Through Knowledge Advantage - It's What Works, LLC, a learning and development consultancy, Ruth Kustoff supports organizations in their efforts to become a learning organization.
Ensure that your development initiatives build better knowledge, skills, and experience to improve performance
and raise engagement in the new business landscape.
The document summarizes a presentation on designing and implementing an effective leadership development program. It outlines trends driving the need for leadership development, such as retiring baby boomers and changing workforces. An effective program determines business strategy and competencies, assesses current leaders, and designs classroom training, on-the-job experiences, mentoring, and individual development plans to close skills gaps and align with business goals. Programs should incorporate real-world application and accountability to develop skills like communication, change management, and coaching.
Many organizations do not see mentoring as a priority because they do not see how it connects to so many of the human resources initiatives they are already working on. They also recognize that the solution is not typically easy. MentorcliQ was put on the earth to change all that.
The mission of the Coaching Development Process is to help Managers and Executives to develop and achieve their individual professional and personal goals. By going through this developmental process, the coachee will develop personal skills and attributes, strengthen skills and become a vital part of the succession plan. The coachee will focus on personal and professional development, enhanced performance, development of direct reports, being able to present ideas clearly and appropriately, and learning how to be an integral part of their organization. The key to success is to ensure the coachee’s achievement of a professional plan for growth. It is up to the coachee, working with the coach and management team to evaluate potential and define an appropriate personal strategic plan.
- Only one in five CEOs are confident that their current talent management approaches are sufficient to produce successors for ongoing success, according to a survey. Additionally, 40% of new CEOs fail to meet their goals within their first 18 months and only about 30% of family-owned businesses successfully transfer to the second generation.
- Succession planning is important for ensuring business continuity by identifying and developing future leaders to achieve organizational objectives. However, surprisingly many organizations still lack focus on succession planning.
- The document discusses the importance of succession planning and encourages organizations to focus on identifying HiPos, developing them for future roles, and implementing comprehensive succession planning frameworks.
This document discusses career development at Nokia Siemens Networks (NSN). It begins by introducing Irvandi Ferizal, Head of HR for NSN Indonesia, and his background. It then discusses NSN's goals and structure, including becoming a global leader in communications services. The document outlines NSN's philosophy on talent development, emphasizing employee responsibility and development discussions. It presents NSN's career development model and lessons learned, such as having the right framework, identifying leadership needs, and establishing a clear career map. The summary provides an overview of the key topics and themes discussed in the document regarding career development at NSN.
Building A Blueprint For Virtual Team Success: Lessons Learned From Wolverine...OnPoint Consulting
Wolverine Senior Learning and Development Manager Toni Freeland and OnPoint Consulting Managing Partner Darleen DeRosa share some of the company’s secrets for virtual team success.
Ensure that your development initiatives build better knowledge, skills, and experience to improve performance
and raise engagement in the new business landscape.
The document summarizes a presentation on designing and implementing an effective leadership development program. It outlines trends driving the need for leadership development, such as retiring baby boomers and changing workforces. An effective program determines business strategy and competencies, assesses current leaders, and designs classroom training, on-the-job experiences, mentoring, and individual development plans to close skills gaps and align with business goals. Programs should incorporate real-world application and accountability to develop skills like communication, change management, and coaching.
Many organizations do not see mentoring as a priority because they do not see how it connects to so many of the human resources initiatives they are already working on. They also recognize that the solution is not typically easy. MentorcliQ was put on the earth to change all that.
The mission of the Coaching Development Process is to help Managers and Executives to develop and achieve their individual professional and personal goals. By going through this developmental process, the coachee will develop personal skills and attributes, strengthen skills and become a vital part of the succession plan. The coachee will focus on personal and professional development, enhanced performance, development of direct reports, being able to present ideas clearly and appropriately, and learning how to be an integral part of their organization. The key to success is to ensure the coachee’s achievement of a professional plan for growth. It is up to the coachee, working with the coach and management team to evaluate potential and define an appropriate personal strategic plan.
- Only one in five CEOs are confident that their current talent management approaches are sufficient to produce successors for ongoing success, according to a survey. Additionally, 40% of new CEOs fail to meet their goals within their first 18 months and only about 30% of family-owned businesses successfully transfer to the second generation.
