Kibble Education and Care Centre moved to an eLearning system to reduce overtime costs for mandatory staff training and accommodate varying shift patterns. They planned the project, sourced course material from subject experts and the internet, and received training on the eLearning system and course building. An initial child protection course was built and feedback was positive, with staff appreciating being able to complete training during shifts and at their own pace. Kibble aims to continue expanding their eLearning system by improving reporting, evaluations, and course development to fully utilize eLearning for staff training.
The document discusses the journey of David St School in New Zealand to modernize its education approach through increased use of technology. It notes the changing vision for education to develop lifelong learners and the need to teach students how to learn. The school implemented a strategic technology plan, investing in computers, tools, and questioning culture. Students and teachers began utilizing blogs and web tools to enhance learning, share reflections, and develop connected digital citizenship. The school's journey to integrate technology into learning continues.
No hierarchy organizations- are fine but....Erwan Hernot
In this digital age, we talk about no-hierarchy organizations. Fine, but then, we need to give believers a complete view of the corporate landscape that needs to change...
Kibble Education and Care Centre moved to an eLearning system to reduce overtime costs for mandatory staff training and accommodate varying shift patterns. They planned the project, sourced course material from subject experts and the internet, and received training on the eLearning system and course building. An initial child protection course was built and feedback was positive, with staff appreciating being able to complete training during shifts and at their own pace. Kibble aims to continue expanding their eLearning system by improving reporting, evaluations, and course development to fully utilize eLearning for staff training.
The document discusses the journey of David St School in New Zealand to modernize its education approach through increased use of technology. It notes the changing vision for education to develop lifelong learners and the need to teach students how to learn. The school implemented a strategic technology plan, investing in computers, tools, and questioning culture. Students and teachers began utilizing blogs and web tools to enhance learning, share reflections, and develop connected digital citizenship. The school's journey to integrate technology into learning continues.
No hierarchy organizations- are fine but....Erwan Hernot
In this digital age, we talk about no-hierarchy organizations. Fine, but then, we need to give believers a complete view of the corporate landscape that needs to change...
In the digital age, platforms that provide banking solutions and services have become more important than the banks themselves. As platforms have direct access to customers, they control most of the profits from transactions. Just as Booking.com controls the hotel industry, some non-banking companies are now providing banking services through easy-to-use platforms and interfaces, relegating banks to a secondary role for less profitable activities by losing control over the customer relationship.
Le digital change les modèles économiquesErwan Hernot
A l'ère numérique, on vante le "test and learn" et les méthodes agiles. Pourquoi ? Parce qu'on passe d'une économie linéaire à une économie de plateforme. Et ça change tout.
A l'ère numérique, on pense que la machine intelligente va remplacer l'homme. Ce qui est sûr, c'est qu'on la trouve jusque dans les conseils d'administration...
From digital native to digital immigrant!Erwan Hernot
This document discusses different levels of digital adoption and the mindset shifts required to progress to higher levels. It outlines that having a low digital level requires awareness of digital concepts, a mid level requires understanding new requirements and changing practices, and a high level means adopting new management practices and developing more agile reflexes. Reaching the high level involves learning from others, reframing work to add value for clients, and fostering out of the box thinking in one's team.
Entering the digital age means losing our bearingsErwan Hernot
Entering the digital age means losing our bearings as technology accelerates business changes by automating jobs, crushing barriers and allowing new players and innovations. As reality changes with the digital world, our existing mental models are not enough and we must learn to acquire new knowledge and behaviors to understand unknown territories and stay ahead.
The document contrasts two types of managers for the digital age worker. The improved manager is over informed, compares and connects information to put knowledge in perspective. They highlight motivating job satisfaction, encourage independent work, and want ideas shared. In contrast, the traditional manager stresses strict supervision, external rewards and penalties. They ask fewer questions and are less expressive, while boundaries between their world and workers' world remain important.
Les compétences relationnelles, condition sine qua non de l'efficacité managé...Erwan Hernot
Focus sur les compétences relationnelles ! Elles sont souvent évoquées mais rarement identifiées. Elles seules permettent aux capacités cognitives des dirigeants de donner leur pleine mesure. Dit autrement : la "belle mécanique intellectuelle" chère aux français ne suffit plus dans le monde d'aujourd'hui...
