This document announces a 3-day professional development program called "Transformational Presence: Leadership in Action" led by Alan Seale. The program will take place February 10-12, 2017 in Barcelona, Spain and is aimed at leaders, HR managers, entrepreneurs, and visionaries. It will teach skills for leadership in complex times, including sensing the bigger picture, intuiting below the surface, empowering growth in others, and inspiring transformation through presence.
The document discusses a Talent Capacity Model that aims to increase organizational productivity by ensuring the right people are in the right places at the right time. It addresses talent capacity flows at the organizational, team, and individual levels and their connection to product-customer flows. The model focuses on placing people in the right roles with the right competencies and leadership to maximize performance. It involves optimizing organizational design and structures, as well as talent management practices like recruitment, development, and team formation. The overall goal is to enhance talent capacity throughout the organization.
EY People Advisory Services provides consulting services across all areas of human resources including HR operating models, process efficiency, organizational change management, organizational design, talent management, rewards and benefits, HR technology, and analytics. The services aim to help clients with HR governance, workforce and talent strategy, capability development, compliance, and program effectiveness.
Agile leadership day workshop conducted at Wiley. This workshop covered the basics of Agile Software Development and an introduction to Business Agility. The workshop also included discussion about various Scaling Frameworks available in the industry under the Agile umbrella.
Kathy Kraus has over 15 years of experience in human capital and talent management. She will be presenting at an upcoming talent management conference on developing future leaders. The presentation will discuss redefining how organizations identify talent, developing a framework for accelerating leadership development, and assessing leadership and talent gaps to ensure organizations are prepared for the future. It will also explore how the nature of work and leadership is changing, with a focus on building skills like critical thinking, creativity, and collaboration to enable future success.
Saba's Succession@Work talent management solution enables organizations to manage succession planning, career development, and retention for all employees. It provides insights into employees' performance, potential, and risk of departure through analytics of social connections, ratings, and other data. The solution identifies high-potential employees and successors through crowdsourced nominations and analytics. Succession@Work facilitates developing internal candidates for key roles to ensure leadership continuity and business growth.
Robotics is an interface of Computer Science and Engineering. Learn one of the rarest skill of 21st century.
Register for free counselling- bit.ly/epspark
This presentation is a brief overview of the work we do at High Impact Development. Don't hesitate to email us with any queries or questions at gary@highimpactdevelopment.co.uk or for further information visit our website: www.highimpactdevelopment.co.uk
This document announces a 3-day professional development program called "Transformational Presence: Leadership in Action" led by Alan Seale. The program will take place February 10-12, 2017 in Barcelona, Spain and is aimed at leaders, HR managers, entrepreneurs, and visionaries. It will teach skills for leadership in complex times, including sensing the bigger picture, intuiting below the surface, empowering growth in others, and inspiring transformation through presence.
The document discusses a Talent Capacity Model that aims to increase organizational productivity by ensuring the right people are in the right places at the right time. It addresses talent capacity flows at the organizational, team, and individual levels and their connection to product-customer flows. The model focuses on placing people in the right roles with the right competencies and leadership to maximize performance. It involves optimizing organizational design and structures, as well as talent management practices like recruitment, development, and team formation. The overall goal is to enhance talent capacity throughout the organization.
EY People Advisory Services provides consulting services across all areas of human resources including HR operating models, process efficiency, organizational change management, organizational design, talent management, rewards and benefits, HR technology, and analytics. The services aim to help clients with HR governance, workforce and talent strategy, capability development, compliance, and program effectiveness.
Agile leadership day workshop conducted at Wiley. This workshop covered the basics of Agile Software Development and an introduction to Business Agility. The workshop also included discussion about various Scaling Frameworks available in the industry under the Agile umbrella.
Kathy Kraus has over 15 years of experience in human capital and talent management. She will be presenting at an upcoming talent management conference on developing future leaders. The presentation will discuss redefining how organizations identify talent, developing a framework for accelerating leadership development, and assessing leadership and talent gaps to ensure organizations are prepared for the future. It will also explore how the nature of work and leadership is changing, with a focus on building skills like critical thinking, creativity, and collaboration to enable future success.
Saba's Succession@Work talent management solution enables organizations to manage succession planning, career development, and retention for all employees. It provides insights into employees' performance, potential, and risk of departure through analytics of social connections, ratings, and other data. The solution identifies high-potential employees and successors through crowdsourced nominations and analytics. Succession@Work facilitates developing internal candidates for key roles to ensure leadership continuity and business growth.
