Presentation on "Strengthening Employee Engagement at the German Employment Agency (Bundesagentur für Arbeit) made at the Lead, Engage, Perform expert meeting on public sector leadership, OECD, 21-22 January 2015
This presentation by Dr. Beatrix Behrens from Germany's Employment Agency, (Bundesagentur für Arbeit), was made at the made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm
Presentation on "Strenthening Employee Engagement in the U.S. Federal Governm...OECD Governance
This presentation by the United States Office of Budget and Management and Office of Personnel Management, was made at the made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm
Presentation by the OECD on "Employee Engagement: Enhancing Innovation and Pr...OECD Governance
This presentation by Beatrix Behrens, OECD, on "Employee Engagement: Enhancing Innovation and Productivity through innovative HRM" was made at the meeting of the OECD Working Party on Public Employment and Management on 20-21 April 2015.
For further on information on the OECD work on Public Employment and Management please see http://www.oecd.org/gov/pem/.
Presentation by Dr. David Guest on "Employee Engagement: A Path to Organisati...OECD Governance
This presentation by Dr. David Guest from King's College, was made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm
OECD Expert Meeting "Lead-Engage-Perform, Public Sector Leadership for Improv...OECD Governance
Agenda for the OECD Expert Meeting "Lead-Engage-Perform, Public Sector Leadership for Improved Employee Engagement and Organisational Success (21-22 January 2014). More information can be found at: http://www.oecd.org/gov/pem.
Presentation on "The UK Civil Service People Survey" made at the Lead, Engage...OECD Governance
This presentation by the UK Cabinet Office and the Scottish Government was made at the made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm
Presentation on "Employee Engagement and Organisational Performance in the Au...OECD Governance
This document discusses employee engagement in the Australian Public Service (APS). It presents data from APS employee censuses conducted in 2012-2013 and 2013-2014 that show levels of employee engagement over time. The APS Employee Engagement Model links workforce and workplace characteristics to employee attitudes, behaviors, and productivity outcomes. Analysis found high-scoring agencies used focused leadership communication, while low-scoring agencies listed generic HR practices. The document outlines plans to further test and improve the engagement model.
Presentation on "Engagement in the Estonian Top Civil Service" made at the Le...OECD Governance
This presentation by the Estonian Top Civil Service Excellence Centre, was made at the made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm
A Business Case for Internal CommunicationClaire Walsh
The document discusses several key points about effective internal communication based on various research studies:
1. Research shows that companies with effective employee communication are four times as likely to report high levels of employee engagement compared to those with less effective communication.
2. There has been a decline in companies taking time to explain major decisions and give employees input into decisions that affect them.
3. High-performing companies focus on engaging employees, helping managers communicate, and measuring the impact of communication.
Presentation on "Strenthening Employee Engagement in the U.S. Federal Governm...OECD Governance
This presentation by the United States Office of Budget and Management and Office of Personnel Management, was made at the made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm
Presentation by the OECD on "Employee Engagement: Enhancing Innovation and Pr...OECD Governance
This presentation by Beatrix Behrens, OECD, on "Employee Engagement: Enhancing Innovation and Productivity through innovative HRM" was made at the meeting of the OECD Working Party on Public Employment and Management on 20-21 April 2015.
For further on information on the OECD work on Public Employment and Management please see http://www.oecd.org/gov/pem/.
Presentation by Dr. David Guest on "Employee Engagement: A Path to Organisati...OECD Governance
This presentation by Dr. David Guest from King's College, was made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm
OECD Expert Meeting "Lead-Engage-Perform, Public Sector Leadership for Improv...OECD Governance
Agenda for the OECD Expert Meeting "Lead-Engage-Perform, Public Sector Leadership for Improved Employee Engagement and Organisational Success (21-22 January 2014). More information can be found at: http://www.oecd.org/gov/pem.
Presentation on "The UK Civil Service People Survey" made at the Lead, Engage...OECD Governance
This presentation by the UK Cabinet Office and the Scottish Government was made at the made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm
Presentation on "Employee Engagement and Organisational Performance in the Au...OECD Governance
This document discusses employee engagement in the Australian Public Service (APS). It presents data from APS employee censuses conducted in 2012-2013 and 2013-2014 that show levels of employee engagement over time. The APS Employee Engagement Model links workforce and workplace characteristics to employee attitudes, behaviors, and productivity outcomes. Analysis found high-scoring agencies used focused leadership communication, while low-scoring agencies listed generic HR practices. The document outlines plans to further test and improve the engagement model.
Presentation on "Engagement in the Estonian Top Civil Service" made at the Le...OECD Governance
This presentation by the Estonian Top Civil Service Excellence Centre, was made at the made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm
A Business Case for Internal CommunicationClaire Walsh
The document discusses several key points about effective internal communication based on various research studies:
1. Research shows that companies with effective employee communication are four times as likely to report high levels of employee engagement compared to those with less effective communication.
2. There has been a decline in companies taking time to explain major decisions and give employees input into decisions that affect them.