Coopérer, tendance 7 du cahier de tendances C-CampusErwan Hernot
Passer d'une organisation hiérarchique à une organisation collaborative. C'est l'une des clés des entreprises qui réussiront dorénavant. Quelques pistes pour une bonne collaboration dans l'entreprise. Un article de Sandrine Nogues de C-Campus.
Linda Jackson, Pdg de Citroen, à l'occasion du salon de l'automobile : "Dirige-t-on autrement ? Les femmes sont certainement plus à l'écoute, plus collégiales..."
Cahier de tendances Management, Tendance n° 3 Manager au féminin
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
In the digital age, platforms that provide banking solutions and services have become more important than the banks themselves. As platforms have direct access to customers, they control most of the profits from transactions. Just as Booking.com controls the hotel industry, some non-banking companies are now providing banking services through easy-to-use platforms and interfaces, relegating banks to a secondary role for less profitable activities by losing control over the customer relationship.
Le digital change les modèles économiquesErwan Hernot
A l'ère numérique, on vante le "test and learn" et les méthodes agiles. Pourquoi ? Parce qu'on passe d'une économie linéaire à une économie de plateforme. Et ça change tout.
A l'ère numérique, on pense que la machine intelligente va remplacer l'homme. Ce qui est sûr, c'est qu'on la trouve jusque dans les conseils d'administration...
From digital native to digital immigrant!Erwan Hernot
This document discusses different levels of digital adoption and the mindset shifts required to progress to higher levels. It outlines that having a low digital level requires awareness of digital concepts, a mid level requires understanding new requirements and changing practices, and a high level means adopting new management practices and developing more agile reflexes. Reaching the high level involves learning from others, reframing work to add value for clients, and fostering out of the box thinking in one's team.
Entering the digital age means losing our bearingsErwan Hernot
Entering the digital age means losing our bearings as technology accelerates business changes by automating jobs, crushing barriers and allowing new players and innovations. As reality changes with the digital world, our existing mental models are not enough and we must learn to acquire new knowledge and behaviors to understand unknown territories and stay ahead.
The document contrasts two types of managers for the digital age worker. The improved manager is over informed, compares and connects information to put knowledge in perspective. They highlight motivating job satisfaction, encourage independent work, and want ideas shared. In contrast, the traditional manager stresses strict supervision, external rewards and penalties. They ask fewer questions and are less expressive, while boundaries between their world and workers' world remain important.
Les compétences relationnelles, condition sine qua non de l'efficacité managé...Erwan Hernot
Focus sur les compétences relationnelles ! Elles sont souvent évoquées mais rarement identifiées. Elles seules permettent aux capacités cognitives des dirigeants de donner leur pleine mesure. Dit autrement : la "belle mécanique intellectuelle" chère aux français ne suffit plus dans le monde d'aujourd'hui...
Coopérer, tendance 7 du cahier de tendances C-CampusErwan Hernot
Passer d'une organisation hiérarchique à une organisation collaborative. C'est l'une des clés des entreprises qui réussiront dorénavant. Quelques pistes pour une bonne collaboration dans l'entreprise. Un article de Sandrine Nogues de C-Campus.
Linda Jackson, Pdg de Citroen, à l'occasion du salon de l'automobile : "Dirige-t-on autrement ? Les femmes sont certainement plus à l'écoute, plus collégiales..."
Cahier de tendances Management, Tendance n° 3 Manager au féminin
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
HRMantra is a cutting-edge HR technology solution that harnesses artificial intelligence for digital transformation of HR operations. It streamlines processes like attendance management, performance evaluations, project progress tracking, employee database management, and payroll processing with automated income tax & benefit plans calculations. Unlock productivity, compliance automation, and data-driven insights with this innovative HR cloud platform for the future of work.
Why you need to recognize your employees? (15 reasons + tips)Vantage Circle
Discover the top reasons for employee recognition. Learn practical tips for creating an effective recognition program that benefits employees, managers, and the entire organization.
1. In the digital age, employees are in charge of their employability because
there is too much unpredictability to guaranty long term employment from
the twentieth century: enter lifelong learning!
Career
• I am the one in
charge of my
career
• Lifelong learning
becomes vital
Learning
Training
Job /
Mission
• Your job is taken
care of by your
company for a
limited time frame :
the mission.
From long term
employment to
changing
missions
Information grows, connections
happen…
Producing and accelerating
changes…
Giving path to unpredictability
Knowledge as a stock
becomes increasingly obsolete
• Training and learning
are combined to
maintain and sustain
lifelong employability