Dr. Earl Harewood currently lectures for Edinburgh’s Herriot-Watt University/Australian Institute of Business/School of Higher Education. He performs the same role for the Australian Institute of Business/School of Higher Education Teaching and Learning Association Liaisons to Trinidad. He teaches corporate ethics and corporate social responsibility and has taught social and organizational change and organizational culture.
Harewood earned his MBA in Organizational Change and Development from Regent University in 2003. He earned an MS in Organizational Counselling in 2008 from The Johns Hopkins University and his PhD in Human Resource Development from the University of Minnesota - Twin Cities.
Presentation Summary - Leading Performance Improvement in T&T: Global Strategies for Sustainability
Whether performance is where it needs to be or not in Trinidad and Tobago, one will never know as forecasting, planning, benchmark, international practice accreditation and pointed industry research is seldom practiced. What this means is that there is more reacting because when situations surface there is no clear plan to address them. Added to this, investment in targeted training and development activities are few so many persons’ exposure to new systems, practices, processes and techniques are almost non-existent so innovation never
happens and new products, services and ideas never emerge. Subsequently, if there is to be improved performance, there is greater need to understand the socio-historical barriers to encouraging creative problem solving, idea sharing and promotion of innovative practices that will lead to new and improved products, services, standards and people practices suitable
for launching the nation into the 22nd century competitively placed for global competition. This will take more intentional approaches to leading innovative performance improvement initiatives which will require human resources and other leaders to fully develop the eight competencies we will discuss during the presentation.
5th Annual Global Diversity Seminar Barcelona, Pepsi Presentation by Maurcie CoxIcon Group Innovations
Maurice Cox gave a keynote presentation on the future of diversity & Inclusion for corporates at the 5th Annual Global Diversity & Inclusion Seminar in Barcelona.
Leading and managing in the 2020 workplace challenges for gen x leaders in wa...Cegos Asia Pacific Pte Ltd
This new joint research paper delivered by Cegos Asia Pacific, Temasek Polytechnic and the Singapore Training and Development Assoc highlights the leadership and managerial challenges in the 2020 workplace - with special attention on Gen X'ers who are leaders-in-waiting. The research was carried out in Singapore and has inputs from across SE Asia.
There is much talk about Generation Y and that is fair enough! That said, we felt a focus on Generation X was needed as the changes in the workplace over the next 5-7 years will be enormous when you consider: The iGen joining the workforce, an Ageing population continuing to contribute to organisational success, the increasing integration and use of technologies at work and within learning, the multicultural and often remote working environment and much more.
Some key outputs here for developing the leadership and management skill-sets in this increasingly cross generational and multi-dimensional workplace.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
5th Annual Global Diversity Seminar Barcelona, Pepsi Presentation by Maurcie CoxIcon Group Innovations
Maurice Cox gave a keynote presentation on the future of diversity & Inclusion for corporates at the 5th Annual Global Diversity & Inclusion Seminar in Barcelona.
Leading and managing in the 2020 workplace challenges for gen x leaders in wa...Cegos Asia Pacific Pte Ltd
This new joint research paper delivered by Cegos Asia Pacific, Temasek Polytechnic and the Singapore Training and Development Assoc highlights the leadership and managerial challenges in the 2020 workplace - with special attention on Gen X'ers who are leaders-in-waiting. The research was carried out in Singapore and has inputs from across SE Asia.
There is much talk about Generation Y and that is fair enough! That said, we felt a focus on Generation X was needed as the changes in the workplace over the next 5-7 years will be enormous when you consider: The iGen joining the workforce, an Ageing population continuing to contribute to organisational success, the increasing integration and use of technologies at work and within learning, the multicultural and often remote working environment and much more.
Some key outputs here for developing the leadership and management skill-sets in this increasingly cross generational and multi-dimensional workplace.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
CMI's paper argues that the Government is right to look at the issue of women's under representation in the boardroom, not only for reasons of fairness but because it will be to the benefit of business to draw on a wider talent pool and a diversity of viewpoints.
A crisis of competence: The 'skills gap' and what it means for businessBill Sheridan, CAE
Many young professionals are unprepared to meet the challenges posed by a changing and complex world. The reason? The “skills gap.” There’s a chasm between the skills they need to succeed and those they actually possess. Bill Sheridan examines the skills you will need to succeed going forward … and how to get them.
How best to sum up our 2016 Workplace Trends? This year, more than ever, our report represents a confluence of forces that can’t be described in one word. We are leaders in an era of ever-increasing complexity and change. Clearly, leadership today requires understanding and foresight across a landscape that is both wide and deep.
AMBCC Education and Workforce DevelopmentMichael Hill
The AMBCC Education and Workforce Development Committee is comprised of members in the labor/staffing industry, recruiters and human resource professionals.
Helping organisations to build more diverse teams and professionals to have successful careers is part of our purpose to power people and organisations to fulfil their unique potential. That’s why we’re committed to supporting the D&I strategies of our clients, designing our recruitment processes to ensure the talent pools we present are as diverse and inclusive as possible.