- Succession planning is important for ensuring business continuity by identifying and developing future leaders to achieve organizational objectives. However, surprisingly many organizations still lack focus on succession planning.
- The document discusses the importance of succession planning and encourages organizations to focus on identifying HiPos, developing them for future roles, and implementing comprehensive succession planning frameworks.
This document discusses career development at Nokia Siemens Networks (NSN). It begins by introducing Irvandi Ferizal, Head of HR for NSN Indonesia, and his background. It then discusses NSN's goals and structure, including becoming a global leader in communications services. The document outlines NSN's philosophy on talent development, emphasizing employee responsibility and development discussions. It presents NSN's career development model and lessons learned, such as having the right framework, identifying leadership needs, and establishing a clear career map. The summary provides an overview of the key topics and themes discussed in the document regarding career development at NSN.
Building A Blueprint For Virtual Team Success: Lessons Learned From Wolverine...OnPoint Consulting
Wolverine Senior Learning and Development Manager Toni Freeland and OnPoint Consulting Managing Partner Darleen DeRosa share some of the company’s secrets for virtual team success.
This document provides an overview of knowledge management, talent management, knowledge workers, and the importance of talent management. It defines knowledge as information gained through experience or learning, and distinguishes between tacit and explicit knowledge. Knowledge workers are described as non-manual workers who use knowledge and mental skills rather than physical skills. The key characteristics of knowledge workers are also outlined. Talent is defined as a person's intrinsic abilities and skills, and talent management is a set of practices to achieve business goals by managing employee recruitment, development, retention, and advancement. The importance of talent management for integrating human resources initiatives and retaining critical employees is also discussed.
Making Organisational Strategy Through Project PeopleLindsay Scott
Making Organisational Strategy Through Project People - a presentation to PMI Portugal, November 2014.
Projects are the tools for implementing the strategy of the organisation and project managers of course manage the projects through to successful completion enabling the organisation to meet their strategic goals.
It sounds simple yet the project management industry the world over still struggles to gain successful outcomes on a regular and repeatable basis.
In this presentation, Lindsay Scott, Director of Arras People, a UK based project management recruitment and careers specialist, focuses on the most important factor for success – the people.
Focusing on the project management skills, competencies and capability across the project management organization, this session takes a look at what organizations are looking and asking for today in their project people and what project practitioners can focus on to ensure they are considered as top talent in any project organization.
Lindsay Scott is a Director at Arras People, working with organisations and project practitioners for over 12 years in programme, project and PMO. She’s also PMI’s Career Columnist for PM Network and Co-Editor of the Gower Handbook of People in Project Management. She can be found on Twitter @projectmgmt and www.arraspeople.co.uk.
If transforming your people and organisation is your top priority right now, I am attaching a concise summary of how we can help you do that in a focused, measured and impactful way.
This document outlines NASA's agency-wide mentoring program framework. It establishes the goal of providing formal or informal mentoring to employees and aligns mentoring with NASA's workforce development strategy. Roles and responsibilities are defined, including program oversight at NASA headquarters and centers. Guidelines are provided for establishing center mentoring programs, collecting metrics on program participation and effectiveness, and assessing programs annually.
Strategic Talent Advisors is a human capital consulting firm based in Chicago that partners with organizations to develop and deploy talent strategies aligned with business goals. The firm provides services in talent management, change management, leadership development, assessment and coaching, and organizational design. Founder and Managing Director Helen Michniewicz has over 15 years of experience in human resources and organizational development roles, and she leads Strategic Talent Advisors in taking a holistic approach to talent issues throughout the employee lifecycle to drive meaningful business results for clients.
The document outlines a strategic planning and implementation framework called StraPP for a school management division. It discusses why StraPP is needed, how it can be used as a communication, measurement and strategic management tool. It then provides details on the strategic planning process, including developing a mission, values, vision, objectives and performance measures to map strategies across key perspectives like clients, operations, learning and growth, and budget. The framework is intended to help align initiatives so staff can better understand and execute their roles.
Strategy & Execution Program OverviewKelly Petrock
Our Six Disciplines approach combats the challenges to growth because it is based on a proven and repeatable methodology, efficient strategic management systems / tools and expert coaching. Through this integrated approach we help clients efficiently and effectively Formulate, Align and Execute upon strategically.