Robotics is an interface of Computer Science and Engineering. Learn one of the rarest skill of 21st century.
Register for free counselling- bit.ly/epspark
This presentation is a brief overview of the work we do at High Impact Development. Don't hesitate to email us with any queries or questions at gary@highimpactdevelopment.co.uk or for further information visit our website: www.highimpactdevelopment.co.uk
Jasmin Lucy is a Human Resources leader specializing in talent development. She has 9 years of experience leading HR projects at Daimler/Mercedes-Benz, including managing a diversity and inclusion program and global HR development. Currently, she designs and implements an integrated talent management strategy for UC San Diego Health System. She has expertise in areas such as HR strategy, leadership development, change management, and business coaching.
Leadership Insights International Inc. is hosting a seminar on identifying and developing emerging leaders in multinational companies operating in China. The seminar will discuss best practices for accurately identifying high-potential employees and selecting them for leadership programs. Management consultants and HR experts will then share strategies for accelerating the development of emerging leaders, including simulated experiences, intense training, and live action learning projects. The full-day event will take place on June 5th, 2009 in Guangzhou, China.
Agile HR: Transforming a Human Resources Team Using ScrumSeedbox
At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
Agile HR at Faster Horses - Transforming the Employee ExperienceYusuf Okucu
Henry Ford is quoted as saying "If I had asked people what they wanted, they would have said faster horses." In 3 sentences:
The document discusses agile HR practices and transforming performance reviews from annual and manager-led to ongoing and employee-owned. It proposes using techniques like open space to collaboratively identify how the organization can become a place for employees to grow and develop. Sample problem statements, questions, and personas are provided to illustrate how open space can be used to discuss feedback culture and performance reviews.
This document discusses leadership and the key competencies of effective leaders. It defines leadership as the ability to influence others and motivate them to achieve goals. The main differences between leadership and management are outlined, with leadership focusing on vision and goals while management focuses on efficiency. Eight competencies of effective leaders are identified: personality, self-confidence, drive, integrity, leadership motivation, business knowledge, intelligence, and emotional intelligence. The document also provides tips for developing leadership skills such as practicing public speaking, learning from failures, getting feedback, and observing other leaders.
Rachel Watkins identifies her key strengths as being creative, adventurous, and able to adapt to different situations. She also sees herself as futuristic, able to arrange ideas, and professional in her approach.
The document discusses organizational and team culture. It defines culture as shared assumptions, values, and behaviors that develop within a group. Culture is analyzed using Schein's three levels - artifacts, values/beliefs, and underlying assumptions. The Competing Values Framework is presented as a model for assessing culture types (clan, adhocracy, hierarchy, market) and determining where a team or organization currently fits, as well as where changes are needed. The document provides questions to help diagnose culture and suggests using the framework to identify skills and behaviors to cultivate when managing organizational change.
Ruchira specializes in leadership coaching, culture change management, and developing high-performing teams. She recognizes individuals' talents and places them in roles to maximize their contributions and benefit the organization. Ruchira intuitively understands what motivates people and uses this knowledge to drive performance. Her vision is to transform leaders and exponentially grow their positive impacts on many lives. She has extensive experience in HR leadership roles with startups and has won multiple awards for her work developing women leaders.
Identification and Development of Emerging Leaders in China ksteadman
The document announces a seminar on identifying and developing emerging leaders in multinational companies operating in China. The full-day event at Sky Triumph Guangzhou will bring together management consultants and HR experts from Leadership Insights International, Schick, and Delphi to share best practices for accurately identifying high-potential employees and accelerating their leadership development. Participants will learn strategies for selecting emerging leaders, aligning HR systems, and providing simulated experiences, training, and projects to prepare new leaders for expanded responsibilities.
Aspire Consulting is a boutique leadership development consulting firm founded and led by Steve Terrell, who has 30 years of experience in leadership development. Aspire partners with organizations to develop leaders' capabilities to learn and lead at the speed of business. They focus on competency modeling, assessment, leadership programs, coaching, and succession planning. Aspire uses a 3-step methodology involving diagnosing needs, developing solutions, and delivering leadership development.
Agile India 2016: Agile HR – Your Secret to Enterprise AgilityFabiola Eyholzer
Bangalore, India | Mar-17-2016
Inspired, empowered, and engaged people are the heart and soul of Agile – and HR.
Transforming your organization into an agile enterprise is no small deed. And it does not matter where you are on your way towards embracing agility on all levels. There will be a time when you need to align your people solutions with the mindset and demands of agile people and organizations.
