the Employee LifecycleQualtrics
Meaningful employee feedback can come at multiple points throughout the employee's journey. In this session, Qualtrics' principal consultant, Dr. Ben Granger, will discuss the value of gathering insights across the employee lifecycle and share practical tips for gathering and connecting this data.
The digital age, with its hyperconnectivity and disruptive technologies, is forcing companies to rethink their people-management strategies. This involves changes in three major areas: Organizational model, relationships between the organization & people and leadership models & corporate culture.
Employee Engagement und Kundenzufriedenheit dominieren in diesem Jahr das Denken und Handeln der CEOs weltweit. Dabei spielt die Kultur eine zentrale Rolle. Einerseits ist diese leistungsorientiert, um Kunden zu gewinnen und zufrieden zu stellen. Deren Erwartungen gilt es zu erfüllen, ja über-zu-erfüllen. Andererseits ist diese darauf ausgerichtet, Talente zu entwickeln und an die jeweilige Organisation zu binden. Die CEOs fokussieren sich ggü. den Vorjahren mehr auf interne Stärken und damit auf organisches Wachstum. Auch Employee Engagement und Kundenzufriedenheit müssen sich an Wachstums- resp. Frühindikatoren messen lassen. Die Präsentation enthält diesbzgl. einige Hinweise und Handlungsempfehlungen.
These slides share the author's experience while leading multiple Captive R&D/ Technology organizations in India. Some of these contents are part of a business case study.
In a pilot study carried out by McKinsey & Company, the Cultural Transformation Tools CTT were used in parallel with 30 structured consultant interviews. The Cultural Transformation Tools CTT were found to provide a more comprehensive analysis and more credible results at a fraction of the cost.
Achieving High-Impact HR requires a shift to a new level of maturity. Traditional models that focus on service delivery efficiency and cost reduction are important, but now we must move further – from “rationalization” to “optimization” of the entire HR function.
DMR BLUE TRANSFORMATION & PEOPLEMANAGEMENT (FOKUS: GLOBAL LEADERSHIP)Marc Wagner
BEST-PRACTICE TRANSFORMATION & PEOPLEMANAGEMENT - FOKUS: GLOBAL LEADERSHIP
Many companies find themselves trying to deal with a market environment of overwhelming
complexity and maximum dynamics, moving at such a velocity that rigid local large corporate
structures and hierarchical “command and control” management methods cannot keep pace.
Established companies are being shunted to the side more and more often. Enterprises designed
to focus on constantly increasing efficiency are losing ground in competition with innovative
startups or are disappearing completely from the radar screen. This is primarily a cultural rather
than a strategic problem. A well-known Stanford professor once said: “Corporate culture without
strategy is meaningless. And a strategy without corporate culture is powerless.”
So what ingredients do companies, especially their management, need to secure their success in
the future? What can be done to ensure that transformation and innovation capability become
firmly established in the corporate culture, the cultural DNA? And what are the features of successful
transformation programs and their orientation in which efficiency and innovation are not
mutually exclusive?
In our search for the answers to these questions, we initiated dialogs with transformation experts
from various enterprises, seeking to determine the common success factors and lessons learned
which would enable us to present a range of examples showing how transformation competence
can be anchored in a company – whether in the form of transformation programs such as those at
E.ON or of a separate unit like “Group Transformation Change” at Deutsche Telekom AG. Our
special attention was devoted to the new, intercultural challenges which the leaders must confront
head-on in these novel and agile structures. For instance, we cast an intense spotlight on the
cultural
differences between the Asian and European regions and went into especially deep detail
while examining the European differences between France and Germany. As we did so, it was
important
to us to differentiate in our perspective and to see cultural differences as strengths and
enrichment – far removed from any classic stereotypes. Taking as our model diversity
management
at Otto Group, we show how the created diversity (which is not restricted to the single criterion
of
the various nationalities) can be exploited and steered. We describe the tried and tested method of
“organizational energy”, which reveals toxic and corrosive developments in companies, as a means
of making cultural changes and transformation requirements visible.
Come along with us on our “transformation journey” as we explore global leadership, cultural
change, and transformation best practice! I trust you will find inspiration as you read these articles
and wish you the best of success in applying what you learn from them!
