This is to show how reflection can be used as a performance management tool. Integrity has a reflective tool available to facilitate the use of reflection at work
A high level look at considerations for training new employees. Compares new employee orientation for geographically dispersed employees to the starfish model of business design.
A high level look at considerations for training new employees. Compares new employee orientation for geographically dispersed employees to the starfish model of business design.
Training & Development - Designing a training program - key factors, strategi...ShatakshiSingh17
This presentation is related to Training and Development which talks about the key factors of designing a training program, the strategies which are faced by the training design managers while designing an effective training program and also the challenges which the design manager has to face on a daily basis while designing the training program.
An induction programme is the process used within many businesses to welcome new employees to the company and prepare them for their new role. Induction training should, according to TPI-theory, include development of theoretical and practical skills, but also meet interaction needs that exist among the new employees
A brief of evaluation of training methods. (Evaluation of Training methods in Learning and development.)
Includes why to evaluate, types of evaluation, evaluation process, outcomes of evaluation, criteria of evaluation. The slides include key points which can be easily researched online.
15 Employee Engagement activities that you can start doing nowHppy
Trying to find new employee engagement activities to boost productivity in your company?
We thought you might, now that these long summer days make it difficult to focus and give 110% at work. But we also thought this is a great time to plan a proper employee engagement strategy that focuses on long-term growth and retention.
Whether you’re simply browsing for some ideas that might boost up morale or if you’re putting down the final details for your HR strategy, here are 15 employee engagement activities that you should try!
The purpose for Kirkpatrick’s evaluation is to determine the effectiveness of a training program. According to this model, evaluation should always begin with level one, and then, as time and budget allows, should move sequentially through levels two, three, and four. Information from each prior level serves as a base for the next level\'s evaluation.
The purpose of Brinkerhoff’s SCM to prove and to improve impact. It is a cost effective way in determining which components of initiative are working and which are not, and reporting result in a way that organizational leaders can easily understand and believe.
The A.D.D.I.E. of Developing a Strategic Training RoadmapHenry John Nueva
Whatever size business you run, it is important to remember that learning is an ongoing experience. This applies as much to the upper management of the business as the employees.
It follows that training should also be a part of the company’s day to day business activities. Of course, employees who are motivated and keen to see the business succeed will often take new ideas that they come across during the course of their work, and will sometimes be in a position to make suggestions for improvement that can benefit the company’s bottom line. Check this out !
Feedback is an effective tool to use in different context, highly useful in training activities, team buildings but also organizational teams and business.
Training – Introduction – Definition – Scope – Objectives – Benefits of Training – Designing of effective Training – Opportunities and Challenges for Training – Learning – Training – Development – Education – Meaning – Concepts – Differences
Need Assessment – Reasons for analyzing the Training Needs – Identification of Training Needs – Steps to conduct a Need Assessment – TNA Model – Organizational Analysis – Operational Analysis – Person Analysis – Gather data for TNA
Training Design – Introduction – Perspective for Designing training – Building a Training Design – Learning Objectives – Components and Methods – Training Process – Key factors in designing – General features of good demonstration – Training of Trainers programs – Skills of an effective Trainer
Methods of Training – On-the-Job – Off-the-Job – Management Games, Case study method, Role play method – In-basket Exercises, Laboratory training – Experiential Learning Techniques – Brain storming, Syndicate method, Discussion method, Outward Bound Learning, Sensitivity Training in Organization – A practical tool – The Fish Bowl Exercise - E-Learning and use of Technology as Training
Training Evaluation – Introduction – Reasons for evaluating training – Outcomes used in the evaluation of the training programs – Factors determining the outcomes of Evaluation – Evaluation Techniques and Instruments – Resistance to training evaluation – Future of Training and Development
This shows the structure of Integrity and the way the company operates. The products under development include interactive game style information to help small business owners get the employment stuff right
Training & Development - Designing a training program - key factors, strategi...ShatakshiSingh17
This presentation is related to Training and Development which talks about the key factors of designing a training program, the strategies which are faced by the training design managers while designing an effective training program and also the challenges which the design manager has to face on a daily basis while designing the training program.
