Caratteristiche organizzative che supportano la creatività e l'innovazione
https://www.manager.it/default.asp?page=A_creainnovaz.html&folder=f_innovazione
Leadership is Simple. Followership is a Challenge. Lehigh University Guest L...Joe Hessmiller
Asked to give to talk on Leadership at Lehigh University for an upperclass Leadership course. Rather than focus on 'good leadership', talk focused on what it takes to be a good follower. Effective leaders need effective followers to be successful. Offered students some ideas on how to become leaders by showing that they understood what it takes to be an effective follower.
Social Capital: using ONA to unleash potential across an organizationmichael ...CareerBuilder
Michael Arena is the Chief Talent Officer at Social Capital. His document discusses how understanding and leveraging social capital can benefit organizations. It provides evidence that executives who received training on social capital were more likely to be promoted and stay at their organizations compared to peers. The document also discusses how social networks impact performance, innovation, and productivity within organizations. It emphasizes the importance of brokers, connectors, and energizers in networks and highlights principles for spreading ideas across networks, such as following energy, embracing conflict, and maintaining proximity through face-to-face interactions.
In the past, knowledge was treated as just another company asset, that could be captured, stored and retrieved in a big warehouse. The role of knowledge managers was to 'manage' knowledge. This is still important for certain knowledge, but most of our knowledge is inherently attached to people. Thus, Rather than desperately trying to connect employees with some KM system, it is even more important to connect people with each other. Therefore, the role of a knowledge manager has all of a sudden become even more interesting by thinking of ways to enable employees to connect with others inside and outside the company. The introduction of an enterprise social network is only one aspect to facilitate these connections.
This presentation, given at the Legal KM Conference in London in May 2013, talks about these changes and challenges of introducing an enterprise social network in a professional (legal) environment and particular workstreams of a change acceleration programme.
The document summarizes John Kotter's eight steps for leading change: 1) establishing a sense of urgency, 2) creating a guiding coalition, 3) developing a vision and strategy, 4) communicating the change vision, 5) empowering broad-based action, 6) generating short-term wins, 7) consolidating gains and producing more change, and 8) anchoring new approaches in the culture. It provides details on why change efforts fail and how to successfully lead organizational change through establishing a vision, communicating effectively, empowering others, and institutionalizing changes.
Enabling sustainable transformation- Gary O'Brien (ThoughtWorks Live)Thoughtworks
Gary explores the hurdles that must be overcome in order to become a responsive and values-driven organisation.
Gary works with large enterprises to drive change to the culture, planning, governance, and structure of the enterprise to better align with customers’ needs
Increasing Business Agility & Customer Value through Lean Transformation - Fi...Thoughtworks
Fiona shares her experiences (the good and the bad) in strategy, transformation, operational and culture change, with a focus on maximising customer and business value through innovation.
Fiona is a business transformation executive with extensive experience and a track record of delivering large-scale change and results through business transformation.
This document discusses leadership and innovation in times of crisis. It provides insights into leadership approaches, challenges with innovation, and strategies for developing and funding innovative solutions. Some key points include: leadership must address deficits but also take a "spiky" approach; prizes don't effectively drive innovation which instead relies on exposing ideas to diverse thinkers and solving real problems; and funding innovative projects requires creating costed business plans and focusing on prevention to reduce costs. Examples of successful innovative nursing projects that improved outcomes and reduced costs are also provided.
The Case for Executive Advising- Leland SandlerLeland Sandler
Leland Sandler's presentation on the case for executive advising- accelerated growth of leaders. Topics include effectively dealing with complexity, technical vs adaptive change, and leadership blind spots.
Follow Leland:
WEBSITE: http://lelandsandler.com/
THE SANDLER GROUP: http://sandlergroup.net/
TWITTER: https://twitter.com/lelandsandler
FACEBOOK: http://facebook.com/thesandlergroup
Leadership is Simple. Followership is a Challenge. Lehigh University Guest L...Joe Hessmiller
Asked to give to talk on Leadership at Lehigh University for an upperclass Leadership course. Rather than focus on 'good leadership', talk focused on what it takes to be a good follower. Effective leaders need effective followers to be successful. Offered students some ideas on how to become leaders by showing that they understood what it takes to be an effective follower.