Innovation capability or the ability to reinvent yourself continuously and to combine existing technologies intelligently to create new products – and to do so faster than anyone else – is becoming essential for survival. This may appear from the perspective of a startup to be a challenge that can be mastered. What, however, does this requirement mean for “the old tankers” and large corporations that operate on the basis of “legacy structures” and so do not appear to be at all innovative, trusting more, as in the past, in the uncompromising drive to increase efficiency? As is our usual procedure, we do not speak ex cathedra from our own position, but ask renowned experts and top managers to report on their experience (eg. Thomas Sattelberger, Uwe Tigges, CHRO RWE, Tom Oliver, Tom Oliver Group, Prof. Thomas Edig, formerly chief personnel officer at Porsche, since 1 Octobre 2015 management board at VW Commercial Vehicles, Frank Kohl-Boas, Google; Thorsten Unger, Director of the GAME e.V., Dietmar Welslau, Group’s Officer for HR transformation at DTAG; Niall Dune, CSO, British Telecom; Georg Pepping, Managing Director HR, T-Systems International GmbH)
The modern workplace evolution is unstoppable, and Human Resources is diligent in finding its footing in the 21st century. Here is a guide to the most likely trends to affect HR in 2019
The Institution opened a new specialist training centre in Sheffield Business Park on Tuesday 13 October at a special event attended by Institution President Professor Richard Folkson and the Lord Mayor of Sheffield, Councillor Talib Hussain.
The fourth presentation was given by Rob Austin and Andrew Spencer, who represented the Learning and Development team at the Institution of Mechanical Engineers. They took the audience through what training offering was available and what training resources were available to members of the Institution
It was my pleasure to share these ideas and best-in-class solutions for Human Capital Management at the at the 46th LTEN conference in Nashville, TN with my colleague and co-presenter John Constantine.
Talent Management - Aligning Implementation with Your Organization’s NeedsCornerstone OnDemand
Patients are every healthcare organization’s main focus. HCR ManorCare knew that to provide the best patient care, they needed to start with their biggest resource: their people. They discuss their approach to implementing a talent management strategy in this recording.
It was an ever-changing process as they welcomed a new COO, faced adjustments in the organization’s strategy, and had to manage struggles with funding as reimbursement changes in healthcare occurred. Their approach focused on improved employee learning, succession planning for key positions, and linking performance management to training and succession.
In this viewcast, you will learn:
• How to link your Talent Management approach to your organization’s strategy
• Strategies for adjusting your approach due to internal and external issues that will occur during implementation
• The importance of doing a full organizational assessment prior to implementing a Talent Management strategy
View our webinar, “Unified Talent Management: How HCR ManorCare Made Their People The Priority,“ to learn some strategies around developing an people-focused talent management strategy.
국가든 기업이든 리더가 어떤 리더십을 발휘하느냐에 따라 흥망이 결정된다. 전세계 어디에 가나 리더십을 교육하는 기관들은 넘쳐나지만 인재 발굴 양성, 리더십 교육에 있어 세계 최고라는 찬사를 받고 있는 곳이 바로 GE크로톤빌이다. GE 리더십 인재양성 비결을 배우기 위해 그동안 무수히 많은 국내외 기업인들이 GE크로톤빌로 향했다. 전세계 최고 리더십 양성기관 GE크로톤빌의 라구 크리슈나무르티 원장이 지난 120여년간 GE가 세계 최고 기업중 하나로 군림하는데 결정적 역할을 한 GE 리더십 양성법에 대해 이야기한다.
- GE크로톤빌이 세계적인 리더십 양성기관이 된 비결은
- 현재 리더십은 과거의 리더십과 어떻게 다른가
- 리더십이 탁월한 사람들에게서 발견할 수 있는 공통분모는
- GE크로톤빌에서 리더십 교육을 할 때 가장 강조하는 덕목은
- 리더십을 발휘할 때 가장 커다란 장애물이 되는 것은
라구 크리슈나무르티 (GE, CLO 겸 크로톤빌 원장)
Doing things better by delivering change and adding value to business modelsAndre Jankowitz
101 Business Insights is the go-to business portal for anyone involved in business today. Whether you’re an MBA graduate in search of that perfect job or an experienced MD looking for information on the latest trends, 101 Business Insights is a site designed for you
These slides share the author's experience while leading multiple Captive R&D/ Technology organizations in India. Some of these contents are part of a business case study.
In a pilot study carried out by McKinsey & Company, the Cultural Transformation Tools CTT were used in parallel with 30 structured consultant interviews. The Cultural Transformation Tools CTT were found to provide a more comprehensive analysis and more credible results at a fraction of the cost.
Achieving High-Impact HR requires a shift to a new level of maturity. Traditional models that focus on service delivery efficiency and cost reduction are important, but now we must move further – from “rationalization” to “optimization” of the entire HR function.