3. High-performing companies focus on engaging employees, helping managers communicate, and measuring the impact of communication.
The document is a change leaders feedback report prepared by The JobBank for Celebration Brands Limited. It summarizes feedback from a change management workshop with Celebration Brands employees. Participants identified major issues as communication problems, cultural disconnects, lack of clear identity and accountability. They recommended improving communication, developing staff attitudes and engagement, and establishing a clear vision with goals. The report concludes the cultural problems could destabilize the organization and recommends operationalizing strategies to attract and retain talent, as well as assessing work values to align the company and staff cultures.
This presentation explains how HR goals and objectives are related to communication and engagement, the financial case for strategic communication, and the link between communication and engagement.
This presentation was designed to be presented in front of an audience. Therefore, please read the slide notes that accompany the slides.
Fiona Anderson, valuingYOU and founder of the Birmingham EFS network, explored the potential that a strengths focussed approach has to transform Performance Management within the workplace. At the session she demonstrated how the current deficit model that focuses on weakness differs from one that focuses on strengths.
This document discusses strategies for improving employee engagement. It notes that engagement has become a high priority due to the recession and need to increase efficiency. Some key factors that affect engagement are demographics, interests, behaviors, and leadership. The document provides tips for HR and managers to build engagement, such as developing strong relationships, focusing on onboarding, conducting exit interviews, creating opportunities for growth, and empowering employees. It emphasizes that engagement requires effort from all levels of the organization.
5 Steps to Creating Your Winning Values Based Culture Barbara Ashton
Everybody knows the importance of values in building engagement and productivity. But how does one incorporate these values into a sustainable culture that enables you to succeed in business today, and tomorrow? This short presentation talks about the importance of your organization's culture, what values are at work driving some of today's most successful cultures, and gives you five steps to building, influencing, supporting and 'behaving' a sustainable winning culture.
The document discusses improving employee engagement at a company that was experiencing falling profits, customer complaints, and increasing staff turnover due to low engagement. It describes implementing numerous HR initiatives using an appreciative inquiry approach, focusing on building a sense of community. This led to consistently high engagement scores and sustained improvements in key metrics like net profit and revenue. The results demonstrate that creating an environment where community can flourish positively impacts business performance.
This document summarizes research on the relationship between employee engagement and organizational performance. It finds that companies with higher employee engagement levels significantly outperform those with lower engagement across key metrics. Specifically, highly engaged organizations have twice the annual profit, 12% higher revenue growth, 18% higher productivity, 40% lower turnover, and better customer satisfaction, innovation, health and safety outcomes. The evidence demonstrates that improving employee engagement can substantially boost a company's financial and operational results.
Employee Engagement in a Digital World by Sal GiambancoGlobant
Globant and the California College of the Arts (CCA) got together to present CON.VERGE, their first conference for business executives and thought-leaders.
Sal leads human capital and operations at the Omidyar Network, a philanthropic investment firm that funds for-profit and nonprofit businesses that fosters social change throughout the world. Prior to Omidyar, he served as the VP of HR for PayPal and eBay.
In his talk, Sal explained the key drivers of employee engagement and how organizations struggle to create holistic employee engagement strategies. He also explained the three pillars of digital employee engagement and how business can leverage it to create better work environments. Check out his presentation for more details.
The document outlines Martin Brown's presentation for the Health and Human Resources Agency Head Meeting on becoming a high performance organization. The presentation covers why DSS chose to become a HPO, with a vision to be the best social services delivery system. The strategy involves enhancing the agency culture through improved communication and innovation, and aligning agency talent through organizational structure and employee accountability. While still in early formation stages, the expected outcomes are achieving DSS's annual goals like prison re-entry and health system reform. Staff feedback noted collaborating well but improvements could include using technology more, better information flow, and prioritizing IT projects based on agency needs.
The document discusses the importance and impact of employee engagement. It provides evidence that improved engagement across the UK could add £26 billion to GDP and boost the economy. Research identified four key enablers to effective engagement: a strong strategic narrative, engaging managers, employee voice, and integrity. Case studies show organizations with high engagement have higher sales, customer satisfaction, productivity, and profit, and lower costs, turnover, and safety incidents. The document argues that all leaders should focus on these enablers to tackle the UK's engagement deficit and realize significant economic and performance benefits.
The document outlines an engagement plan with the objectives of making a business case for engagement, developing an engagement strategy and process, and summarizing the key points. It discusses defining engagement as passion for excellence and commitment beyond obligations. The plan aims to leverage currently engaged employees, focus on the manager-team relationship, and collaboratively develop a culture based on seven engagement factors. It provides details on processes to engage early adopters, build healthy teams, and develop an engaging culture.
Creating a Flexible and Inclusive Work Culture to Drive Employee Engagement:
This session will focus on creating a flexible and inclusive work culture as a business strategy to drive employee engagement and competitive advantage. Judi Casey, Director of the Sloan Work and Family Research Network, will review research data linking flexible work cultures with positive returns on investment such as productivity, retention and being seen as an employer of choice. With Amy Munichiello, Inclusiveness Strategy Consultant at Ernst & Young.