Social Capital: using ONA to unleash potential across an organizationmichael ...CareerBuilder
Michael Arena is the Chief Talent Officer at Social Capital. His document discusses how understanding and leveraging social capital can benefit organizations. It provides evidence that executives who received training on social capital were more likely to be promoted and stay at their organizations compared to peers. The document also discusses how social networks impact performance, innovation, and productivity within organizations. It emphasizes the importance of brokers, connectors, and energizers in networks and highlights principles for spreading ideas across networks, such as following energy, embracing conflict, and maintaining proximity through face-to-face interactions.
In the past, knowledge was treated as just another company asset, that could be captured, stored and retrieved in a big warehouse. The role of knowledge managers was to 'manage' knowledge. This is still important for certain knowledge, but most of our knowledge is inherently attached to people. Thus, Rather than desperately trying to connect employees with some KM system, it is even more important to connect people with each other. Therefore, the role of a knowledge manager has all of a sudden become even more interesting by thinking of ways to enable employees to connect with others inside and outside the company. The introduction of an enterprise social network is only one aspect to facilitate these connections.
This presentation, given at the Legal KM Conference in London in May 2013, talks about these changes and challenges of introducing an enterprise social network in a professional (legal) environment and particular workstreams of a change acceleration programme.
The document summarizes John Kotter's eight steps for leading change: 1) establishing a sense of urgency, 2) creating a guiding coalition, 3) developing a vision and strategy, 4) communicating the change vision, 5) empowering broad-based action, 6) generating short-term wins, 7) consolidating gains and producing more change, and 8) anchoring new approaches in the culture. It provides details on why change efforts fail and how to successfully lead organizational change through establishing a vision, communicating effectively, empowering others, and institutionalizing changes.
Enabling sustainable transformation- Gary O'Brien (ThoughtWorks Live)Thoughtworks
Gary explores the hurdles that must be overcome in order to become a responsive and values-driven organisation.
Gary works with large enterprises to drive change to the culture, planning, governance, and structure of the enterprise to better align with customers’ needs
Increasing Business Agility & Customer Value through Lean Transformation - Fi...Thoughtworks
Fiona shares her experiences (the good and the bad) in strategy, transformation, operational and culture change, with a focus on maximising customer and business value through innovation.
Fiona is a business transformation executive with extensive experience and a track record of delivering large-scale change and results through business transformation.
This document discusses leadership and innovation in times of crisis. It provides insights into leadership approaches, challenges with innovation, and strategies for developing and funding innovative solutions. Some key points include: leadership must address deficits but also take a "spiky" approach; prizes don't effectively drive innovation which instead relies on exposing ideas to diverse thinkers and solving real problems; and funding innovative projects requires creating costed business plans and focusing on prevention to reduce costs. Examples of successful innovative nursing projects that improved outcomes and reduced costs are also provided.
The Case for Executive Advising- Leland SandlerLeland Sandler
Leland Sandler's presentation on the case for executive advising- accelerated growth of leaders. Topics include effectively dealing with complexity, technical vs adaptive change, and leadership blind spots.
Follow Leland:
WEBSITE: http://lelandsandler.com/
THE SANDLER GROUP: http://sandlergroup.net/
TWITTER: https://twitter.com/lelandsandler
FACEBOOK: http://facebook.com/thesandlergroup
This document discusses considerations for migrating an organization to the cloud. It recommends answering key questions about the cloud roadmap, understanding the organization and different generations within it, addressing employee fears around job security with the cloud, hiring enthusiastic cloud advocates, over-communicating changes, dealing with difficulties, focusing on personnel, and having fun to improve morale during the transition. The presentation ends with contact information for the presenters and a prize drawing.
Psychology of Motivation and Change : Presented by Sanjay KumaroGuild .