We will talk about how to turn your Human Resources into Agile People Operations and boost your agility.
Join this session to
– gain valuable insights into the world of Human Resource Management
– recognize the impact of Agile HR practices through stories and examples
– discover why Agile needs HR and vice versa
– learn about People solutions in Agile Enterprises
This document announces a seminar on identifying and developing emerging leaders in multinational companies operating in China. The full-day event will feature presentations from management consulting and HR expert panels on accurately identifying leadership potentials and accelerating their development. Attendees will learn about best practices for selection criteria, alignment with HR systems, and onboarding future leaders. Development models, case studies and training strategies will also be shared to rapidly prepare emerging leaders for their next roles. The agenda includes presentations, group discussions, and a networking lunch.
Agile HR - Human Resource Management - Manu Melwin Joymanumelwin
The "Agile Model of HR" states that human resources' job is not just to implement controls and standards, and drive execution—but rather to facilitate and improve organizational agility.
Human Resource Leaders are faced with extreme HR makeover demands and opportunities. HR is at a technological, global and service-delivery crossroads. HR professionals also can wisely re-examine their competencies and capabilities to meet organizational human capital needs of the future.
Presents challenges facing HR leaders and HR functions with emphasis on leadership competencies, technology demands, global mindset and career growth tactics.
This document discusses talent capacity and learning & development within an organization. It includes:
1. An overview of the talent capacity model and how it relates to organizational, individual, and team flows.
2. Details on organizational flows including structure, product flow, and areas.
3. The importance of learning & development for transforming people and the organization.
4. A framework for planning learning & development by identifying gaps and customizing delivery and evaluation.
Lead Consulting Services provides customized training and development solutions to help organizations and individuals learn and grow. Their objective is to equip organizations to execute their current roles, align teams to the organization's direction, and make organizations "future ready". They develop customized learning interventions to achieve client business objectives by exploring team gaps and strengths through competency mapping. Lead Consulting Services conducts both outbound programs and in-house training to enable clients to grow and lead.
This document discusses talent capacity and member productivity. It explains that talent capacity refers to the number of experiences participants gain through intense journeys leading to leadership development. Member productivity is impacted by factors like learning and development standards, satisfaction tracking, talent planning, job descriptions, and processes that contribute to an organization's talent capacity and product strategy. The document also includes a diagram showing how these elements relate across different tiers or levels.
Jasmin Lucy is a Human Resources leader specializing in talent development. She has 9 years of experience leading HR projects at Daimler/Mercedes-Benz, including managing a diversity and inclusion program and global HR development. Currently, she designs and implements an integrated talent management strategy for UC San Diego Health System. She has expertise in areas such as HR strategy, leadership development, change management, and business coaching.
Leadership Insights International Inc. is hosting a seminar on identifying and developing emerging leaders in multinational companies operating in China. The seminar will discuss best practices for accurately identifying high-potential employees and selecting them for leadership programs. Management consultants and HR experts will then share strategies for accelerating the development of emerging leaders, including simulated experiences, intense training, and live action learning projects. The full-day event will take place on June 5th, 2009 in Guangzhou, China.
Agile HR: Transforming a Human Resources Team Using ScrumSeedbox
At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
Agile HR at Faster Horses - Transforming the Employee ExperienceYusuf Okucu
Henry Ford is quoted as saying "If I had asked people what they wanted, they would have said faster horses." In 3 sentences:
The document discusses agile HR practices and transforming performance reviews from annual and manager-led to ongoing and employee-owned. It proposes using techniques like open space to collaboratively identify how the organization can become a place for employees to grow and develop. Sample problem statements, questions, and personas are provided to illustrate how open space can be used to discuss feedback culture and performance reviews.
This document discusses leadership and the key competencies of effective leaders. It defines leadership as the ability to influence others and motivate them to achieve goals. The main differences between leadership and management are outlined, with leadership focusing on vision and goals while management focuses on efficiency. Eight competencies of effective leaders are identified: personality, self-confidence, drive, integrity, leadership motivation, business knowledge, intelligence, and emotional intelligence. The document also provides tips for developing leadership skills such as practicing public speaking, learning from failures, getting feedback, and observing other leaders.
Rachel Watkins identifies her key strengths as being creative, adventurous, and able to adapt to different situations. She also sees herself as futuristic, able to arrange ideas, and professional in her approach.