Abbigail K. Cece has over 15 years of experience in human resources and labor relations at Northrop Grumman, where she currently serves as an HR Business Partner and Labor Relations Leader. She provides subject matter expertise to 500 employees, supports talent management, employee engagement, and change initiatives. Cece has successfully negotiated multiple union contracts resulting in cost savings and operational flexibility. She holds an MBA and multiple certifications in areas such as labor relations, contract administration, and mediation.
Chidiebere Ifeakandu has over 10 years of experience in human resources, organizational development, and business consulting. He holds a Bachelor's degree in Psychology from Nnamdi Azikiwe University in Nigeria and a Master's degree in Human Resource Development from Towson University in Maryland. Currently, he works as a freelance business management consultant in Washington, D.C., assisting clients with business strategies, change management, and workforce planning. Previously, he held positions at the National Education Association and Towson University, where he led strategic planning initiatives, developed training programs, and conducted research and analysis.
Advancement Team Engagement-Core Ldrship MtgCandace Loya
The Advancement Team Engagement Taskforce has created a plan to increase engagement among all Advancement employees. The plan's goals are to have all employees identify as leaders, feel a deeper sense of engagement in integration efforts, and see improved Q12 scores reflecting support for individuals and teams. Key strategies include increasing accountability and communication through initiatives like leadership check-ins, including engagement in evaluations, assigning leadership roles, and emphasizing recognition for innovation over long hours. The plan aims to improve communication using avenues like monthly staff meetings, newsletters, developing best practices, mentorship programs, and off-site retreats. The ultimate goal is to create an engaged culture at Loma Linda University Health by encouraging core values of compassion, integrity
The document summarizes a presentation by Doug Xanders on workplace strategy for the Nashville chapter of IFMA. Xanders discussed defining workplace strategy as aligning an organization's culture and business objectives with the physical workplace. He outlined top trends impacting workplaces like flexible work arrangements and activity-based settings. Xanders also explained how workplace design can impact employee engagement and productivity, citing studies showing engaged employees increase profits up to 20% while disengaged workers increase turnover 30-50%. The presentation concluded with discussing practical steps for developing a workplace strategy through analyzing business objectives, employee feedback, and defining workplace principles.
Welcome to the New Era of Public Health Training: How the Public Health Learn...Communications At NNPHI
On July 14, 2016 we hosted a Dialogue4Health Web Forum about the state of today’s public health workforce and how the Public Health Learning Network (PHLN) is building and sustaining a national system for outstanding public health training.
Leaders from the PHLN’s National Coordinating Center for Public Health Training and regional public health training centers discussed:
The evolution and future of the public health training system
An exemplary public health training course as an example of what the PHLN can do for learners
How training centers are working with health departments to bring the best training and resources together for the public health professional.
Our panelists:
Nor Hashidah Abd-Hamid, PhD, Lead Instructional Designer, Institute for Public Health Practice,, University of Iowa College of Public Health (UI CPH) and the MPHTC
Jennifer McKeever, MSW, MPH, Director, Public Health Practice and Training, National Coordinating Center for Public Health Training (NCCPHT) at the National Network of Public Health Institutes (NNPHI)
Mikhaila Richards, MS, Communications Strategist, NCCPHT at NNPHI
Tanya Uden-Holman, PhD, Associate Dean for Academic Affairs and Clinical Professor, Department of Health Management and Policy, University of Iowa College of Public Health
Our moderator:
Christopher Kinabrew, MPH, MSW, Chief Strategy Officer, NCCPHT at NNPHI
Dialogue4Health is a community that conceives, builds, and shares strategies to improve the public’s health. They partner with local, national and global organizations to host Web Forums and share critical resources.
Selecting, Developing, and Engaging Leaders at All LevelsQualtrics
Developing and engaging leaders is one of the most important initiatives that companies have—it’s also one of the most difficult. Paul Glatzhofer from Select International will share his experiences from the last 10 years of working with Fortune 500 organizations, outlining their key struggles with leadership selection and development.
More specifically, you’ll learn…
- Best practices in leader selection and development
- A new paradigm for leader development and engagement
- How are millennials changing the game
Have you considered using an employment agency to find your next job? Learn why temporary work is a great way to take that next step in your career -- and what myths about this career option could lead you astray.
The document is a change leaders feedback report prepared by The JobBank for Celebration Brands Limited. It summarizes feedback from a change management workshop with Celebration Brands employees. Participants identified major issues as communication problems, cultural disconnects, lack of clear identity and accountability. They recommended improving communication, developing staff attitudes and engagement, and establishing a clear vision with goals. The report concludes the cultural problems could destabilize the organization and recommends operationalizing strategies to attract and retain talent, as well as assessing work values to align the company and staff cultures.
This presentation explains how HR goals and objectives are related to communication and engagement, the financial case for strategic communication, and the link between communication and engagement.
This presentation was designed to be presented in front of an audience. Therefore, please read the slide notes that accompany the slides.