Business skills training course aims to help you in,
Spotting the trends quickly and effectively
Assessing the needs of stakeholders
Influencing the key people
Increasing team creativity
Inspiring your team
Managing risks
Exploiting opportunities
By the end of this course you will be able to:
Lead your team and achieve results
Understand the relationship between stakeholders, clients, team members and you
Influence people in the right direction
Communicate effectively with team members
Coach and develop your team so that they operate at their peak
Think strategically and align your team with company’s mission
Achieve results through people
Call: 00971 4 3974905
WhatsApp:- 00971508530428 / 00971504130424 / 00971503068426
Email: mail@zabeelinstitute.ae
Leadership Development Strategy and Strategic Planning: The Chicken and Egg ...Elijah Ezendu
A classical review of relationship between Leadership Development Strategy and Strategic Planning. Failure at one end generates heterogeneous domino effects in the other. Their codependency culminates in Propensity for Assurance.
Developing Talent for Strategic Impact from Human Systems InternationalMark Toben
This document summarizes the key findings from a report on developing talent for strategic impact. It discusses strategies that 12 high-performing organizations use for recruiting, retaining, managing and developing project talent. Some notable strategies included establishing a "project librarian" help desk to provide support from institutional project knowledge, using simulations in recruiting to test problem-solving, and emphasizing informal mentoring driven by mentees. The document also discusses approaches for talent strategy, career path management, knowledge sharing and the importance of a supportive culture for retaining top performers.
The document discusses the importance of developing a talent management strategy. It provides an overview of Knowledge Infusion, a consulting firm, and their services in talent management. The presentation covers key elements of an effective talent management strategy, including having a business or employee focus, defining talent demand and supply, the talent planning process, promoting talent mobility, and using metrics to measure strategy outcomes. Executing the strategy requires integrating people, processes, and technology to transform talent management from an HR function into a business-driven capability.
Succession planning is a 3-step process:
1) Identifying potential successors for key roles aligned with employees' talents and ambitions.
2) Developing these successors through activities like performance reviews, career development plans, and training.
3) Transitioning successors into roles through promotions or new assignments.
Only 22% of HR professionals rated their leadership succession systems as highly effective according to a survey. Effective succession planning is important for organizations to fill future leadership needs.
While organizations have evolved substantially in how they develop a strong pipeline of leadership talent, some significant gaps still exist. The overall inability to discover and quantify the people-drivers of business outcomes continues to hinder the succession planning process within organizations. We provide you with an approach to create a succession planning process that assesses your talent based on the competencies, skills, experiences and other elements that affect business outcomes, while quantifying the quality of your talent pool. A customizable succession planning scorecard is provided to show you how to have the most impact on the business when planning your next talent moves. This presentation will show you a succession planning process that:,
• Focuses talent decisions on key drivers of business
• Incorporates analytics into talent assessments
• Creates metrics based on the overall quality of your talent pool
• Utilizes performance and potential reports that are business-focused
Strategic planning plays roles in communicating and controlling strategy, rather than formulating it. Strategy often emerges informally based on experience within an organization's culture. Planning draws together emerging strategy and provides structure, but does not direct its development. Intended strategy results from formal planning, but emergent strategy develops through everyday activities. Both routes influence realized strategy.
Five Steps to Advance Your Mid-Sized Company's Talent Management StrategyBurCom Consulting Ltd.
This document outlines 5 steps that mid-sized companies can take to advance their talent management strategy based on best practices:
1. Move beyond traditional orientation to strategic onboarding that quickly integrates new hires and involves stakeholders.
2. Develop S.M.A.R.T. goals throughout the organization that are aligned and cascade from top-level objectives to individual performance to impact business results.
3. Implement proven assessment and development tools to identify competency gaps and heighten workforce effectiveness by linking learning to performance outcomes.
4. Develop succession planning to reinforce workforce potential by identifying roles and individuals for succession.
5. Deepen employee engagement by creating a culture of shared accountability for career
Andrea Gregor is a human resources leader with experience coordinating across business units, adding strategic value through engagement with teams and leaders, and spearheading organizational change through succession planning and ensuring policy consistency. She has over 20 years of experience in human resources roles, most recently as Human Resources Officer for American Association for Physician Leadership where she established the company's first HR department. Prior to that she was Vice President of Human Resources for Achieva Credit Union where she led strategic HR initiatives and improved retention by 45%. She holds certifications including SPHR and has a BA from Eckerd College.