An induction programme is the process used within many businesses to welcome new employees to the company and prepare them for their new role. Induction training should, according to TPI-theory, include development of theoretical and practical skills, but also meet interaction needs that exist among the new employees
A brief of evaluation of training methods. (Evaluation of Training methods in Learning and development.)
Includes why to evaluate, types of evaluation, evaluation process, outcomes of evaluation, criteria of evaluation. The slides include key points which can be easily researched online.
15 Employee Engagement activities that you can start doing nowHppy
Trying to find new employee engagement activities to boost productivity in your company?
We thought you might, now that these long summer days make it difficult to focus and give 110% at work. But we also thought this is a great time to plan a proper employee engagement strategy that focuses on long-term growth and retention.
Whether you’re simply browsing for some ideas that might boost up morale or if you’re putting down the final details for your HR strategy, here are 15 employee engagement activities that you should try!
The purpose for Kirkpatrick’s evaluation is to determine the effectiveness of a training program. According to this model, evaluation should always begin with level one, and then, as time and budget allows, should move sequentially through levels two, three, and four. Information from each prior level serves as a base for the next level\'s evaluation.
The purpose of Brinkerhoff’s SCM to prove and to improve impact. It is a cost effective way in determining which components of initiative are working and which are not, and reporting result in a way that organizational leaders can easily understand and believe.
The A.D.D.I.E. of Developing a Strategic Training RoadmapHenry John Nueva
Whatever size business you run, it is important to remember that learning is an ongoing experience. This applies as much to the upper management of the business as the employees.
It follows that training should also be a part of the company’s day to day business activities. Of course, employees who are motivated and keen to see the business succeed will often take new ideas that they come across during the course of their work, and will sometimes be in a position to make suggestions for improvement that can benefit the company’s bottom line. Check this out !
Feedback is an effective tool to use in different context, highly useful in training activities, team buildings but also organizational teams and business.
Training – Introduction – Definition – Scope – Objectives – Benefits of Training – Designing of effective Training – Opportunities and Challenges for Training – Learning – Training – Development – Education – Meaning – Concepts – Differences
Need Assessment – Reasons for analyzing the Training Needs – Identification of Training Needs – Steps to conduct a Need Assessment – TNA Model – Organizational Analysis – Operational Analysis – Person Analysis – Gather data for TNA
Training Design – Introduction – Perspective for Designing training – Building a Training Design – Learning Objectives – Components and Methods – Training Process – Key factors in designing – General features of good demonstration – Training of Trainers programs – Skills of an effective Trainer
Methods of Training – On-the-Job – Off-the-Job – Management Games, Case study method, Role play method – In-basket Exercises, Laboratory training – Experiential Learning Techniques – Brain storming, Syndicate method, Discussion method, Outward Bound Learning, Sensitivity Training in Organization – A practical tool – The Fish Bowl Exercise - E-Learning and use of Technology as Training
Training Evaluation – Introduction – Reasons for evaluating training – Outcomes used in the evaluation of the training programs – Factors determining the outcomes of Evaluation – Evaluation Techniques and Instruments – Resistance to training evaluation – Future of Training and Development
This shows the structure of Integrity and the way the company operates. The products under development include interactive game style information to help small business owners get the employment stuff right
This is a presentation for Her function in Wellington. It was designed to raise awareness of the issues around internet use at work, the use of social media at work and the Privacy Act
Definition of Learning
Definition of Learning Organization
Building Blocks of the Learning Organization
Benefits of a learning organization
Units of learning
Review of Chapter
All aspects of organization development and change management are linked in these resources. They access information about group facilitation, culture change, consulting, managing change, planned change, and leading edge topics such as emotional intelligence and large group processes.
Learning organization and change management power pointJack Onyisi Abebe
This presentation discusses how learning organizations link to change management with projected barriers, critical factors for organizational learning, change management and the theories of organizational learning.
Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment
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This presentation is authored by Jack Abebe and Annaline Jepkiyeny. It discusses how learning organizations pick on change management as a strategic direction.