Fiona Anderson, valuingYOU and founder of the Birmingham EFS network, explored the potential that a strengths focussed approach has to transform Performance Management within the workplace. At the session she demonstrated how the current deficit model that focuses on weakness differs from one that focuses on strengths.
This document discusses strategies for improving employee engagement. It notes that engagement has become a high priority due to the recession and need to increase efficiency. Some key factors that affect engagement are demographics, interests, behaviors, and leadership. The document provides tips for HR and managers to build engagement, such as developing strong relationships, focusing on onboarding, conducting exit interviews, creating opportunities for growth, and empowering employees. It emphasizes that engagement requires effort from all levels of the organization.
5 Steps to Creating Your Winning Values Based Culture Barbara Ashton
Everybody knows the importance of values in building engagement and productivity. But how does one incorporate these values into a sustainable culture that enables you to succeed in business today, and tomorrow? This short presentation talks about the importance of your organization's culture, what values are at work driving some of today's most successful cultures, and gives you five steps to building, influencing, supporting and 'behaving' a sustainable winning culture.
The document discusses improving employee engagement at a company that was experiencing falling profits, customer complaints, and increasing staff turnover due to low engagement. It describes implementing numerous HR initiatives using an appreciative inquiry approach, focusing on building a sense of community. This led to consistently high engagement scores and sustained improvements in key metrics like net profit and revenue. The results demonstrate that creating an environment where community can flourish positively impacts business performance.
This document summarizes research on the relationship between employee engagement and organizational performance. It finds that companies with higher employee engagement levels significantly outperform those with lower engagement across key metrics. Specifically, highly engaged organizations have twice the annual profit, 12% higher revenue growth, 18% higher productivity, 40% lower turnover, and better customer satisfaction, innovation, health and safety outcomes. The evidence demonstrates that improving employee engagement can substantially boost a company's financial and operational results.
Employee Engagement in a Digital World by Sal GiambancoGlobant
Globant and the California College of the Arts (CCA) got together to present CON.VERGE, their first conference for business executives and thought-leaders.
Sal leads human capital and operations at the Omidyar Network, a philanthropic investment firm that funds for-profit and nonprofit businesses that fosters social change throughout the world. Prior to Omidyar, he served as the VP of HR for PayPal and eBay.
In his talk, Sal explained the key drivers of employee engagement and how organizations struggle to create holistic employee engagement strategies. He also explained the three pillars of digital employee engagement and how business can leverage it to create better work environments. Check out his presentation for more details.
The document outlines Martin Brown's presentation for the Health and Human Resources Agency Head Meeting on becoming a high performance organization. The presentation covers why DSS chose to become a HPO, with a vision to be the best social services delivery system. The strategy involves enhancing the agency culture through improved communication and innovation, and aligning agency talent through organizational structure and employee accountability. While still in early formation stages, the expected outcomes are achieving DSS's annual goals like prison re-entry and health system reform. Staff feedback noted collaborating well but improvements could include using technology more, better information flow, and prioritizing IT projects based on agency needs.
The document discusses the importance and impact of employee engagement. It provides evidence that improved engagement across the UK could add £26 billion to GDP and boost the economy. Research identified four key enablers to effective engagement: a strong strategic narrative, engaging managers, employee voice, and integrity. Case studies show organizations with high engagement have higher sales, customer satisfaction, productivity, and profit, and lower costs, turnover, and safety incidents. The document argues that all leaders should focus on these enablers to tackle the UK's engagement deficit and realize significant economic and performance benefits.
The document outlines an engagement plan with the objectives of making a business case for engagement, developing an engagement strategy and process, and summarizing the key points. It discusses defining engagement as passion for excellence and commitment beyond obligations. The plan aims to leverage currently engaged employees, focus on the manager-team relationship, and collaboratively develop a culture based on seven engagement factors. It provides details on processes to engage early adopters, build healthy teams, and develop an engaging culture.
Creating a Flexible and Inclusive Work Culture to Drive Employee Engagement:
This session will focus on creating a flexible and inclusive work culture as a business strategy to drive employee engagement and competitive advantage. Judi Casey, Director of the Sloan Work and Family Research Network, will review research data linking flexible work cultures with positive returns on investment such as productivity, retention and being seen as an employer of choice. With Amy Munichiello, Inclusiveness Strategy Consultant at Ernst & Young.
Abbigail K. Cece has over 15 years of experience in human resources and labor relations at Northrop Grumman, where she currently serves as an HR Business Partner and Labor Relations Leader. She provides subject matter expertise to 500 employees, supports talent management, employee engagement, and change initiatives. Cece has successfully negotiated multiple union contracts resulting in cost savings and operational flexibility. She holds an MBA and multiple certifications in areas such as labor relations, contract administration, and mediation.
Chidiebere Ifeakandu has over 10 years of experience in human resources, organizational development, and business consulting. He holds a Bachelor's degree in Psychology from Nnamdi Azikiwe University in Nigeria and a Master's degree in Human Resource Development from Towson University in Maryland. Currently, he works as a freelance business management consultant in Washington, D.C., assisting clients with business strategies, change management, and workforce planning. Previously, he held positions at the National Education Association and Towson University, where he led strategic planning initiatives, developed training programs, and conducted research and analysis.