More than new process adoption, experts say Agile is a mindset change. But, as many of us may have experienced, changing people is tough. And, mindset change even tougher, at times almost impossible.
In this session we reviewed some important concepts related to human motivation and their inclination to change, that in turn helps us answer some of the following questions:
What motivates people?
Difference between intrinsic motivation and extrinsic motivation?
Can people change? Do they even want to change?
If yes, what kind of changes they might prefer?
Are there ways to make people amenable to change?
MassChallenge is the largest startup accelerator and competition. It connects over 700 entrepreneurs and their startups each year to mentors, investors, and other resources to help them launch and grow their businesses. Examples of past successful startups that participated include Altaeros Energies, which develops airborne wind turbines, and BIOARRAY Therapeutics, which creates personalized breast cancer diagnostics. MassChallenge aims to catalyze startup growth and job creation to foster innovation.
The document discusses leadership and followership. It defines a leader as someone who guides others and helps them work towards shared goals, while an effective follower is coachable, anticipates needs, offers solutions, and earns trust through dependability. The document argues that leadership requires effective followers and focuses on getting the right people engaged in pursuing a joint vision. It provides rules for effective followership and emphasizes monitoring key performance and condition data, like an automobile dashboard, to ensure the team is working well together towards their objectives.
Organisational ambidexterity is key to driving long-term growth and success within any business. We explore what organisational ambidexterity is, what it means for you, and how you can achieve it.
The document discusses principles for sustainable growth, including doing fewer initiatives but making them bolder, simplifying operations to keep costs low, and unleashing people through resources and authority. It emphasizes the need for focus amid business temptations, and executing on insights through leadership commitment. Sustainable growth is a journey requiring continuing effort to innovate broadly while avoiding overexpansion that increases complexity faster than revenues.
1. The document discusses how a leader can create a "pocket of greatness" by building a healthy, high-performing culture within their sphere of influence, despite constraints from the larger organization.
2. It outlines the leadership paradigm needed, including being intentional, clarifying your vision, adopting a destination orientation, modeling the preferred future, and protecting the pocket.
3. Practices for leaders to build their pocket are also provided, such as communicating their vision, defining the pocket, establishing strategic clarity, addressing root causes when change is needed, and getting close to the situation.
The document discusses fostering creativity in teams through structured interventions and assessing creativity in organizational groups. It outlines theories of creativity and definitions, then describes applied research findings showing that creativity can be stimulated in teams through appropriate structures and techniques. The Manchester Business School approach establishes supportive climates using methods like "invitations" to improve idea generation. Various studies and inventories have examined how creative climates encourage intrinsic motivation and impact team development stages.
Topic 3 Developing Entrepreneurial Creativity And Innovationguest81462b
This document discusses developing entrepreneurial creativity and innovation. It defines creativity as unique and novel responses to problems and opportunities. The process of creativity involves knowledge accumulation, incubation, generating ideas, and evaluation/implementation. Barriers to creativity include personal beliefs, fear of criticism, and stress. Innovation is finding new or better goods/services, and types include invention, extension, duplication, and synthesis. Sources of innovation come from unexpected events, new knowledge, demographic changes, and process needs. Barriers to innovation exist at both the organizational and individual level. Creativity and innovation are important for entrepreneurs to ensure survival, explore new markets, and exploit resources. Strategies to encourage them include recognizing ability, changing perceptions, changing culture, and
The document discusses innovation through vision, people, and process. It summarizes that vision requires leadership to communicate goals and empower employees. Assembling diverse teams with various skills and personalities helps spark creativity. Defining an innovation process provides structure while allowing flexibility to encourage new ideas and continuous improvement. Metrics to define and measure success should align with organizational goals and culture.