Estudo feito pela Oxford Economics
Talento Global de 2021 Como a nova geografia do talento vai transformar estratégias de recursos humanos
mudanças na oferta de talentos irá ocorrer durante a próxima década. Para completar os resultados
de nossa pesquisa quantitativa, foi realizada uma série de entrevistas em profundidade com HR
executivos de todo o mundo e chamou a experiência de nosso comitê de direção de RH.
Nossa pesquisa revela não só paisagem de amanhã para o talento global será
dramaticamente diferente do que a de hoje, mas que alguns países e Industries
precisam de se adaptar mais rapidamente para acomodar essas mudanças rápidas.
Prof Sattar Bawany, CEO of Centre for Executive Education - CEE Global and Strategic Advisor of International Professional Managers Association (IPMA) is one of the Speakers at the marcus evans 3rd Annual Global HR Excellence Conference on 13-15 October 2014 to be held in Singapore. H will be delivering a plenary session on Leading and Engaging Today’s Multigenerational Workforce.
For Transcript of his Interview on this Conference, please visit: http://goo.gl/2Ukb5e
An Assessment of Collaboration Competencies as a Correlate for the Career Dev...ijtsrd
This study assessed Collaboration Competencies as a Correlate for the Career Development of Workers with Hearing Impairment in Fako Division, South West Region of Cameroon. Specifically, the study examined the extent to which certain indicators of collaboration competencies such as the ability to understand others, participatory ability, collaborative problem solving ability, team spirit and the ability to be tolerant can influence the career development of workers with hearing impairment in Fako Division South West Region of Cameroon. To achieve this, a case study research design was used and the sample of a sample of 39 persons were selected across the seven Sub Divisions of Fako. 15 workers with hearing impairment and 24 of their colleagues, made up the sample of the study. The sample emerged through the use of purposive and snowball sampling techniques. An interview guide and a focus group discussion guide were used for data collection. Interview and focus group discussion guides were analysed using the process of thematic analysis, whereby concepts or ideas were grouped under umbrella terms of key words with the support of Atlas Ti 5.2 Atlas Ti GMBH 2006 . The findings revealed that collaboration competencies play an important role to improve on the career development of workers with hearing impairment, by developing certain positive qualities in them such as flexibility, sociable, creativity, enjoy working together, collaborative working relationship, tolerant, demonstrative behaviour, the ability to understand others, the ability to be patient, to be empathetic, to be curious, the ability to manage change and the ability to understand oneself. These positive qualities of collaboration competencies possess by workers with hearing impairment, improves on their career development, by helping them to develop a collaborative working relationship, develop a competitive spirit, work very hard, be duty conscious, be job focused, job effective, gain environmental motivation, encourages them to learn from others, retain their job, be patients, develop new skills and to develop self pride. Agborbechem Peter Tambi | Orok Afor Betek Mary Espouse Tanyi Nkongho "An Assessment of Collaboration Competencies as a Correlate for the Career Development of Workers with Hearing Impairment in Fako Division, South West Region of Cameroon" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30871.pdf Paper Url :https://www.ijtsrd.com/humanities-and-the-arts/education/30871/an-assessment-of-collaboration-competencies-as-a-correlate-for-the-career-development-of-workers-with-hearing-impairment-in-fako-division-south-west-region-of-cameroon/agborbechem-peter-tambi
Leadership is a journey without final destination and with few reliable maps. To honestly face today’s challenges we need to be creative, resilient, resourceful, and courageous. Leaders need tools for working in complex, shifting environments. In times of unstable resources, they need to invite and empower everyone’s leadership, including their own.
So how do we do this. Authentic leadership in the ALIA context focuses on three aspects,
Mindfulness and authenticity to cultivate our own capacity to be genuine and courageous and to lead
Tools for working with uncertainty and transforming situations we find ourselves in
How to give space for others to develop and to empower them.
These topics are explored in this Presentation
CMI's paper argues that the Government is right to look at the issue of women's under representation in the boardroom, not only for reasons of fairness but because it will be to the benefit of business to draw on a wider talent pool and a diversity of viewpoints.
A crisis of competence: The 'skills gap' and what it means for businessBill Sheridan, CAE
Many young professionals are unprepared to meet the challenges posed by a changing and complex world. The reason? The “skills gap.” There’s a chasm between the skills they need to succeed and those they actually possess. Bill Sheridan examines the skills you will need to succeed going forward … and how to get them.
How best to sum up our 2016 Workplace Trends? This year, more than ever, our report represents a confluence of forces that can’t be described in one word. We are leaders in an era of ever-increasing complexity and change. Clearly, leadership today requires understanding and foresight across a landscape that is both wide and deep.
AMBCC Education and Workforce DevelopmentMichael Hill
The AMBCC Education and Workforce Development Committee is comprised of members in the labor/staffing industry, recruiters and human resource professionals.
Helping organisations to build more diverse teams and professionals to have successful careers is part of our purpose to power people and organisations to fulfil their unique potential. That’s why we’re committed to supporting the D&I strategies of our clients, designing our recruitment processes to ensure the talent pools we present are as diverse and inclusive as possible.