This brief overview provides an introduction to the value of beocming a learning organization. It describe the characteristics of a learning organization and some first steps and organizational changes that can be taken on the road to becoming a learning organization.
Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Business Valuation Principles for EntrepreneursBen Wann
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Reflections on the workplace as a learning environment
1. Reflections on the workplace as a learning environment Dr Maggie Roe-Shaw Presented at the Australian Evaluation Conference in Darwin, Northern Territory 2007
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10. Traditional work vs. knowledge organisations (adapted Despres & Hiltrop, 1995) Skills and knowledge sets Narrow, functional and prescribed Specialised, flexible, diverse and with diffuse foci Focus of work Tasks, objectives and performance measures through formal policies, systems and practices Client/customer focussed where informal practices, symbolic actions and evaluative beliefs, values and attitudes are important Performance measures Length of employment, loyalty to the ‘firm’ Professional development, continuing education Career prospects Rising through the organisation through seniority and miles on the clock External to the organisation with best practice in organisational culture change
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12. Creating learning opportunities at work Formal education as a learning opportunity Can be in-house, university papers or courses, undertaking research, distance learning Self-directed learning as a learning opportunity Reading journal articles, updating knowledge via the internet or library Opportunities within the job as a learning opportunity Coaching mentoring, peer review of practice, job rotation, involvement with the wider organisation, project management work, supervision, reflection on day-to-day practice, informal discussion with colleagues, secondments Opportunities outside the job as learning opportunity Job rotation, visits to other centres/sites, conference presentations, secondment
13. Facilitating and promoting learning at work PRACTICE SITUATED EXPERIENCE IDENTITY AND CULTURE SOCIAL STRUCTURE SOCIAL THEORY OF LEARNING
Good afternoon and thanks you for the opportunity to share one way of reflecting on the workplace as a learning environment. There are four main things that I want to talk about today, and the first is workplace learning? What do we mean by workplace learning? Is there a common understanding of what we mean by workplace learning? The second is the role of workplace learning which links directly with the learning culture of a workplace. The third is the transformation of workplaces to learning organisations, and the fourth is the use of an evaluative management culture in workplace learning. By this I mean the culture which comes from within a workplace environment, sits well with an organisational approach to capacity building, that is building from within the workplace
By the end of the presentation I will have provided you with another view of workplace learning, learning organisations and organisational learning and explored the value of knowledge organisations. How do we assess the effectiveness and efficacy of workplace learning and create learning opportunities at work? I hope that you have some ideas and thoughts about how by creating these learning opportunities how evaluations studies can help to inform effective workplace practices that facilitate workplace learning. I hope I will also leave you pondering that in this super complex world that work has to become learning and learning has to become work.
So moving right along… what is workplace learning? Probably more importantly, what is effective workplace learning? Obviously if learning in the workplace is effective, it has achieved its purpose. I would argue that
Learning organisations can be described are those that have in place systems, mechanisms and processes that are used continually to enhance their capabilities to achieve sustainable objectives. So what does that mean? The key points in that definition is that learning organisations are changing organisations which means they are : Adaptive to their external environment, and use this knowledge to improve organisational effecivness Continually enhance their capability to change and adapt to create useful information for the organisation Develop collective as well as individual learning, and disseminate this effectively There is ample literature that
A learning culture has a free and open exchange of information to ensure that expertise is available where it is needed and individuals network extensively, crossing organisational boundaries to develop their knowledge and expertise. This enables them to respond and adapt to external change more quickly A learning culture has a commitment to learning and professional development which has support from top management. People at all levels are encouraged to learn regularly and learning is rewarded. People at all levels are encouraged to take time to think and learn through understanding , exploring, reflecting and developing) Probably the most underrated part of this commitment to learning and personal development is that of reflection. Reflection can be simply thinking about events or situations but reflective practice that draws out learning is a dynamic process that can involve writing, detailed discussion with colleagues, further reading etc and has been recognised as an essential component of workplace learning A learning culture values people. That is it values ideas, creativity, innovation and imaginative capabilities that are stimulated, made use of and developed, and recognised diversity as a strength and there is an openness to challenge different viewpoints in a climate of respect and trust A learning culture will learn form experience and therefore perform better and survive longer than organisations that do not have a learning culture The culture of the workplace as a learning environment is important in assisting and enabling people to recognise and articulate their workplace learning. Learning and development are much more likely to occur where different workplace processes and practices has support from managers, and mentoring and peer review can be used to foster the culture of a learning organisation where learning is valued as a means of enhancing the organisations value add and individual development. A learning culture has a future, external orientation where the organisation develop an understanding of their environment, are able to anticipate change, and spend time to think strategically about the future