We are proud to announce our fifteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Ponencia impartida por Melani Oliver, directora del programa Innovación en el Gobierno Local de Nesta, el 5 de julio de 2013 en la II European Summer School of Social Innovation
What Is Appreciative Inquiry Some Quotes On 1 PageJohn Loty
Appreciative Inquiry (AI) is a method that focuses on discovering the positive in organizations to help envision and achieve a desired future. It involves gathering stories of past successes and using them to imagine new possibilities. The goal is to expand what is thought to be possible and translate visions into reality. AI uses positive questioning to explore strengths and innovations, which generates compelling images of the organization's future potential.
The document summarizes a panel discussion on managing innovation. It provides details on the moderator, panelists and their organizations. It also summarizes the panel's discussion on topics like where to look for innovation, how to foster creativity, and how to handle failure. The document concludes with the questions discussed and useful resources recommended for further reading.
2012 Innovation Workshop - Seeing What is Next in HealthcareLeAnna J. Carey
My Innovation Workshop 2012 in San Francisco
Does your leadership team have a commitment to and investment in innovation?
How is it expressed? Is there a vision or a roadmap?
Where are the greatest opportunities for growth or biggest pain points that innovation could address?
What kind or organizational infrastructure supports your innovation agenda?
Creativity and innovation management involves connecting ideas in new ways. There are five sources of creativity: grace (divine inspiration), accident (serendipity), association (applying ideas from one area to another), cognitive processes (normal thinking), and personality (an innate ability). Fostering creativity requires overcoming intrinsic factors like fear of failure, cultural barriers, and emotional blocks. Creativity has three main components - motivation from interest in the work, expertise and knowledge in a subject area, and flexible creative thinking. Common myths are that only certain personality types can be creative and that money is the main motivator.
Bees and Trees - a novel way for large companies and startups to co-create su...Demos Helsinki
1) The document discusses a partnership model called "Bees & Trees" that facilitates business experiments between startups ("Bees") and large traditional companies ("Trees") to co-create sustainable innovations.
2) Through facilitated meetings and innovation camps, four pilot business experiments were conducted between 2016-2017, including one between the startup ResQ Club and large food company S Group to fight food waste.
3) Lessons learned from the experiments showed potential for impact but also challenges from different priorities and timelines between large companies and startups. Facilitation was found crucial for setting targets and timelines. The document provides a manual for replicating the Bees & Trees collaboration model.
This document discusses considerations for migrating an organization to the cloud. It recommends answering key questions about the cloud roadmap, understanding the organization and different generations within it, addressing employee fears around job security with the cloud, hiring enthusiastic cloud advocates, over-communicating changes, dealing with difficulties, focusing on personnel, and having fun to improve morale during the transition. The presentation ends with contact information for the presenters and a prize drawing.
Psychology of Motivation and Change : Presented by Sanjay KumaroGuild .
More than new process adoption, experts say Agile is a mindset change. But, as many of us may have experienced, changing people is tough. And, mindset change even tougher, at times almost impossible.
In this session we reviewed some important concepts related to human motivation and their inclination to change, that in turn helps us answer some of the following questions:
What motivates people?
Difference between intrinsic motivation and extrinsic motivation?
Can people change? Do they even want to change?
If yes, what kind of changes they might prefer?
Are there ways to make people amenable to change?
MassChallenge is the largest startup accelerator and competition. It connects over 700 entrepreneurs and their startups each year to mentors, investors, and other resources to help them launch and grow their businesses. Examples of past successful startups that participated include Altaeros Energies, which develops airborne wind turbines, and BIOARRAY Therapeutics, which creates personalized breast cancer diagnostics. MassChallenge aims to catalyze startup growth and job creation to foster innovation.
The document discusses leadership and followership. It defines a leader as someone who guides others and helps them work towards shared goals, while an effective follower is coachable, anticipates needs, offers solutions, and earns trust through dependability. The document argues that leadership requires effective followers and focuses on getting the right people engaged in pursuing a joint vision. It provides rules for effective followership and emphasizes monitoring key performance and condition data, like an automobile dashboard, to ensure the team is working well together towards their objectives.
Organisational ambidexterity is key to driving long-term growth and success within any business. We explore what organisational ambidexterity is, what it means for you, and how you can achieve it.