Estudo feito pela Oxford Economics
Talento Global de 2021 Como a nova geografia do talento vai transformar estratégias de recursos humanos
mudanças na oferta de talentos irá ocorrer durante a próxima década. Para completar os resultados
de nossa pesquisa quantitativa, foi realizada uma série de entrevistas em profundidade com HR
executivos de todo o mundo e chamou a experiência de nosso comitê de direção de RH.
Nossa pesquisa revela não só paisagem de amanhã para o talento global será
dramaticamente diferente do que a de hoje, mas que alguns países e Industries
precisam de se adaptar mais rapidamente para acomodar essas mudanças rápidas.
Prof Sattar Bawany, CEO of Centre for Executive Education - CEE Global and Strategic Advisor of International Professional Managers Association (IPMA) is one of the Speakers at the marcus evans 3rd Annual Global HR Excellence Conference on 13-15 October 2014 to be held in Singapore. H will be delivering a plenary session on Leading and Engaging Today’s Multigenerational Workforce.
For Transcript of his Interview on this Conference, please visit: http://goo.gl/2Ukb5e
An Assessment of Collaboration Competencies as a Correlate for the Career Dev...ijtsrd
This study assessed Collaboration Competencies as a Correlate for the Career Development of Workers with Hearing Impairment in Fako Division, South West Region of Cameroon. Specifically, the study examined the extent to which certain indicators of collaboration competencies such as the ability to understand others, participatory ability, collaborative problem solving ability, team spirit and the ability to be tolerant can influence the career development of workers with hearing impairment in Fako Division South West Region of Cameroon. To achieve this, a case study research design was used and the sample of a sample of 39 persons were selected across the seven Sub Divisions of Fako. 15 workers with hearing impairment and 24 of their colleagues, made up the sample of the study. The sample emerged through the use of purposive and snowball sampling techniques. An interview guide and a focus group discussion guide were used for data collection. Interview and focus group discussion guides were analysed using the process of thematic analysis, whereby concepts or ideas were grouped under umbrella terms of key words with the support of Atlas Ti 5.2 Atlas Ti GMBH 2006 . The findings revealed that collaboration competencies play an important role to improve on the career development of workers with hearing impairment, by developing certain positive qualities in them such as flexibility, sociable, creativity, enjoy working together, collaborative working relationship, tolerant, demonstrative behaviour, the ability to understand others, the ability to be patient, to be empathetic, to be curious, the ability to manage change and the ability to understand oneself. These positive qualities of collaboration competencies possess by workers with hearing impairment, improves on their career development, by helping them to develop a collaborative working relationship, develop a competitive spirit, work very hard, be duty conscious, be job focused, job effective, gain environmental motivation, encourages them to learn from others, retain their job, be patients, develop new skills and to develop self pride. Agborbechem Peter Tambi | Orok Afor Betek Mary Espouse Tanyi Nkongho "An Assessment of Collaboration Competencies as a Correlate for the Career Development of Workers with Hearing Impairment in Fako Division, South West Region of Cameroon" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30871.pdf Paper Url :https://www.ijtsrd.com/humanities-and-the-arts/education/30871/an-assessment-of-collaboration-competencies-as-a-correlate-for-the-career-development-of-workers-with-hearing-impairment-in-fako-division-south-west-region-of-cameroon/agborbechem-peter-tambi
Leadership is a journey without final destination and with few reliable maps. To honestly face today’s challenges we need to be creative, resilient, resourceful, and courageous. Leaders need tools for working in complex, shifting environments. In times of unstable resources, they need to invite and empower everyone’s leadership, including their own.
So how do we do this. Authentic leadership in the ALIA context focuses on three aspects,
Mindfulness and authenticity to cultivate our own capacity to be genuine and courageous and to lead
Tools for working with uncertainty and transforming situations we find ourselves in
How to give space for others to develop and to empower them.
These topics are explored in this Presentation
[EN] Dr. Ulrich Kampffmeyer | ECM: Whithersoever | M-Files EMEA Partner Meeting Munich 2015
1. State of The Art
From ECM to EIM and Beyond
2. Twelve Challenges
2.1 Agile Content & the Death of the Traditional Document
2.2 Infrastructure and the Descent to the Foundations
2.3 Integration and the Disappearance from the Desktop
2.4 Mainstream and the Obliviousness of Traditional ECM Vendors
2.5 Mobile and the New Usage Paradigm
2.6 Natural Language and the Decline of the Keyboard
2.7 Multilinguality and the Importance of Metadata
2.8 Cloud and the End of On-Premise
2.9 Information Governance and its last Stronghold: Records Management
2.10 Automation and the Change of Work
2.11 Big Data and the Revolution of Search & Analytics
2.12 Ubiquity and the New Universe of Information
3. Digital Transformation
The Impact on Earth, Society, Economy, Culture, and YOU
The correct version is here www.project-consult.de/files/ECM_M-Files_EMEA_Kff_20150707_Handout_V6.pptx
Pwc workforce of the future the competing forces shaping 2030Peerasak C.