Advancement Team Engagement-Core Ldrship MtgCandace Loya
The Advancement Team Engagement Taskforce has created a plan to increase engagement among all Advancement employees. The plan's goals are to have all employees identify as leaders, feel a deeper sense of engagement in integration efforts, and see improved Q12 scores reflecting support for individuals and teams. Key strategies include increasing accountability and communication through initiatives like leadership check-ins, including engagement in evaluations, assigning leadership roles, and emphasizing recognition for innovation over long hours. The plan aims to improve communication using avenues like monthly staff meetings, newsletters, developing best practices, mentorship programs, and off-site retreats. The ultimate goal is to create an engaged culture at Loma Linda University Health by encouraging core values of compassion, integrity
The document summarizes a presentation by Doug Xanders on workplace strategy for the Nashville chapter of IFMA. Xanders discussed defining workplace strategy as aligning an organization's culture and business objectives with the physical workplace. He outlined top trends impacting workplaces like flexible work arrangements and activity-based settings. Xanders also explained how workplace design can impact employee engagement and productivity, citing studies showing engaged employees increase profits up to 20% while disengaged workers increase turnover 30-50%. The presentation concluded with discussing practical steps for developing a workplace strategy through analyzing business objectives, employee feedback, and defining workplace principles.
Welcome to the New Era of Public Health Training: How the Public Health Learn...Communications At NNPHI
On July 14, 2016 we hosted a Dialogue4Health Web Forum about the state of today’s public health workforce and how the Public Health Learning Network (PHLN) is building and sustaining a national system for outstanding public health training.
Leaders from the PHLN’s National Coordinating Center for Public Health Training and regional public health training centers discussed:
The evolution and future of the public health training system
An exemplary public health training course as an example of what the PHLN can do for learners
How training centers are working with health departments to bring the best training and resources together for the public health professional.
Our panelists:
Nor Hashidah Abd-Hamid, PhD, Lead Instructional Designer, Institute for Public Health Practice,, University of Iowa College of Public Health (UI CPH) and the MPHTC
Jennifer McKeever, MSW, MPH, Director, Public Health Practice and Training, National Coordinating Center for Public Health Training (NCCPHT) at the National Network of Public Health Institutes (NNPHI)
Mikhaila Richards, MS, Communications Strategist, NCCPHT at NNPHI
Tanya Uden-Holman, PhD, Associate Dean for Academic Affairs and Clinical Professor, Department of Health Management and Policy, University of Iowa College of Public Health
Our moderator:
Christopher Kinabrew, MPH, MSW, Chief Strategy Officer, NCCPHT at NNPHI
Dialogue4Health is a community that conceives, builds, and shares strategies to improve the public’s health. They partner with local, national and global organizations to host Web Forums and share critical resources.
Selecting, Developing, and Engaging Leaders at All LevelsQualtrics
Developing and engaging leaders is one of the most important initiatives that companies have—it’s also one of the most difficult. Paul Glatzhofer from Select International will share his experiences from the last 10 years of working with Fortune 500 organizations, outlining their key struggles with leadership selection and development.
More specifically, you’ll learn…
- Best practices in leader selection and development
- A new paradigm for leader development and engagement
- How are millennials changing the game
Have you considered using an employment agency to find your next job? Learn why temporary work is a great way to take that next step in your career -- and what myths about this career option could lead you astray.
What Would Steve Do? Lessons from the World's Most Captivating PresentersMartafy!
This was the last presentation I created during my tenure at HubSpot as Director of Brand & Buzz. To date, it remains HubSpot's 2nd most popular SlideShare of all time with >1.25 Million views and 35,000 downloads.
See the original presentation on HubSpot's SlideShare channel here: http://slidesha.re/1avaxMa
To learn more about HubSpot, visit www.HubSpot.com.
The document provides an overview of the immune system, including definitions of immunity, classifications of immunity as natural or innate versus acquired, and mechanisms of the immune response. It describes physical and chemical barriers, white blood cells, inflammation, humoral immunity, cellular immunity, complement system, and abnormal immune responses. It also discusses nursing assessment and management related to immune function and health education topics.
The Future Foundation has carried out an extensive forecasting exercise to explore the future of several commercial themes and sectors beyond 2020. In this report, we examine our predictions for the future of retail, identifying informed assumptions for the evolution of consumer trends, product and service innovations and the role that technological developments will play. We also provide invented images of retail concepts that might characterize the future marketplace as a result of the shifts we describe.
The 2015 Millennial Majority Workforce: Study ResultsElance-oDesk
Millennials will be the largest generation in the U.S. workforce as of 2015. Yet businesses have a difficult time hiring members of this youngest professional generation. Disjoints abound as the nation’s workforce shifts -- millions of jobs remain unfilled while many millennials struggle to build careers. This study reveals changes in how we work, generational differences, and the critical role millennials play for businesses as we move forward.