The document discusses principles for sustainable growth, including doing fewer initiatives but making them bolder, simplifying operations to keep costs low, and unleashing people through resources and authority. It emphasizes the need for focus amid business temptations, and executing on insights through leadership commitment. Sustainable growth is a journey requiring continuing effort to innovate broadly while avoiding overexpansion that increases complexity faster than revenues.
1. The document discusses how a leader can create a "pocket of greatness" by building a healthy, high-performing culture within their sphere of influence, despite constraints from the larger organization.
2. It outlines the leadership paradigm needed, including being intentional, clarifying your vision, adopting a destination orientation, modeling the preferred future, and protecting the pocket.
3. Practices for leaders to build their pocket are also provided, such as communicating their vision, defining the pocket, establishing strategic clarity, addressing root causes when change is needed, and getting close to the situation.
The document discusses fostering creativity in teams through structured interventions and assessing creativity in organizational groups. It outlines theories of creativity and definitions, then describes applied research findings showing that creativity can be stimulated in teams through appropriate structures and techniques. The Manchester Business School approach establishes supportive climates using methods like "invitations" to improve idea generation. Various studies and inventories have examined how creative climates encourage intrinsic motivation and impact team development stages.
Topic 3 Developing Entrepreneurial Creativity And Innovationguest81462b
This document discusses developing entrepreneurial creativity and innovation. It defines creativity as unique and novel responses to problems and opportunities. The process of creativity involves knowledge accumulation, incubation, generating ideas, and evaluation/implementation. Barriers to creativity include personal beliefs, fear of criticism, and stress. Innovation is finding new or better goods/services, and types include invention, extension, duplication, and synthesis. Sources of innovation come from unexpected events, new knowledge, demographic changes, and process needs. Barriers to innovation exist at both the organizational and individual level. Creativity and innovation are important for entrepreneurs to ensure survival, explore new markets, and exploit resources. Strategies to encourage them include recognizing ability, changing perceptions, changing culture, and
The document discusses innovation through vision, people, and process. It summarizes that vision requires leadership to communicate goals and empower employees. Assembling diverse teams with various skills and personalities helps spark creativity. Defining an innovation process provides structure while allowing flexibility to encourage new ideas and continuous improvement. Metrics to define and measure success should align with organizational goals and culture.
We are proud to announce our fifteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Ponencia impartida por Melani Oliver, directora del programa Innovación en el Gobierno Local de Nesta, el 5 de julio de 2013 en la II European Summer School of Social Innovation
What Is Appreciative Inquiry Some Quotes On 1 PageJohn Loty
Appreciative Inquiry (AI) is a method that focuses on discovering the positive in organizations to help envision and achieve a desired future. It involves gathering stories of past successes and using them to imagine new possibilities. The goal is to expand what is thought to be possible and translate visions into reality. AI uses positive questioning to explore strengths and innovations, which generates compelling images of the organization's future potential.
The document summarizes a panel discussion on managing innovation. It provides details on the moderator, panelists and their organizations. It also summarizes the panel's discussion on topics like where to look for innovation, how to foster creativity, and how to handle failure. The document concludes with the questions discussed and useful resources recommended for further reading.
2012 Innovation Workshop - Seeing What is Next in HealthcareLeAnna J. Carey
My Innovation Workshop 2012 in San Francisco
Does your leadership team have a commitment to and investment in innovation?
How is it expressed? Is there a vision or a roadmap?
Where are the greatest opportunities for growth or biggest pain points that innovation could address?
What kind or organizational infrastructure supports your innovation agenda?
Creativity and innovation management involves connecting ideas in new ways. There are five sources of creativity: grace (divine inspiration), accident (serendipity), association (applying ideas from one area to another), cognitive processes (normal thinking), and personality (an innate ability). Fostering creativity requires overcoming intrinsic factors like fear of failure, cultural barriers, and emotional blocks. Creativity has three main components - motivation from interest in the work, expertise and knowledge in a subject area, and flexible creative thinking. Common myths are that only certain personality types can be creative and that money is the main motivator.