Foreword
We are living through a fundamental transformation in the way we work. Automation and
‘thinking machines’ are replacing human tasks and jobs, and changing the skills that organisations
are looking for in their people. These momentous changes raise huge organisational, talent and
HR challenges – at a time when business leaders are already wrestling with unprecedented risks,
disruption and political and societal upheaval.
A study of international human resource management- theories and techniques Antara Rabha
Understanding the concept of International Human resource management in terms of recruitment and training. Basic concepts and clear understanding. all the Various methods of recruitment-offline as well as online methods and various types of training such as an internship , apprenticeship etc.
Authentic state-of-the-art articles are what make the PECB Insights Magazine an unequaled source of information and inspiration.
In this issue, each story is a unique discovery; a meticulous blend of the informative and artistic dimensions in a matrix, the keyword of which is interactivity. The combination of the best of leadership, technology, business & leisure, travel and much more inspire transformation and invite the reader to spend free time tastefully. This magazine edition is packed with straight-forward, yet sophisticated pieces related to industry trends, from Artificial Intelligence, to 3d printing and traveling experiences which take your breath away through the exhilarating experiences portrayed by personal stories.
Our readers are at the top of their game, and they drive us to be at the top of ours!
Future of work employability and digital skills march 2021Future Agenda
The Future of Work, Employability and Digital Skills
This interim summary identifies 50 key insights for the next decade on this critical topic. These open foresight findings are based on the results of 20 workshops and 150 interviews with over 400 informed experts from across academia, business and government conduced in the last 12 months. These were primarily across Europe, but also include views from US and SE Asia.
The varied discussions identified multiple key shifts that expected to have greatest impact over the next decade. The top 3 of these are seen as pivotal for society, for government, for employers and for future workers.
Building Digital Skills
Reinventing Roles
Developing Soft Skills
To build a richer, deeper view, we would very much welcome your feedback – especially on which shifts may deliver most benefit in the next ten years, and what is missing that ought to be included in the mix.
Similar to The Case of Performance improvement in Trinidad and Tobago - Global Strategies for Sustainability - HRMATT (20)
Walking the Walk with our Graduates...From Students to HR Practitioners - HRMATTHRMATT
Eileen Knight, a Human Resources Management Lecturer at the University of the West Indies, St. Augustine Campus has spent her entire career either working as a Human Resources (HR) Practitioner, HR Consultant or teaching the HR discipline. In order to accomplish this, she has worked in over five countries and across six industries. She has also served as Director on a
number of Canadian corporate and non-profit organizational Boards. As a trained Organization and Methods Analyst, Eileen has conducted many Organizational Studies and Operational
Audits during her career. She is presently focused on enhancing the practice of Strategic Human Resources Management in the Caribbean Region.
PRESENTATION SUMMARY – Walking the walk with our Graduates …from students to Human Resources Practitioners
“As the world changes, expectations for education also shift. The nature of schooling must follow suit. Research in the past 30 years has proven that the current model of schooling no
longer adequately meets the needs” (Willms et al, 2009) of employers, “In the past the measure of an “educated person” was largely based on what they knew; now, the value of learning
is measured by, what students are able to do with what they know” (Gilbert, 2007)
This presentation will discuss the impact of co-operative educational approach to teaching with the use of four piloted Human Resources Management (HRM) based programs offered
at the University of the West Indies, St. Augustine. “One of the most distinctive characteristics of co-operative learning and perhaps the reason for its success is the close relationship
between theory, research and practice” (D.W. Johnson, 2007), therefore the programs are geared towards bridging the gap between the theoretical concepts of HRM and its practical application in a corporate setting. During the discussion, the findings and benefits of the programs (to all stakeholders involved namely, UWI, the employers and the Students) will be highlighted and evaluated
Lara Quentrall-Thomas is the founder and CEO of Regency Recruitment and Resources Limited, the leading human resource and recruitment management
consultancy in Trinidad and Tobago. Prior to founding Regency, Lara worked in the UK as a Recruitment Consultant and Human Resources Manager. Lara Quentrall-Thomas has a Masters in Business Administration, a Certificate in HR Management and a Degree in Business Management.
PRESENTATION SUMMARY – Upgrading Recruitment
There has never been a more exciting time to be in recruitment. It is undergoing a seismic shift that changes the recruiting landscape forever. In order to learn how to be effective in this new environment, we shall discuss:
- Technology: Using online video hiring, digital technology and social media. Are we effectively incorporating technology into our recruitment and hiring practices?
What does technology mean to candidates?
- Candidates = Clients: We can no longer think of job seekers as only that. They are future customers, and every element of their application experience contributes
to their impression of the firm.
- Social Performance: Building the brand hinges on corporate social engagement, so ensuring that you hire individuals who share these values is critical for long term
effective community relationships.
- Flexible Work: Gone are the days of 8-4 Monday to Friday working in a cubicle. We know we have to evolve to avoid becoming obsolete, but how realistic is it to have
our workers on flexi-time, job sharing or working from home? The recent change at Yahoo has made many employers rethink this entire issue. Where do you stand?
- Creative Workforce: Today’s workforce must be innovative and able to apply critical thinking to situations, particularly those impacting customers. How do you hire
for this?