Measuring ROI of Leadership DevelopmentAndy Ramirez
Vistage presented research conducted by the Human Capital Institute to a group of HR executives at the Talent Management Alliance conference in Atlanta, GA on April 24, 2013.
Research shows that leadership development programs that leverage non-traditional methods such as peer advisory groups, executive coaching, and cross-functional team meetings are far more successful in gaining alignment, increasing collaboration, executing strategic initiatives, making decisions and course corrections, resolving conflict, and more.
Visit www.vistage.com/hci for more info.
Soft Skills World provides training programs to help organizations build highly motivated teams and develop self-directed professionals. They use behavioral and functional training interventions through case studies, role-plays and other experiential activities. This helps individuals apply concepts in complex business situations to improve productivity, effectiveness and the bottom line. Soft Skills World also evaluates training impact to ensure it is achieving business objectives.
These slides are from a session presented at the November 12-13 "Hacking Social Impact: Unconference" with a spotlight social entrepreneurship, impact investment. This session discussed assessing organizations capacity from the perspective of my work as a volunteer partner with Social Venture Partners Portland.
For more on the conference http://socialventuresociety.org/unconference/
This PowerPoint presentation, titled "HR for Non HR: Learning & Development (L&D)," is designed to provide non-HR professionals with an understanding of the significance and components of L&D in the workplace. The deck covers topics such as the importance of acquiring new skills, the ongoing process of enhancing individual and organizational performance, and key facts highlighting the value of L&D. It also delves into the components of learning and development, including learning, development, training, and education. The presentation emphasizes the need for organizations to prioritize L&D to foster a culture of continuous learning, innovation, and adaptability.
This document provides guidance on conducting a training needs analysis (TNA) at the organizational, team, and individual levels. It recommends starting with reviewing an organization's strategic plan to identify skills needed. Team-level analysis involves reviewing objectives from annual appraisals. Individual analysis can identify job-related learning needs using tools like competency frameworks. The outcome should be a robust learning and development plan to meet identified needs. It also provides tips to create a learning culture like encouraging knowledge sharing and professional development.
This document provides an overview of knowledge management, talent management, knowledge workers, and the importance of talent management. It defines knowledge as information gained through experience or learning, and distinguishes between tacit and explicit knowledge. Knowledge workers are described as non-manual workers who use knowledge and mental skills rather than physical skills. The key characteristics of knowledge workers are also outlined. Talent is defined as a person's intrinsic abilities and skills, and talent management is a set of practices to achieve business goals by managing employee recruitment, development, retention, and advancement. The importance of talent management for integrating human resources initiatives and retaining critical employees is also discussed.
Making Organisational Strategy Through Project PeopleLindsay Scott
Making Organisational Strategy Through Project People - a presentation to PMI Portugal, November 2014.
Projects are the tools for implementing the strategy of the organisation and project managers of course manage the projects through to successful completion enabling the organisation to meet their strategic goals.
It sounds simple yet the project management industry the world over still struggles to gain successful outcomes on a regular and repeatable basis.
In this presentation, Lindsay Scott, Director of Arras People, a UK based project management recruitment and careers specialist, focuses on the most important factor for success – the people.
Focusing on the project management skills, competencies and capability across the project management organization, this session takes a look at what organizations are looking and asking for today in their project people and what project practitioners can focus on to ensure they are considered as top talent in any project organization.
Lindsay Scott is a Director at Arras People, working with organisations and project practitioners for over 12 years in programme, project and PMO. She’s also PMI’s Career Columnist for PM Network and Co-Editor of the Gower Handbook of People in Project Management. She can be found on Twitter @projectmgmt and www.arraspeople.co.uk.
If transforming your people and organisation is your top priority right now, I am attaching a concise summary of how we can help you do that in a focused, measured and impactful way.
This document outlines NASA's agency-wide mentoring program framework. It establishes the goal of providing formal or informal mentoring to employees and aligns mentoring with NASA's workforce development strategy. Roles and responsibilities are defined, including program oversight at NASA headquarters and centers. Guidelines are provided for establishing center mentoring programs, collecting metrics on program participation and effectiveness, and assessing programs annually.