Bees and Trees - a novel way for large companies and startups to co-create su...Demos Helsinki
1) The document discusses a partnership model called "Bees & Trees" that facilitates business experiments between startups ("Bees") and large traditional companies ("Trees") to co-create sustainable innovations.
2) Through facilitated meetings and innovation camps, four pilot business experiments were conducted between 2016-2017, including one between the startup ResQ Club and large food company S Group to fight food waste.
3) Lessons learned from the experiments showed potential for impact but also challenges from different priorities and timelines between large companies and startups. Facilitation was found crucial for setting targets and timelines. The document provides a manual for replicating the Bees & Trees collaboration model.
This document provides an overview of key reasons for failure to innovate within organizations. It identifies the top ten causes of failure to innovate as: confusing the role of innovation, failing to clarify innovation goals, not recognizing innovation barriers, failing to engage the entire organization, lack of recognition of the importance of communication, underestimating the need for innovation resources, having an unclear process for selecting innovation projects, failure to create an innovation culture, and treating innovation as a destination rather than a journey. The document stresses that innovation is essential for success and provides frameworks to help organizations better foster innovation.
The document discusses innovation and how to build an innovative environment within an organization. It notes that people and corporate culture are the most important drivers of innovation, and that leaders play a key role by encouraging and modeling innovative behavior. It outlines a five-stage process for building an innovative environment that includes defining the type of innovation needed, connecting diverse groups of people, engaging employees, supporting innovation efforts, and measuring and motivating innovation.
Creativity and Sustainable Innovation: The Essential Keys for Progress - Dr. ...Sustainable Brands
In order to drive sustainability within an organization, it must come from a set of practices and culture that's driven by radical thinking. Not just answers. Radical questions! Dr. Robert Epstein discusses sustainable innovation and how specific practices that stimulate creativity can be embedded into every level of an company. Topics include Generativity Theory and research, 12 creative competencies for individuals and managers, games and exercises that strengthen creativity skills and boost innovation, and three practices to keep creativity flowing.
The document discusses Appreciative Inquiry (AI), a strengths-based approach to organizational change and development. It provides an overview of AI, including its key principles and the 5-D cycle of Define, Discover, Dream, Design, and Destiny. Case studies are presented showing how various organizations have used AI to improve performance, build shared visions, and develop strategic plans through collaborative inquiry and storytelling.
The document discusses strategic plans for Myerscough Golf Academy to expand and improve its facilities and operations. It identifies current problems like the golf course and driving range being too small. Solutions proposed include expanding the golf course onto nearby land and developing the driving range. It also recommends forming strategic alliances with other local clubs and hotels to attract events and customers. Creativity and developing a learning organization are emphasized to strategically change, grow, and ensure a good future for the facility.
The document provides guidelines for promoting innovation and knowledge sharing in organizations. It discusses the importance of becoming vulnerable, taking risks, stretching organizational capacity, living the new capacity, and evaluating outcomes to create new knowledge. It also recommends creating knowledge sharing communities, trust, and an environment that promotes different learning styles and knowledge building. Technical facilities like intelligent agents and powerful search algorithms can also help knowledge sharing.
This document discusses sources of innovation and how to lead innovation. It identifies three sources of innovation: autonomous, systemic, and collaborative. Autonomous innovation can come from outside a company, systemic innovation results from a planned process within a company, and collaborative innovation occurs through group partnerships. The document also discusses impediments and enablers to innovation, including culture, technology, and measurements. It describes the phases of the innovation lifecycle and characteristics of innovative leaders and environments, including emphasizing learning over analysis, successive approximation, and making innovation central to organizational goals. Qualities of innovative people and key environmental factors that enable innovation are also outlined.
This document discusses three examples of systematic innovation:
1) The Medici family in 15th century Florence systematically supported innovators from different fields and places, fostering unprecedented collaboration and cross-pollination of ideas that sparked the European Renaissance.