Transforming Time Management Learning with Gamification - HRMATTHRMATT
Francis Wade began his Florida-based consulting firm, Framework Consulting Inc., after leaving AT&T Bell Labs in 1993. A graduate of Cornell University, he has both a Master’s and Bachelor’s degrees in Operations Research and Industrial Engineering, completing both in 4 ½ years. He moved back to Jamaica full-time in 2005, and his firm now focuses on personal productivity and time management, plus interventions with Caribbean clients. His firm looks for difficult people problems to solve that require a custom approach, and has worked with a number of top firms. Based on his knowledge of the region, he founded Carib-HR-Forum, a 500 person cross-regional network of Human Resource practitioners. He is the host of Carib-HR-Radio and the author of two electronic magazines for Caribbean professionals – First Cuts and The One Page Digest. He recently published Bill’s IM-Perfect Time Management Adventure. He recently completed a 7 year teaching assignment at the University of Phoenix, in their Graduate School of Business.
PRESENTATION SUMMARY – How Caribbean Executives Can Raise Their Standards “No man, it’s alright. No problem.” The Caribbean is famous for its laid-back attitude, so perfect for getting away from the stresses of the world’s capitals. However, it’s not so much fun when you live here and have to experience this attitude first-hand at the Driver’s Licensing Office. Why does this and other awful experiences persist? Our research at Framework Consulting tells us that it’s a historical backlash. Slavery and indentureship brought harsh consequences for the smallest infractions and, as its descendants, we have responded: our workplaces are remarkably free of consequences, feedback and real accountability. Reversing the tide of history will take more than just talk. A few years ago we embarked on a project to train over 80 of the top executives of a regional conglomerate in three countries - primarily in Trinidad but also in Barbados and Jamaica. Quite separately, we also conducted the same transformation program in these three countries in different companies. We learned that our region’s professionals are loathe to give feedback, but also that it’s easy to correct the problem with the right intervention using Customized courses and videotape feedback. Learn about the nuances of changing a core behavior that plagues Caribbean companies.
RBC's Approach to Talent Management - HRMATTHRMATT
Amos Herai has over 15 year’s Senior Management experience in Human Resource Management. During his career he has held Senior HR roles in the Manufacturing, Hospitality and Financial Services sectors. His experience has covered all aspects of Human Resource Management, including Executive Recruitment, Executive
Development, Expatriate Management and Executive and Managerial Compensation.
Mr. Herai is at present the Head of Human Resources of the RBC Caribbean Banking. He leads a diverse HR team from twenty territories in the English and Dutch speaking
Caribbean. He is responsible for developing and implementing the HR strategies, programs and policies for RBC Caribbean which include Organizational Development, HR policy and governance and programs covering Reward and Recognition, Talent Management, Employee Relations, Learning and Development, Performance Management, and Compensation & Benefits.
Mr. Herai graduated from the University of the West Indies with a Bsc. In Sociology and Management and an Msc. in Management Studies, specializing in Human Resource
Management. Amos is also a Past President of HRMATT.
PRESENTATION SUMMARY – An Integrated approach to Talent Management and Leadership Development
A key component of RBC’s business strategy planning is the development and integration of talent strategies. Our Integrated Talent Management and Leadership Development Framework enables a holistic approach to strategic talent planning to help leaders meet their business/functional objectives. RBC’s executive talent management focuses on the executive team and the high potential pools to succeed that team. The presentation will define:
• RBC’s Talent Management Philosophy
• RBC Caribbean Talent Management objectives & Programs
• An Overview of Current Successes
• Towards an Integrated Talent Management Program
• Details of RBC Enterprise and RBC Caribbean Specific Programs.
Positioning Human Resources for Organisational Leadership in Corporate Social...HRMATT
KEITH WHITTINGHAM is a Professor at the Crummer Graduate School of Business at Rollins College in Winter Park, Florida, USA, where he teaches courses in Social Entrepreneurship, Global Sustainability and Quantitative Analysis. He also serves as Visiting Faculty in the Sustainability Seminar at INCAE, in Alajuela, Costa Rica. Over the past decade, Keith has taken several groups of MBA students to Latin America and the Caribbean to work with local businesses on Rollins Global Consulting Projects.
Keith’s research focus is on micro- to medium-sized enterprises, primarily in Latin America and the Caribbean. Raised in Trinidad and Tobago, Keith acquired an early interest in global sustainable development. His studies in engineering (BSEE Howard University, Ph.D. Cornell University) led to interests in renewable energy and developed skills in innovation and problem solving. However, it is during the last decade of teaching MBA students that he has become a strong proponent of enterprise and entrepreneurship as powerful vehicles in addressing global social concerns.
Additionally, over the past decade, his acclaimed Leadership/Organizational Development workshop series, “Aligning People and Passions” has impacted and ignited hundreds of participants across the United States, at companies like Walt Disney World and Darden Restaurants.