The 2015 Millennial Majority Workforce: Study Results
Similar to Presentation on "Strengthening Employee Engagement at the German Employment Agency (Bundesagentur für Arbeit) made at the Lead, Engage, Perform expert meeting on public sector leadership, OECD, 21-22 January 2015
Presentation by Beatrix Behrens on "Diversity Management at the Bundesagentur...OECD Governance
This presentation by Dr. Beatrix Behrens, Head of Division, HR Policy, Federal German Employment Agency on "Diversity Management at the Bundesagentur für Arbeit (BA) –Single Case Study" was made at the meeting of the OECD Working Party on Public Employment and Management on 20-21 April 2015.
For further on information on the OECD work on Public Employment and Management please see http://www.oecd.org/gov/pem/.
The document provides a summary of the professional experiences and qualifications of Dhanraj, an HR executive. It details his work history in HR roles at Future Fashion Lifestyle Ltd from 2014 to present and Shahi Exports Pvt Ltd from 2012 to 2014, including responsibilities like recruitment, database management, employee relations, and facilities management. It also lists his educational qualifications like a Diploma in Human Resource from 2011 and Master of Social Work degree from 2010-2012.
Teodor Stoica is a senior HR professional with over 15 years of experience in HR roles. He has strong expertise in strategic HR management, talent development, and operational excellence. Currently he is the Regional HR Lead for Wipro Technologies, where he develops HR strategies and oversees talent management programs. Previously he held HR leadership roles at several IT and consulting companies in Romania. He has a master's degree in business administration and professional certifications in HR management, coaching, and training.
Thomas P. Lynch has over 17 years of experience in human resources management. He has held roles as an HR generalist, benefits consultant, and business partner at large companies including News Corporation, HarperCollins Publishers, and Citigroup. His areas of expertise include benefits administration, policy design, compensation programs, employee relations, and recruiting.
Milan Pilous is a committed HR professional with over 13 years of experience in banking, media, and ICT sectors. He delivers measurable results and streamlines business processes across developed and emerging markets. Currently seeking a challenging role to support further development. His career includes regional HR roles at Fujitsu delivering key projects, and national HR leadership roles managing HR functions in multiple countries. He is skilled in HR consulting, policies, business processes, talent management, and change management.
The document provides a summary of Thorat Manish Rangnath's professional experience and qualifications. He has over 20 years of experience in strategic human resources management, organization development, recruitment, performance management, training and development, employee relations, and industrial relations. Currently, he works as the Regional IR Head for Reliance Jio Infocomm Ltd. in Maharashtra, leading a team of 9 people and handling IR operations for 750 employees. Previously he has worked in senior HR roles for various companies managing teams of 5-15 people and HR operations for employee bases of 400-3500.
CIPR Inside measurement summit - 23 July 2013CIPR Inside
Our second measurement summit took place on 23 July 2013. A lively and interesting discussion and presentations on how to measure internal communication and employee engagement
Maritsa Smith is seeking a position to develop and manage an interactive training model across all levels and disciplines of an organization. She enjoys managing variables and developing strategies to continuously improve systems. She has a passion for learning and helping others develop skills. Her experience includes human resources, industry knowledge in training methods and best practices, and leadership skills developed through previous roles. She currently works as a Marketing and Promotions Coordinator for technical training at ABB South Africa, where she is responsible for training delivery, materials, scheduling, documentation, and invoicing.
Lubna Tawakkul has over 15 years of experience in human resources and administration. She has experience developing HR policies, procedures, and systems for organizations with over 2,000 employees. Her experiences includes recruitment, training, compensation and benefits administration, and employee relations. She is seeking a challenging position to apply her strategic skills and experience developing and managing HR functions.
This document outlines various roles in human resources management across four categories: talent acquisition, talent sustenance, business development, and operations. It provides descriptions for roles such as HR planner, recruiter, trainer, performance reviewer, benefits manager, and others. Key responsibilities are defined for each role relating to activities like workforce planning, hiring, onboarding, training, performance reviews, and more. The document aims to classify and explain the different functions that make up an organization's HR department.
The document provides a summary of Audrey Kekst's experience in human resources management, marketing, and office management roles. It highlights her results-oriented and collaborative work style as well as her experience directing HR policies, managing recruitment and talent development, and coordinating various administrative functions to support business operations.
This document provides a summary of Muhammad Amoon Khalid's career experience and qualifications. He has over 5 years of experience in human resources and education sectors, including roles at the United Nations, EU Election Observation Mission, and various colleges and NGOs. His skills include HR management, training and development, program development, and communication. He holds qualifications in business administration, education, and computer skills. He is seeking new career opportunities in human resources, education, or related fields within the EU.
This document outlines Ireland's national framework for promoting health and wellbeing in the workplace. It discusses several international and national policies and guidelines on workplace health. The goal is to develop an accreditation model and framework to help organizations implement programs that protect workers' health, safety, and wellbeing. An extensive consultation and review process identified barriers and benefits. If successful, the framework could result in reduced absenteeism and higher productivity for employers, and improved health and job satisfaction for employees.