2) Modern companies like Google systematically apply principles like collaboration across disciplines, creating support systems for innovation, and embracing new technologies to consistently generate innovations.
3) Open-source software projects demonstrate how systematically involving large networks of people in problem-solving through new Internet technologies can lead to transformative innovations.
Similar to Organizzazione Creativa 6: Dare vita a un clima creativo (20)
Gestione del Tempo 4. I sei Consigli di valutazione del Tempo Manager.it
The document provides tips for managing time at the start of each day. Tip #1 is to preview your schedule and get oriented by reviewing your priorities and plans for the week. Tip #2 is to prioritize activities as most important (QI) or second most important (QII) to focus on. Tip #3 is to organize your schedule with time-sensitive tasks on the right and flexible tasks on the left. The document also recommends evaluating your week by reflecting on goals achieved, challenges faced, decisions made, and whether you focused on priorities.
Gestione del Tempo 3. I Quadranti del Tempo per Gestire le attivitàManager.it
This document discusses time management and prioritizing important tasks. It explains Stephen Covey's time management matrix which divides tasks into four quadrants based on their urgency and importance. The most important quadrant is quadrant II which contains important but not urgent tasks. The document provides a six step process for focusing on quadrant II tasks: 1) connect with your vision and mission, 2) identify your roles, 3) select goals for each role, 4) organize your week, 5) exercise integrity, and 6) evaluate. It emphasizes the importance of scheduling priorities rather than prioritizing your schedule in order to focus on quadrant II goals.
Gestione del Tempo 1. I sei passi della gestione del tempoManager.it
This document outlines a framework for improving time management skills. It discusses connecting goals to a mission and vision, reviewing roles and responsibilities, identifying goals, organizing weekly schedules, and evaluating progress. The framework uses both a "clock" approach of managing commitments and a "compass" approach of leading with vision and values. Traditional time management approaches are also mentioned, from basic notes and checklists to more advanced planning, prioritization, and control.
Ipercompetizione 5. Capacità di creare delle DiscontinuitàManager.it
Speed and surprise are important capabilities for taking advantage of opportunities, responding quickly to competitors, and gaining competitive advantages. Speed enhances a firm's ability to serve customers and choose when to enter a market. Surprise is also crucial as it can delay competitors' entrance into the market, allowing more time for a firm to create a strong position before the competition responds.
Strategic soothsaying is a process of seeking new knowledge to predict and create temporary opportunities that competitors do not currently serve. These opportunities can be found by creatively combining products, understanding trends that will create new opportunities, and serving new customer markets with existing company capabilities.
Ipercompetizione 2. Strategia della DiscontinuitàManager.it
The document discusses a strategy for disruption in a hypercompetitive era. It outlines having a vision for disruptions that create superior stakeholder satisfaction through strategic foresight. It also emphasizes building capabilities for speed and surprise against opponents as well as tactics like shifting rules of competition, using signals to influence the future, and executing simultaneous and sequential strategic thrusts.
HR Management 4. Gestione delle PerformanceManager.it
The document discusses performance management and appraisals, outlining their purposes, processes, and key elements. It notes that appraisals should provide information for promotion and salary decisions, as well as opportunities for managers and subordinates to review work and develop improvement plans. The document also identifies common problems that can occur in appraisal processes, such as bias, lack of clear standards, and poor feedback, and provides examples of competency and performance result elements that should be evaluated.
This document discusses training and development processes. It covers assessing training needs through task and competency analysis. It also discusses developing competency profiles for positions and creating training matrices. The document provides tips for enhancing training effectiveness such as making material meaningful, providing practice, and motivating trainees. It describes formal courses, on-the-job training like apprenticeships, and informal mentoring. Finally, it discusses evaluating training across four levels from reactions to learning to behavior change to business impact.