PRESENTATION SUMMARY – Positioning HR for Organizational Leadership in Corporate Social Responsibility Corporate Social Responsibility (CSR) has achieved a prominent place among strategic imperatives in the world of business. CEOs and other corporate leaders have come to recognize a broader sense of obligation; not just to financial shareholders, but to a diverse array of stakeholders. Across organizations, however, the focal point of CSR activities has not been consistently located. In some organizations, this role is housed in an independent department, while in others the function resides within Marketing, PR or even Finance. With its dual functions of internal support and external face, the HR department has great potential to interface with many important organizational stakeholders.
However, many HR professionals are yet to fully understand CSR and the role they can play in this area of growing visibility and importance. This presentation aims to build HR intelligence in the CSR arena. We will explore how the various HR functions can serve the CSR mission of the organization, while CSR, in turn, can further the recruitment and retention efforts of HR.
Elevate organizational performance with returning nationals - HRMATTHRMATT
Presented by Subira Willock at the Human Resource Management Association of Trinidad and Tobago (HRMATT) 9th Biennal Conference and Exhibiton at Trinidad Hilton May 13th and 14th 2013
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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The Case of Performance improvement in Trinidad and Tobago - Global Strategies for Sustainability - HRMATT
1. ACase of Performance Improvement in
Trinidad and Tobago
Global Strategies for Sustainability
Presenter’s Earl A. Harewood, MBA, PhD
HRMATT’s 9th Biennial Conference
Hilton Trinidad & Conference Center
Monday, May 13, 2013
2. Planned agenda
Performance for what.
Thinking for performance.
Assessing capacity.
What are the 10 most important challenges.
Performance for what?
Pre-evaluation requirements.
Evaluation skill requirements.
Six most important solution for change in
performance.
3 things you can start doing tomorrow.
Summary.
Wrap-up, Q & A and extras.
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
2
3. Performance improvement for
what?Best-in-class status.
Maintain certification, accreditation or license.
Maintain or increase production capacity.
Bring activities into alignment with organization’s
goals and objectives for both the short and long-
run periods.
Innovation for future positioning in a global
borderless economy.
Change (from what to what?).
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
3
4. Thinking of performance improvement ….
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
4
How
much is
really
needed?
What’s
needed
True
False
5. Capacity Assessment
What is the relatedness of productivity and
performance?
What is performance potentiality?
To what do you link performance?
What role does learning play in performance
improvement?
How do you know performance needs to be
improved?
How board should you be thinking about
performance?
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
5
7. Organizational and national challenges
World Economic Forum’s Global Competitiveness
Report 2011-2012 identified:
Lack sophistication in business.
Inefficiencies of our labour and goods market.
Lack of innovation.
Inefficient bureaucratic government procedures.
Poor work ethic of the labour force in past 5
years.
Crime is at a runaway high with solutions that
doesn’t appear to be working.HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 7
8. Labour productivity (averages,annualgrowthrate)
1992-2000 2000-2008 2009 2010
GDP per person engaged 3% 5% 0% 1%
GDP per hour worked 2% 6% 0% 1%
-1%
0%
1%
2%
3%
4%
5%
6%
7%
Percentages
Labor Productivity
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
8
9. Operational context
Interconnected-boarder-less-global operational
environment.
Long periods of dealing with sluggish
interconnected economies.
Actual and projected food and land shortages.
Specialty labor shortages, especially in the
medical field.
Climate change, disasters and displacement.
Blending of cultures as foreign workers join the
workforce.
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
9
11. Colonial practices and challenges
New policies, practices, behaviors and
infrastructure do not reflect the unique attributes
of T & T nor the competition it faces.
The current infrastructure, attitudes and
behaviors are inadequate to meet the demands
of an interconnected global economy.
The lack of foresight in governance suggests
that the old behaviors and ways of managing will
continue to be viable.
New career opportunities and new industries are
too few, so many able men and women are left
out of the labour market.HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
11
12. Intellectual capital challenges
The nation is stalled by the information
procession model of teaching and learning.
Less than 20% male enrollment in UWI. The
question should be why?
Too much emphasis on credential than on
learning for development, innovation and
futuristic alignment.
Many people are pursuing careers for which they
have no basis for doing so. Greater emphasis on
careers development is needed at K-16 and in
the workplace.
Socioeconomic is an important factor inHRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
12
13. Workforce challenge
Highly skilled workers are in short supply.
Available workers lack the
credentials, attitudes, work habits and social
skills sought and suited to build a equipped 21st.
Century workforce.
Workplace violence and incivility run rampant.
The workplace is full of under motivated and
apathetic workers.
Persistent fighting among workers, management
and Union.
Education policies do not adequately reflect the
needed knowledge, skills, attitudes and abilities
needs.
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
13
14. Innovation and creativity
challengeTechnology drives everything fast – many of
today's tools will become tomorrow trash.
Without a strategy that encourage creativity and
innovation the best companies and the best
governments are left behind.
Today’s best answers and solutions becomes
tomorrows worse.
The technology divide refuses to go away with
each change and the middleclass and the poor
are at a standstill socioeconomically.
Need to identify and harness worker creative
capacity to create new products, services and
plan alternative futures.
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
14
15. Sociopolitical challenge
Political fights that create us against them
persist long after the last elections.
Police-citizens relationship is severely strained.
Unethical behavior is at an all-time high in
many important areas of society.