The document discusses organizational and team culture. It defines culture as shared assumptions, values, and behaviors that develop within a group. Culture is analyzed using Schein's three levels - artifacts, values/beliefs, and underlying assumptions. The Competing Values Framework is presented as a model for assessing culture types (clan, adhocracy, hierarchy, market) and determining where a team or organization currently fits, as well as where changes are needed. The document provides questions to help diagnose culture and suggests using the framework to identify skills and behaviors to cultivate when managing organizational change.
Ruchira specializes in leadership coaching, culture change management, and developing high-performing teams. She recognizes individuals' talents and places them in roles to maximize their contributions and benefit the organization. Ruchira intuitively understands what motivates people and uses this knowledge to drive performance. Her vision is to transform leaders and exponentially grow their positive impacts on many lives. She has extensive experience in HR leadership roles with startups and has won multiple awards for her work developing women leaders.
Identification and Development of Emerging Leaders in China ksteadman
The document announces a seminar on identifying and developing emerging leaders in multinational companies operating in China. The full-day event at Sky Triumph Guangzhou will bring together management consultants and HR experts from Leadership Insights International, Schick, and Delphi to share best practices for accurately identifying high-potential employees and accelerating their leadership development. Participants will learn strategies for selecting emerging leaders, aligning HR systems, and providing simulated experiences, training, and projects to prepare new leaders for expanded responsibilities.
Aspire Consulting is a boutique leadership development consulting firm founded and led by Steve Terrell, who has 30 years of experience in leadership development. Aspire partners with organizations to develop leaders' capabilities to learn and lead at the speed of business. They focus on competency modeling, assessment, leadership programs, coaching, and succession planning. Aspire uses a 3-step methodology involving diagnosing needs, developing solutions, and delivering leadership development.
Agile India 2016: Agile HR – Your Secret to Enterprise AgilityFabiola Eyholzer
Bangalore, India | Mar-17-2016
Inspired, empowered, and engaged people are the heart and soul of Agile – and HR.
Transforming your organization into an agile enterprise is no small deed. And it does not matter where you are on your way towards embracing agility on all levels. There will be a time when you need to align your people solutions with the mindset and demands of agile people and organizations.
We will talk about how to turn your Human Resources into Agile People Operations and boost your agility.
Join this session to
– gain valuable insights into the world of Human Resource Management
– recognize the impact of Agile HR practices through stories and examples
– discover why Agile needs HR and vice versa
– learn about People solutions in Agile Enterprises
This document announces a seminar on identifying and developing emerging leaders in multinational companies operating in China. The full-day event will feature presentations from management consulting and HR expert panels on accurately identifying leadership potentials and accelerating their development. Attendees will learn about best practices for selection criteria, alignment with HR systems, and onboarding future leaders. Development models, case studies and training strategies will also be shared to rapidly prepare emerging leaders for their next roles. The agenda includes presentations, group discussions, and a networking lunch.
Agile HR - Human Resource Management - Manu Melwin Joymanumelwin
The "Agile Model of HR" states that human resources' job is not just to implement controls and standards, and drive execution—but rather to facilitate and improve organizational agility.
Human Resource Leaders are faced with extreme HR makeover demands and opportunities. HR is at a technological, global and service-delivery crossroads. HR professionals also can wisely re-examine their competencies and capabilities to meet organizational human capital needs of the future.
Presents challenges facing HR leaders and HR functions with emphasis on leadership competencies, technology demands, global mindset and career growth tactics.
This document discusses talent capacity and learning & development within an organization. It includes:
1. An overview of the talent capacity model and how it relates to organizational, individual, and team flows.
2. Details on organizational flows including structure, product flow, and areas.
3. The importance of learning & development for transforming people and the organization.
4. A framework for planning learning & development by identifying gaps and customizing delivery and evaluation.
Lead Consulting Services provides customized training and development solutions to help organizations and individuals learn and grow. Their objective is to equip organizations to execute their current roles, align teams to the organization's direction, and make organizations "future ready". They develop customized learning interventions to achieve client business objectives by exploring team gaps and strengths through competency mapping. Lead Consulting Services conducts both outbound programs and in-house training to enable clients to grow and lead.
This document discusses talent capacity and member productivity. It explains that talent capacity refers to the number of experiences participants gain through intense journeys leading to leadership development. Member productivity is impacted by factors like learning and development standards, satisfaction tracking, talent planning, job descriptions, and processes that contribute to an organization's talent capacity and product strategy. The document also includes a diagram showing how these elements relate across different tiers or levels.