This document discusses different types of employee selection tests, including their advantages and disadvantages. The three main factors that determine test quality are criterion validity, content validity, and reliability. Common types of selection tests are cognitive ability tests, personality tests, and interviews. Cognitive ability tests measure general mental ability and have high reliability but can show adverse impact. Personality tests provide more applicant information but responses may be altered and validity is lacking. Interviews allow skills assessment but are subjective and unreliable.
HR Management 1. I principi dell'HR managementManager.it
The document discusses the principles of human resource (HR) management, including an overview of the HR management cycle and how HR strategy relates to business results. It also covers topics like manpower planning, recruitment, and selection. Specifically, it describes manpower planning as determining current and future staffing needs based on factors like company strategy, job analysis, and projected turnover. It also discusses techniques for recruiting external candidates like using a recruitment yield pyramid to determine the number of applicants needed to hire the required staff.
Gestione delle Competenze 5. Formazione e SviluppoManager.it
This document discusses competency-based training and development frameworks. It outlines assessing employees' current competency levels, identifying any gaps between their competencies and those required for their positions, and developing training and development programs to close those gaps. The frameworks include competency profiles per position and training matrices that identify compulsory training needed to develop specific competencies.
Gestione delle Competenze 4. Pianificazione delle CarriereManager.it
This document discusses competency-based career planning and development. It defines career path as a series of positions requiring similar competencies that allow an employee to achieve higher positions. It outlines assessing employees' career needs and competency levels, as well as organizational needs, and developing matching development programs including training, assignments, and programs. These include defining competency profiles for positions, categorizing positions into job families with career paths, and implementing development programs.
Gestione delle Competenze 3. Intervista nelle Selezioni Manager.it
The document discusses competency-based interviews for selection. It describes conventional interviews as unstructured with no standard format or scoring system, resulting in low reliability and validity. Competency-based interviews are structured around competencies, with questions focused on past behavioral examples. The STAR (Situation, Task, Action, Result) approach is used to disclose specific examples. Competency-based interviews have high validity and reliability due to standardized scoring based on behavioral indicators. Potential biases in interviews like first impressions, halo effect, and contrast effect are also outlined.
Gestione delle Competenze 2. Sviluppare il modello di competenzaManager.it
This document discusses competency-based human resource management. It defines competency as a combination of skills, knowledge, and behaviors that can be measured and are indicators of successful job performance. Competency models focus on how a job is performed rather than just what tasks are involved. The document outlines the competency identification process and provides examples of competency definitions and key behaviors. It also discusses benefits of competency models for both managers and employees, such as improved hiring and performance management. Finally, it identifies characteristics of successful competency model implementation, including alignment with organizational goals, integration across HR processes, effective communication, and making the models part of the organizational culture.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
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
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Organizzazione Creativa 6: Dare vita a un clima creativo
1. 1. Creativity and Types of Innovation
2. Conceptual Blocks : Constancy, Compression and
Complacency
3. Three Components of Creativity
4. The Paradoxical Characteristics of Creative Groups
5. Tools for Defining Problems and Creating New Ideas
6.Creating a Creative Climate
Creative and Innovative Thinking Skills
3. Organizational Characteristics thatOrganizational Characteristics that
Support Creativity and InnovationSupport Creativity and Innovation
Risk taking is
acceptable to
management
New ideas and
new ways of
doing things are
welcomed
Information is
free flowing
Employees
have access to
knowledge
sources
Good ideas are
supported by
executive
patrons
Innovators are
rewarded
4. Creating a Creative ClimateCreating a Creative Climate
MotivationMotivation ChallengeChallenge
EmpowermentEmpowerment
FunFun
FreedomFreedom TimeTime
SupportSupport
5. Creating a Creative ClimateCreating a Creative Climate
DynamismDynamism EnergyEnergy
OpennessOpenness
DebateDebate
and Dialogand Dialog
ExperimentationExperimentation TrustTrust
RiskRisk
6. Creating a Creative ClimateCreating a Creative Climate
DynamismDynamism EnergyEnergy
OpennessOpenness
DebateDebate
and Dialogand Dialog
ExperimentationExperimentation TrustTrust
RiskRisk