Gap between rich and poor widens; there is a
numbness about this phenomenon.
Futurist infrastructure planning and upkeep is
marginally practiced.
Planning for blending people, education and
human capital needs are not discussed or
instituted.HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
15
16. Leadership challenge
Sharing and delegating decision-making tasks
and authority is not well practiced.
Accountability systems are inadequate to
ensure that people are held accountable for
what they are suppose to do.
Leaders are not futuristic thinkers.
Leaders lead their organizations and their
people absent of a global mind-set and with a
more individualistic attitude.
Leaders are unaware of their own leadership
philosophy and where it originated.
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
16
17. Workplace dysfunctions
Workers bring everything about them to the
workplace.
Leaders must know themselves and those they
interact with in the social context .
Workers have differing needs, personality and
life content, therefore, they will present
differently should be responded to in the
respective context.
Sometimes the behavior that is perceived as
dysfunctional in one context is in totally
acceptable in another context and consideration
has to be given to this disparity.HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
17
18. Performance improvement Global positioning
Winning strategy
Startwith
Resultsleadsto
Goals setting
Which must be
Monitored
revisit
Performance
improvement
for what?
Performance for what?
19. Pre-evaluation requirements
Leaders have a responsibility for blending
plant, people and strategy to enhance
organizational life and profitability.
Leaders must know how to measure their own
performance and the performance of those they
lead by looking at projected vs. actual
performance results and using the variance to
plan for future performance.
Look at the entire cost of
hiring, developing, retaining and terminating a
worker because this has broader implications for
the organization.
Benchmarking with other companies to see what
it cost to hire the best and brightest, developingHRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
19
20. Evaluation skill requirements (B)
Perform timely evaluation of workers’
performance and develop an individualized
plan for each worker with clear markers for
measuring success and areas for
improvement.
Compare the performance of ones owe unit
with other units with in the organization and
well as with similar units in other organizations
where appropriate.
Learn about the latest evaluation
tools, measures and benchmarks within and
outside the organization.
Seek opportunities to showcase performance
improvement milestones.HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
20
21. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 21
It’s
a
Balancing act
What are the trade offs?
22. Leadership solution
Bold leadership is needed by leaders must be
aware of their own leadership philosophy and
where it originated because that philosophy will
dictate how they lead others.
Providing an environment for followers to
develop, grow and become full contributing
members of a team. Controls with others vs. over
others.
Respond with the whole system in mind and
share the vision through communication of values
and expected outcomes.
Leading in a way that encourages knowledge
sharing and skill building.
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 22
23. Collective practices
Research has shown that organizational
knowledge creation is key to improving
organizational performance (Kang &
Song, 2012).
When employees are part of the decision-making
process, they are willing to trust and commit
themselves to the organization (Kang &
Song, 2012).
Employee-centered supervisors tend to get better
production, motivation and job satisfaction and
these were more friendly, supportive, helpful and
sensitive.
Highly effective supervisors tend to be more
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
23
VS.
25. Human relation skill requirements
Self-assess, be self-aware, be able to self-
regulate ones own behaviour and engage in
reflective practices.
Develop a capacity to work with people and for
fostering effective relationships.
Ability to function in a multidisciplinary system.
Leaders must show respect for self and others
and be respectful of individual and cultural
diversity.
Leaders must manage with emotional
intelligence and foster a work environment that
espouses working with emotional sensitivity.HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
25
26. Ethic and performance
improvementCommitting to ethical, legal and operational
standards of the respective industry and
professional affiliates.
Leaders like those following their lead must
be intentional in charting the course forward
equitably, futuristically and with ethical
foresight.
Leaders must recognize their responsibility
to communities they serve as what happens
in them will affect their ability to continue to
serve those communities.
Benchmark performance with external
leadership and performance metrics.
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
26
27. Managing workers’ dysfunctions
Although workers’ behavior vary, sometimes
some bahaviours can seriously affect the Esprit
de Corp of any organization as they reflects acts
of violence.
Workplace policies should articulate a no
tolerance position on workplace violence at every
level.
Leaders must have some baseline clinical skills
so they can identity potential acts of dysfunction
that can escalate into acts of workplace violence.
There are the proper measures in place to assist
workers in resolving personal challenges that will
hinder their relationship, performance and to allay
potential violence in the workplace.
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
27
28. 3 Things you can start doing
tomorrow
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 28
1. Uptake of knowledge-sharing technologies is
still primarily by innovators and early
adopters.
2. Leaders adopt new behaviors at varying
speeds and have a range of abilities to foster
an environment that is psychologically safe
and stimulates inquiry.
3. A learning organization has the capability to
improve, and it develops structures and
processes that facilitate the acquisition and
sharing of knowledge
(Schilling, Dearing, Paul, Harvey, Fahey &
Kuruppu, 2011, p. 532).
29. Summary (A)
Leaders must seriously invest in their own
personal and professional development and
that of those who report to them.
Leaders must develop self-
management, world-knowledge, cross-cultural
competencies and become life-long learners if
they are to keep their organizations competitive
in a global economy.