DMR BLUE TRANSFORMATION & PEOPLEMANAGEMENT (FOKUS: GLOBAL LEADERSHIP)Marc Wagner
BEST-PRACTICE TRANSFORMATION & PEOPLEMANAGEMENT - FOKUS: GLOBAL LEADERSHIP
Many companies find themselves trying to deal with a market environment of overwhelming
complexity and maximum dynamics, moving at such a velocity that rigid local large corporate
structures and hierarchical “command and control” management methods cannot keep pace.
Established companies are being shunted to the side more and more often. Enterprises designed
to focus on constantly increasing efficiency are losing ground in competition with innovative
startups or are disappearing completely from the radar screen. This is primarily a cultural rather
than a strategic problem. A well-known Stanford professor once said: “Corporate culture without
strategy is meaningless. And a strategy without corporate culture is powerless.”
So what ingredients do companies, especially their management, need to secure their success in
the future? What can be done to ensure that transformation and innovation capability become
firmly established in the corporate culture, the cultural DNA? And what are the features of successful
transformation programs and their orientation in which efficiency and innovation are not
mutually exclusive?
In our search for the answers to these questions, we initiated dialogs with transformation experts
from various enterprises, seeking to determine the common success factors and lessons learned
which would enable us to present a range of examples showing how transformation competence
can be anchored in a company – whether in the form of transformation programs such as those at
E.ON or of a separate unit like “Group Transformation Change” at Deutsche Telekom AG. Our
special attention was devoted to the new, intercultural challenges which the leaders must confront
head-on in these novel and agile structures. For instance, we cast an intense spotlight on the
cultural
differences between the Asian and European regions and went into especially deep detail
while examining the European differences between France and Germany. As we did so, it was
important
to us to differentiate in our perspective and to see cultural differences as strengths and
enrichment – far removed from any classic stereotypes. Taking as our model diversity
management
at Otto Group, we show how the created diversity (which is not restricted to the single criterion
of
the various nationalities) can be exploited and steered. We describe the tried and tested method of
“organizational energy”, which reveals toxic and corrosive developments in companies, as a means
of making cultural changes and transformation requirements visible.
Come along with us on our “transformation journey” as we explore global leadership, cultural
change, and transformation best practice! I trust you will find inspiration as you read these articles
and wish you the best of success in applying what you learn from them!
Innovation capability or the ability to reinvent yourself continuously and to combine existing technologies intelligently to create new products – and to do so faster than anyone else – is becoming essential for survival. This may appear from the perspective of a startup to be a challenge that can be mastered. What, however, does this requirement mean for “the old tankers” and large corporations that operate on the basis of “legacy structures” and so do not appear to be at all innovative, trusting more, as in the past, in the uncompromising drive to increase efficiency? As is our usual procedure, we do not speak ex cathedra from our own position, but ask renowned experts and top managers to report on their experience (eg. Thomas Sattelberger, Uwe Tigges, CHRO RWE, Tom Oliver, Tom Oliver Group, Prof. Thomas Edig, formerly chief personnel officer at Porsche, since 1 Octobre 2015 management board at VW Commercial Vehicles, Frank Kohl-Boas, Google; Thorsten Unger, Director of the GAME e.V., Dietmar Welslau, Group’s Officer for HR transformation at DTAG; Niall Dune, CSO, British Telecom; Georg Pepping, Managing Director HR, T-Systems International GmbH)
The modern workplace evolution is unstoppable, and Human Resources is diligent in finding its footing in the 21st century. Here is a guide to the most likely trends to affect HR in 2019
The Institution opened a new specialist training centre in Sheffield Business Park on Tuesday 13 October at a special event attended by Institution President Professor Richard Folkson and the Lord Mayor of Sheffield, Councillor Talib Hussain.
The fourth presentation was given by Rob Austin and Andrew Spencer, who represented the Learning and Development team at the Institution of Mechanical Engineers. They took the audience through what training offering was available and what training resources were available to members of the Institution
It was my pleasure to share these ideas and best-in-class solutions for Human Capital Management at the at the 46th LTEN conference in Nashville, TN with my colleague and co-presenter John Constantine.
Talent Management - Aligning Implementation with Your Organization’s NeedsCornerstone OnDemand
Patients are every healthcare organization’s main focus. HCR ManorCare knew that to provide the best patient care, they needed to start with their biggest resource: their people. They discuss their approach to implementing a talent management strategy in this recording.