Strategic Talent Advisors is a human capital consulting firm based in Chicago that partners with organizations to develop and deploy talent strategies aligned with business goals. The firm provides services in talent management, change management, leadership development, assessment and coaching, and organizational design. Founder and Managing Director Helen Michniewicz has over 15 years of experience in human resources and organizational development roles, and she leads Strategic Talent Advisors in taking a holistic approach to talent issues throughout the employee lifecycle to drive meaningful business results for clients.
The document outlines a strategic planning and implementation framework called StraPP for a school management division. It discusses why StraPP is needed, how it can be used as a communication, measurement and strategic management tool. It then provides details on the strategic planning process, including developing a mission, values, vision, objectives and performance measures to map strategies across key perspectives like clients, operations, learning and growth, and budget. The framework is intended to help align initiatives so staff can better understand and execute their roles.
Strategy & Execution Program OverviewKelly Petrock
Our Six Disciplines approach combats the challenges to growth because it is based on a proven and repeatable methodology, efficient strategic management systems / tools and expert coaching. Through this integrated approach we help clients efficiently and effectively Formulate, Align and Execute upon strategically.
Business skills training course aims to help you in,
Spotting the trends quickly and effectively
Assessing the needs of stakeholders
Influencing the key people
Increasing team creativity
Inspiring your team
Managing risks
Exploiting opportunities
By the end of this course you will be able to:
Lead your team and achieve results
Understand the relationship between stakeholders, clients, team members and you
Influence people in the right direction
Communicate effectively with team members
Coach and develop your team so that they operate at their peak
Think strategically and align your team with company’s mission
Achieve results through people
Call: 00971 4 3974905
WhatsApp:- 00971508530428 / 00971504130424 / 00971503068426
Email: mail@zabeelinstitute.ae
Leadership Development Strategy and Strategic Planning: The Chicken and Egg ...Elijah Ezendu
A classical review of relationship between Leadership Development Strategy and Strategic Planning. Failure at one end generates heterogeneous domino effects in the other. Their codependency culminates in Propensity for Assurance.
Developing Talent for Strategic Impact from Human Systems InternationalMark Toben
This document summarizes the key findings from a report on developing talent for strategic impact. It discusses strategies that 12 high-performing organizations use for recruiting, retaining, managing and developing project talent. Some notable strategies included establishing a "project librarian" help desk to provide support from institutional project knowledge, using simulations in recruiting to test problem-solving, and emphasizing informal mentoring driven by mentees. The document also discusses approaches for talent strategy, career path management, knowledge sharing and the importance of a supportive culture for retaining top performers.
The document discusses the importance of developing a talent management strategy. It provides an overview of Knowledge Infusion, a consulting firm, and their services in talent management. The presentation covers key elements of an effective talent management strategy, including having a business or employee focus, defining talent demand and supply, the talent planning process, promoting talent mobility, and using metrics to measure strategy outcomes. Executing the strategy requires integrating people, processes, and technology to transform talent management from an HR function into a business-driven capability.
Succession planning is a 3-step process:
1) Identifying potential successors for key roles aligned with employees' talents and ambitions.
2) Developing these successors through activities like performance reviews, career development plans, and training.
3) Transitioning successors into roles through promotions or new assignments.
Only 22% of HR professionals rated their leadership succession systems as highly effective according to a survey. Effective succession planning is important for organizations to fill future leadership needs.
While organizations have evolved substantially in how they develop a strong pipeline of leadership talent, some significant gaps still exist. The overall inability to discover and quantify the people-drivers of business outcomes continues to hinder the succession planning process within organizations. We provide you with an approach to create a succession planning process that assesses your talent based on the competencies, skills, experiences and other elements that affect business outcomes, while quantifying the quality of your talent pool. A customizable succession planning scorecard is provided to show you how to have the most impact on the business when planning your next talent moves. This presentation will show you a succession planning process that:,
• Focuses talent decisions on key drivers of business
• Incorporates analytics into talent assessments
• Creates metrics based on the overall quality of your talent pool
• Utilizes performance and potential reports that are business-focused
Strategic planning plays roles in communicating and controlling strategy, rather than formulating it. Strategy often emerges informally based on experience within an organization's culture. Planning draws together emerging strategy and provides structure, but does not direct its development. Intended strategy results from formal planning, but emergent strategy develops through everyday activities. Both routes influence realized strategy.