Leader have a responsibility to be consistent in
the way they manage and represent their
organizations regardless of who they are
dealing with or who might be watching.
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
29
30. Summary (B)
Leaders today will need to be more involved in
looking at the performance, not only of their
efforts or that of their unit, but the whole
organization and those connected and
interconnected with the organization.
Leaders will need to become more involved in
shaping workplace and national human capital
policies through advocacy, scholarship and
commitment to community involvement.
Leaders must become involve in innovative
activities by tapping creative energies within
their organization to improve
processes, practices and systems and the craft
an alterative reality than today’s.HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
30
32. Contact Info for Earl A.
Harewood
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 32
Phone: (868) 779-3535
E-mail: eaharewood@gmail.com
Website (if any): N/A
LinkedIn: eaharewood@gmail.com
Twitter: eaharewood@gmail.com
Facebook: eaharewood@gmail.com
33.
34. Leading ethically
Strive for excellence and expect the same from
those they manage.
Do the right thing regardless of who is watching or
who they think is watching and the listener before
them.
Make decisions that reflect the issues at hand and
not so much the differences presented or “the flavor
of the day.”
Know thy self, know thy business, know thy
people, know thy tasks and do them all well.
Be intentional in investing in their own personal and
professional development and the development of
those who they supervise.
Practice what they preach because others are
watching (role model effect).
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
34
35. Managing generational
differencesEach generation group has its own unique ways
of looking and responding to the world around
them given the era of their birth and their life
content.
Leaders and managers must, not only, understand the
characteristics of these groups, but learn how to
leverage what these groups bring to the workplace to
strength and grow their businesses.
Leaders and managers must also include in their
recruitment, development and succession planning
provisions for the various groups represented.
Leaders and managers must not intentionally alienate
members of these groups for meaningful work and toHRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
35
36. References
Schilling, L., Dearing, J. W., Staley, P., Harvey, P., Fahey, L., & Kuruppu, F. (2011). Kaiser
Permanente's performance improvement system, Part 4: Creating a learning
organization. Joint Commission Journal on Quality and Patient Safety, 37(12), 532.
Kang, I., Song, J. H. & Kim, W. (2012). The mediating effect of team‐level knowledge creation
on organizational procedural justice and team performance improvement. Performance
Improvement.
Trinidad Tobago Chamber of Industry and Commence. Trinidad and Tobago’s
Competitiveness. Retrieved April 23, 2013 from http://chamber.org.tt/articles/trinidad-
and-tobago%E2%80%99s-competitiveness/.
Vhoom, V. H (1995). Work and motivation. San Francisco, CA: Jossey-Bass
Editor's Notes
Data is important in any performance improvement endeavor, but persons must be careful to identify the specific pieces of data needed and where to get them and who is responsible for getting such data. As well, it important to organize the data so that is useable cross-functionally, for multiple periods.Information tells important stories so it is important for those involved in performance improvement to decided the kinds of stories they want to craft or that is already crafted and gather the data to tell that story wonderfully. Therefore, volume of information must be such that it is adequate to convey the performance challenge so that the correct kind of interventions can be crafted.
We can think of performance in terms of inputs, process and outputs as well as the feedback processes…. These lead to productivity (levels of it)“Productivity is a relationship between outputs and inputs.Self-assessment is necessary in any kind of performance improvement endeavor so as to identify existing capacity relative to needed capacity to perform the assessment (Gap analysis)
(Trinidad and Tobago Chamber of Industry and Commerce, 2013). All of these impediment are connected to the idea of national productivity and therefore to national prosperity.
There are many issues beyond age that divide the generations. Much of these are derivatives of the invasiveness of technology and the insidious globalization trends that are creating all kind of diversity challenges. Those who manage performance must be intentional in knowing about these trends and factoring them in their decision-making with care.
There is a disconnected between the knowledge, skills, abilities and attitudes needed to shape a globally competitive workforce. As well, planning for the right kinds of workers to meet the demands of industry needs are not happening, thus leading to shortages in critical areas, mainly the healthcare and high tech industries. Similarly, those in leadership seem ill-informed about the connectedness of the global markers and TT placement in the web of confusion globalization presents. In the same vain, workplace violence run rampant and some attribute this to culture when in fact it has all kind of psychological effect on people that are affecting their functioning in the workplace. In some instances, it the pressure from the toxic interaction that fuel fight among workers, management and unions. Much of this kind of engagement are derivative of the socialization received from educational training, religion, parents, and perpetual dehumanizing treatment by dysfunctional leaders.
When we think about performance improvement , the most important question should be performance for what? The answer to this question will shape the strategies employed whether these are individual, organizational, national or global focused. It really does not matter the objectives to be attained so much than the strategies used to accomplished these so it is important to evaluate to see if these strategies were best ones to accomplish the stated objective (s). It is important to return to the specific areas needing improvement to see if there has been a shift in the bahaviours, outcomes, etc. It is this linking of goals with outcomes, with strategies and reasons for performance improvement that provide important information as to whether you are heading in the right direction or not.
How many time we ask for feedback, but we don’t really need it. All it is to say that we appreciate employee feedback, but the intend to do nothing with it