It was an ever-changing process as they welcomed a new COO, faced adjustments in the organization’s strategy, and had to manage struggles with funding as reimbursement changes in healthcare occurred. Their approach focused on improved employee learning, succession planning for key positions, and linking performance management to training and succession.
In this viewcast, you will learn:
• How to link your Talent Management approach to your organization’s strategy
• Strategies for adjusting your approach due to internal and external issues that will occur during implementation
• The importance of doing a full organizational assessment prior to implementing a Talent Management strategy
View our webinar, “Unified Talent Management: How HCR ManorCare Made Their People The Priority,“ to learn some strategies around developing an people-focused talent management strategy.
국가든 기업이든 리더가 어떤 리더십을 발휘하느냐에 따라 흥망이 결정된다. 전세계 어디에 가나 리더십을 교육하는 기관들은 넘쳐나지만 인재 발굴 양성, 리더십 교육에 있어 세계 최고라는 찬사를 받고 있는 곳이 바로 GE크로톤빌이다. GE 리더십 인재양성 비결을 배우기 위해 그동안 무수히 많은 국내외 기업인들이 GE크로톤빌로 향했다. 전세계 최고 리더십 양성기관 GE크로톤빌의 라구 크리슈나무르티 원장이 지난 120여년간 GE가 세계 최고 기업중 하나로 군림하는데 결정적 역할을 한 GE 리더십 양성법에 대해 이야기한다.
- GE크로톤빌이 세계적인 리더십 양성기관이 된 비결은
- 현재 리더십은 과거의 리더십과 어떻게 다른가
- 리더십이 탁월한 사람들에게서 발견할 수 있는 공통분모는
- GE크로톤빌에서 리더십 교육을 할 때 가장 강조하는 덕목은
- 리더십을 발휘할 때 가장 커다란 장애물이 되는 것은
라구 크리슈나무르티 (GE, CLO 겸 크로톤빌 원장)
Doing things better by delivering change and adding value to business modelsAndre Jankowitz
101 Business Insights is the go-to business portal for anyone involved in business today. Whether you’re an MBA graduate in search of that perfect job or an experienced MD looking for information on the latest trends, 101 Business Insights is a site designed for you
Performance through agility generic v2.2 seminarRobert Twiddy
Agility Way provides training and coaching services in Performance Through Agility. This presentation fro a seminar that took place in Bangkok in September 2018
The purpose of this transformative journey is to
rethink opportunities in our rapidly changing economic landscape. Strive for the higher purpose, reshape your business value and create meaningful value propositions leading to innovative businessmodels.
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.
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
JobLink™, Aon Hewitt's global job levelling approach, offers an option of using a traditional points factor methodology, or a career levelling approach, or both in harmony. Descriptors and wording can be adjusted to fit your terminology, ensuring that JobLink™ is flexibly aligned to your organisational requirements.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
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.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
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.
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.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
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.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Embracing GenAI - A Strategic ImperativePeter 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.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
2. WIN - WIN
Sustainable
VALUE CREATION
INNOVATION
CONTINUITY
PRODUCTIVITY
RESULTS
COMPETITIVENESS
MEANING
SELF DEVELOPMENT
RECOGNITION
PASSION IN JOB
WORKLIFE BALANCE
Labor market
Global Economy
Individualisation
New
CONTEXT
EMPLOYER
EMPLOYEE
13. WHICH PARTS OF WORK ORGANISATION WILL CHANGE?
Culture & leadership | How?
Jobs & career | What?
Structures & organisation | Whereby and with whom?
Time & Place | When and where?
14. NEW ATTITUDES AND COMPETENCES FOR EMPLOYEES AND LEADERS
Open leadership: authenticity
Leader is talentmanager, social architect, facilitator, coach
Create a culture of trust
Define clear goals and objectives
Continuous dialogue
Stop controlling start interacting
Culture & leadership
16. From job-descriptions to roles
Personal branding
Market place with individual talent and tasks and projects
Temporary roles in projects
Transitional career
Jobs & career
17. Structures & organisation
More autonomy in the teams
Minimal structure and rules
Agility embedded in organisational structure
Communities
Project-structure
19. MAKE A BUSINESS CASE
COMMUNICATION-PLAN
CREATE A INTERDISCIPLINARY PROJECT-TEAM
CREATE BUY-IN AT C-LEVEL
INTEGRATED APPROACH INSTEAD OF AD HOC INITIATVES
20. in the business processes
Development
in the HR processes
Staffing
in the culture of the organisation
Performance
Reward
Embed