Five Steps to Advance Your Mid-Sized Company's Talent Management StrategyBurCom Consulting Ltd.
This document outlines 5 steps that mid-sized companies can take to advance their talent management strategy based on best practices:
1. Move beyond traditional orientation to strategic onboarding that quickly integrates new hires and involves stakeholders.
2. Develop S.M.A.R.T. goals throughout the organization that are aligned and cascade from top-level objectives to individual performance to impact business results.
3. Implement proven assessment and development tools to identify competency gaps and heighten workforce effectiveness by linking learning to performance outcomes.
4. Develop succession planning to reinforce workforce potential by identifying roles and individuals for succession.
5. Deepen employee engagement by creating a culture of shared accountability for career
Andrea Gregor is a human resources leader with experience coordinating across business units, adding strategic value through engagement with teams and leaders, and spearheading organizational change through succession planning and ensuring policy consistency. She has over 20 years of experience in human resources roles, most recently as Human Resources Officer for American Association for Physician Leadership where she established the company's first HR department. Prior to that she was Vice President of Human Resources for Achieva Credit Union where she led strategic HR initiatives and improved retention by 45%. She holds certifications including SPHR and has a BA from Eckerd College.
Measuring ROI of Leadership DevelopmentAndy Ramirez
Vistage presented research conducted by the Human Capital Institute to a group of HR executives at the Talent Management Alliance conference in Atlanta, GA on April 24, 2013.
Research shows that leadership development programs that leverage non-traditional methods such as peer advisory groups, executive coaching, and cross-functional team meetings are far more successful in gaining alignment, increasing collaboration, executing strategic initiatives, making decisions and course corrections, resolving conflict, and more.
Visit www.vistage.com/hci for more info.
Soft Skills World provides training programs to help organizations build highly motivated teams and develop self-directed professionals. They use behavioral and functional training interventions through case studies, role-plays and other experiential activities. This helps individuals apply concepts in complex business situations to improve productivity, effectiveness and the bottom line. Soft Skills World also evaluates training impact to ensure it is achieving business objectives.
These slides are from a session presented at the November 12-13 "Hacking Social Impact: Unconference" with a spotlight social entrepreneurship, impact investment. This session discussed assessing organizations capacity from the perspective of my work as a volunteer partner with Social Venture Partners Portland.
For more on the conference http://socialventuresociety.org/unconference/
This PowerPoint presentation, titled "HR for Non HR: Learning & Development (L&D)," is designed to provide non-HR professionals with an understanding of the significance and components of L&D in the workplace. The deck covers topics such as the importance of acquiring new skills, the ongoing process of enhancing individual and organizational performance, and key facts highlighting the value of L&D. It also delves into the components of learning and development, including learning, development, training, and education. The presentation emphasizes the need for organizations to prioritize L&D to foster a culture of continuous learning, innovation, and adaptability.
This document provides guidance on conducting a training needs analysis (TNA) at the organizational, team, and individual levels. It recommends starting with reviewing an organization's strategic plan to identify skills needed. Team-level analysis involves reviewing objectives from annual appraisals. Individual analysis can identify job-related learning needs using tools like competency frameworks. The outcome should be a robust learning and development plan to meet identified needs. It also provides tips to create a learning culture like encouraging knowledge sharing and professional development.
The Birch Group offers numerous training sessions and seminars focused on strategic planning, team development, negotiation skills, project management, communication skills, and supervision skills. Seminars are tailored to meet client needs and range from 1-4 days. Topics include developing strategic plans, building high performance teams, power negotiations, planning and managing projects, and managing for success. Seminars utilize lectures, case studies, assessments, videos, workbooks, and group exercises to enhance learning.
A talk by Aaron Adams
Partner - HR Strategy & Alignment, Engagedly
Change is never going to be slower than it is today...isn't that the truth. With a significant number of the workforce having to work remotely we'll discuss ways to keep employees engaged and manage performance.
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/remote-work-onboarding-for-improved-performance-during-times-of-chaos/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
The document outlines a 4 phase planning process for managing a placement function:
1) Build relations internally and externally to understand the business and build collaboration.