The document discusses two projects, LIVEWORK CI and IMPACT, which aim to improve care for people with personality disorders (PD) through training and facilitating psychologically-informed environments. The training teaches staff to consider psychological theories in their work and create clarity, empathy, and reflection within organizations. Evaluation found the training improved staff understanding and capabilities in working with those with PD. Future plans include strengthening collaboration across agencies to better support offenders with PD throughout the pathway from prison to community.
Denise Pressman has over 15 years of experience in human resources with a focus on generalist work, recruitment, and compensation. She has worked in the energy, sales, and service sectors for companies such as Enercare and Direct Energy. Her experience includes advising managers, developing policies and programs, managing payroll and benefits, and analyzing compensation data.
This document contains a competency statement and resume for Ogechi Amarawuba Carl-Onyeukwu, an experienced HR professional with over 12 years of experience in oil and gas, telecommunications, and banking. They are seeking a challenging role that allows career growth while adding value to an organization. Their resume details their educational background and extensive professional experience in various HR roles.
Melanie V Somers has over 10 years of experience in human resources including management, organizational development, and generalist work. She has an MBA from the University of Kansas and a BS in Psychology from the University of Houston. Her experience includes positions at TE Connectivity, PICO Holdings, Inc., University of Texas MD Anderson Cancer Center, and Hanover Compressor Company. She has expertise in areas such as employee relations, leadership development, recruiting, training, and benefits administration.
The document provides a summary of the author's career highlights as an HR Manager over 12.5 years at HSBC. It details their roles and responsibilities in managing HR administration, business support, payroll, rewards, compliance, and projects like digitization of employee files. It highlights achievements like successful audits, improved efficiency through new systems, and automation of various HR processes.
Curriculum Vitae - Sharon G Naidoo June 2016Sharon Naidoo
Sharon Naidoo's CV summarizes her educational qualifications and work experience. She has a matric from William Hills High School and organizational behavior certification from Intec College. Her work experience includes positions in project management, change management, operational risk management, and customer service. Her most recent roles were as a freelance facilitator and assessor and an office manager and operational manager for a project management company.
Lenisha Wright is a South African female Indian human resources professional with over 15 years of experience. She holds a Master's degree in Business Administration and Bachelor's degrees in Psychology and Clinical Psychology. Her career includes positions as General Manager of HR, Senior HR Business Partner, and HR Manager. She has experience in industries such as logistics, automotive, manufacturing, and cement. Her responsibilities have included strategic HR functions, talent management, training, compensation, industrial relations, and compliance.
Similar to Presentation on "Strengthening Employee Engagement at the German Employment Agency (Bundesagentur für Arbeit) made at the Lead, Engage, Perform expert meeting on public sector leadership, OECD, 21-22 January 2015 (20)
The document discusses transparency and oversight of political party financing. It finds that financial contributions to political parties are not fully transparent and are still vulnerable to political and foreign influence. Additionally, financial reports from political parties are not always publicly available or submitted on time according to regulations.
Summary of the OECD expert meeting: Construction Risk Management in Infrastru...OECD Governance
Presented at the OECD expert meeting "Construction Risk Management in Infrastructure Procurement: The Loss of Appetite for Fixed-Price Contracts", held on 17 May 2023 at the OECD, Paris and online.
Using AI led assurance to deliver projects on time and on budget - D. Amratia...OECD Governance
Presented at the OECD expert meeting "Construction Risk Management in Infrastructure Procurement: The Loss of Appetite for Fixed-Price Contracts", held on 17 May 2023 at the OECD, Paris and online.
ECI in Sweden - A. Kadefors, KTH Royal Institute of Technology, Stockholm (SE)OECD Governance
This document discusses different construction project delivery and payment models. It begins by outlining common delivery models like design-bid-build and design-build. It then explains different payment methods that can be used like fixed price, unit prices, and cost-reimbursable. The document also discusses pricing strategies and how they relate to risk transfer between parties. It provides details on collaborative models like early contractor involvement and discusses selecting the optimal contract based on a client's project risks, desired influence, and market conditions.
Building Client Capability to Deliver Megaprojects - J. Denicol, professor at...OECD Governance
Presented at the OECD expert meeting "Construction Risk Management in Infrastructure Procurement: The Loss of Appetite for Fixed-Price Contracts", held on 17 May 2023 at the OECD, Paris and online.
Procurement strategy in major infrastructure: The AS-IS and STEPS - D. Makovš...OECD Governance
Presented at the OECD expert meeting "Construction Risk Management in Infrastructure Procurement: The Loss of Appetite for Fixed-Price Contracts", held on 17 May 2023 at the OECD, Paris and online.
Procurement of major infrastructure projects 2017-22 - B. Hasselgren, Senior ...OECD Governance
Presented at the OECD expert meeting "Construction Risk Management in Infrastructure Procurement: The Loss of Appetite for Fixed-Price Contracts", held on 17 May 2023 at the OECD, Paris and online.