A learning organisation is not about more training. While training does certainly help certain types of skills, a learning organisation will usually involve the development of higher levels of skills and knowledge. Theses could described in four tiers of learning: The first tier is learning facts, knowledge processes and procedures. This is typically the type of learning that occurs at an induction or orientation to a new organisation or job The second tier is about learning new job skills that are transferable to other situations. This is typically used in new situations where existing responses need to be changed and a mentor might be used to assist with this transition The third tier is learning to adapt, and this applies to dynamic situations where the solutions need developing, so experimentation and deriving lessons from what worked and what did not work so well is the mode common way of learning here And finally, learning to learn which is about innovation and creativity, designing the future rather than merely adaptive to it. This is where assumptions are challenged and knowledge is reframed. However, a learning organisation will always provide learning opportunities. Obviously learning opportunities vary for different people and different jobs. Creating learning opportunities is a case of spot the opportunities for learning inn the jobs of those in your organisation
There are new dimensions in the dynamics of learning and knowledge in the model of traditional work versus knowledge organisations. There are a myriad of ways that in which learning as dynamic process occurs in organisations, so there are links between learning and knowledge creation. The nature of work in a knowledge organisation or ‘knowledge’ work is fundamentally different from we have traditionally known, and consequently requires a different order of thinking. It requires new structures and processes, as well as changes in in many areas and type of work, with implications for performance measures, career prospects, and skill and knowledge sets. Gone are the days where performance measures were measured against the length of time of employment and the more miles on your tyres, the greater the likely hood of promotion. Gone are the gold watches, and in place are the comparatively short career moves people make now where loyalty to the firm is not even considered. Instead, knowledge organisations now recognise that an organisations wealth lies indeed in the heads of the employees. In line with this realisation, the move to the knowledge era has bought about significant changes in organisational structures, strategies, cultures and patterns of workplace interactions. Having said that Candy, 1991 states that approximately 90% of organisational learning
How and when do we use evaluative thinking to improve decisions? Evaluative thinking drives the systematic improvement of strategies, interventions and business practice in the Managing for Outcomes Model used in the New Zealand Public Service to create a management culture that is facts-based, results-orientated and open. A recent review of the New Zealand State Sector found that the use of evaluative thinking to inform strategy, policy, service delivery was patchy, and there was a need to build an effective management culture in workplace learning. This capability was described in joint report ( Doing the right things and doing them right: improving the evaluative culture of the State Sector. Joint Treasury and SSC report 2003). So what is the current state of knowledge about the integration of evaluation into organisational culture? Current literature shows that research in this area is underdeveloped (Cousins, et al, 2004)
It is generally accepted that individuals learn throughout their lives and that much of workplace learning takes place in workplace settings
There are many theories of workplace learning, probably the most common being experiential learning as described by Kolb’s learning cycle
So in summary, reflecting on workplace learning and learning organisations there are few commonalties that spring to mind about how to create learning opportunities within an organisation. The first is it is important to identify potential formal and informal learning opportunities. That is learning needs of individuals are identified in relation to the needs of the team, the organisation, and the available learning opportunities The second is that learning plans are developed and implemented as an integral part of the individual and team performance plans. This means that strategies are devloped to ensure that learning plans reflect the diversity of needs in the workplace The third is that learning organisations will always maximise individual and team access to and participation in learning opportunities which enhance individual, team and organisational performance We live in an age of super complexity; that is a world characterised by contestability, challengability, uncertainty and unpredictability. Therefore, work has to become learning and learning has to become work.