ECI Dutch Experience - A. Chao, Partner, Bird&Bird & J. de Koning, Head of Co...OECD Governance
This document discusses ECI Dutch experience with collaborative contracting. It mentions a McKinsey report from 2018 on collaborative contracting and recent developments in the field. Finally, it provides lessons learned from a project in Amsterdam called Bouwteam De Nieuwe Zijde Noord.
ECI in Sweden - A. Kadefors, KTH Royal Institute of Technology, StockholmOECD Governance
Presented at the OECD expert meeting "Construction Risk Management in Infrastructure Procurement: The Loss of Appetite for Fixed-Price Contracts", held on 17 May 2023 at the OECD, Paris and online.
EPEC's perception of market developments - E. Farquharson, Principal Adviser,...OECD Governance
Presented at the OECD expert meeting "Construction Risk Management in Infrastructure Procurement: The Loss of Appetite for Fixed-Price Contracts", held on 17 May 2023 at the OECD, Paris and online.
Geographical scope of the lines in Design and Build - B.Dupuis, Executive Dir...OECD Governance
Presented at the OECD expert meeting "Construction Risk Management in Infrastructure Procurement: The Loss of Appetite for Fixed-Price Contracts", held on 17 May 2023 at the OECD, Paris and online.
Executive Agency of the Dutch Ministry of Infrastructure and Water Management...OECD Governance
Presented at the OECD expert meeting "Construction Risk Management in Infrastructure Procurement: The Loss of Appetite for Fixed-Price Contracts", held on 17 May 2023 at the OECD, Paris and online.
Presentation of OECD Government at a Glance 2023OECD Governance
Paris, 30 June, 2023
Presentation by Elsa Pilichowski, Director for Public Governance, OECD.
The 2023 edition of Government at a Glance provides a comprehensive overview of public governance and public administration practices in OECD Member and partner countries. It includes indicators on trust in public institutions and satisfaction with public services, as well as evidence on good governance practices in areas such as the policy cycle, budgeting, procurement, infrastructure planning and delivery, regulatory governance, digital government and open government data. Finally, it provides information on what resources public institutions use and how they are managed, including public finances, public employment, and human resources management. Government at a Glance allows for cross-country comparisons and helps identify trends, best practices, and areas for improvement in the public sector.
See: https://www.oecd.org/publication/government-at-a-glance/2023/
The Protection and Promotion of Civic Space: Strengthening Alignment with Int...OECD Governance
Infographics from the OECD report "The Protection and Promotion of Civic Space Strengthening Alignment with International Standards and Guidance".
See: https://www.oecd.org/gov/the-protection-and-promotion-of-civic-space-d234e975-en.htm
OECD Publication "Building Financial Resilience
to Climate Impacts. A Framework for Governments to manage the risks of Losses and Damages.
Governments are facing significant climate-related risks from the expected increase in frequency and intensity of cyclones, floods, fires, and other climate-related extreme events. The report Building Financial Resilience to Climate Impacts: A Framework for Governments to Manage the Risks of Losses and Damages provides a strategic framework to help governments, particularly those in emerging market and developing economies, strengthen their capacity to manage the financial implications of climate-related risks. Published in December 2022.
OECD presentation "Strengthening climate and environmental considerations in infrastructure and budget appraisal tools"
by Margaux Lelong and Ana Maria Ruiz during the 9th Meeting of the OECD Paris Collaborative on Green Budgeting held on 17 and 18 of April 2023 in Paris.
OECD presentation "Building Financial Resilience to Climate Impacts. A Framework to Manage the Risks of Losses and Damages" by Andrew Blazey, Stéphane Jacobzone and Titouan Chassagne. Presented during the 9th Meeting of the OECD Paris Collaborative on Green Budgeting held on 17 and 18 of April 2023 in Paris
OECD Presentation "Financial reporting, sustainability information and assurance" by Peter Welch during the 5th Session during the 9th Meeting of the OECD Paris Collaborative on Green Budgeting held on 17 and 18 of April 2023 in Paris
This document summarizes developments in sovereign green bond markets. It discusses approaches to incorporating environmental, social, and governance (ESG) factors into public debt management. Sovereign green bond issuance has grown significantly in both advanced and emerging economies since 2016. Green bonds make up the largest share of the labeled bond market. Major benefits of sovereign green bonds include their positive impact on creditworthiness and alignment with ESG policies. However, issuers also face challenges such as additional costs and complexity of the issuance process. Common leading practices emphasize transparency, collaboration, and commitment to reporting.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
team presentation of the role and responsibility of HSE teamreviewed.pptx
Presentation on "Strengthening Employee Engagement at the German Employment Agency (Bundesagentur für Arbeit) made at the Lead, Engage, Perform expert meeting on public sector leadership, OECD, 21-22 January 2015
1. Strengthening leadership capabilities of public
sector organizations for improved employee
engagement – Expert Meeting
Dr Beatrix Behrens, Head of Division, HR Policy | Federal German Employment Agency