2) Conduct an organizational analysis and provide placement and career advisory services.
3) Focus on functional excellence through learning and development activities.
4) Implement career pathing, monitoring performance, and consolidating success through alignment with business strategies and processes. The goal is to match job opportunities to individual interests while identifying talent and developing people.
This document discusses training and development in organizations. It covers:
- The need for training to build competencies and support human development.
- Training is defined as enhancing efficiency, capacity and effectiveness through improving knowledge and skills relevant to a job.
- The functions of a training program include acquiring knowledge, changing attitudes, and improving performance.
- Training is important for new employees, promotions, preventing skill obsolescence, improving quality and meeting organizational objectives.
- Effective training requires the participant's intention to learn, reinforcement, developing potential, active participation, practice opportunities, and transfer of learning.
Human Network is a leading edge leadership and talent development consulting firm. Our core areas of expertise include Leadership
development, Executive Coaching and Custom interventions designed to build critical competencies for success and accelerate performance.
To know more about how we can partner with you to build the right
capability building architecture to drive performance,
log on to www.human-network.in
Lauren Givens is an experienced learning and development consultant with over 7 years of experience in leadership development, training, facilitation, coaching, and talent management. She currently works as a Lead Corporate Trainer and OD Consultant at Goodwill Industries of Southeastern WI, where she designs and implements employee development programs and provides strategic learning solutions. Previously she held talent development roles at Kohl's Corporation and UWM - School of Continuing Education. She has a MA in Communication and BA in Communication from UW-Milwaukee along with several professional certifications.
PPDA is a project management company that provides turnkey solutions in various specialist fields including human resource management, training, property management, valuation, and cleaning services. It is led by Adv. Job Moraka who has extensive experience in strategic and operational management. PPDA uses a structured project management approach and works with qualified experts and technical partners to implement projects for clients.
Presentation slides by Jay Letourneau, as presented at the TICE 2023 session. Made possible by support from AXIOM Learning Solutions. Video of this session is available at https://axiomlearningsolutions.com/tice
Ashish Rathi has over 10 years of experience in learning and development. He is currently an Assistant Manager at Genpact Headstrong Capital Markets, where he manages training programs for over 4,000 employees. Prior to this, he held learning and development roles at UnitedLex Corporation and HCL Technologies. He has experience developing and delivering technical, behavioral, and compliance training programs. He is also responsible for training needs analysis, content development, budgeting, and measuring training effectiveness.
Hussnain Raza has over 10 years of experience in human resources, administration, training, and research. He has held positions such as HR Manager, Training Coordinator, and Research Scholar. Currently he works as the Manager of HR and Administration at Deokjae Group of Companies, where he has developed HR policies and procedures, conducted training needs analyses, and managed various projects. He holds an MBA in human resource management and has received several training certifications.
I. Succession planning identifies and develops internal talent to fill key leadership positions when they become vacant. It increases the availability of experienced employees and prepares them to assume new roles.
II. A succession plan involves assessing each key role, identifying employees with potential, developing their skills, and ensuring qualified candidates are ready to step into critical positions seamlessly when the need arises.
III. The process begins with identifying critical roles and competencies needed now and in the future. High-potential employees are then selected, given development opportunities through training and experience, and regularly evaluated to track their growth and readiness for more senior positions.
This document is a resume for Amanda Brantley that highlights her HR experience. She is currently an HR Business Partner at Express Scripts where she implements talent strategies, organizational design, and employee engagement programs. Previous experience includes roles as an HR Generalist at Express Scripts and HR Manager at Joyce Meyer Ministries where she led HR functions like recruitment, performance management, and training. She has a Master's degree in HR Management from Webster University.
This document discusses training and development in organizations. It covers the need for training to build competencies and support a knowledge economy. Training enhances skills, effectiveness and helps with personal and organizational development. Training is defined as improving knowledge, skills and abilities relevant to one's job. The functions of training programs include acquiring knowledge, improving performance and meeting organizational objectives. Training needs are assessed through various methods and a training plan is developed and implemented with evaluation. Various on-the-job and off-the-job training methods are discussed.
Bsbled401 a develop_teams_and_individuals_sah 2012Skript
This document discusses developing teams and individuals through workplace learning and development. It covers determining individual and team development needs, developing learning plans, delivering training, and monitoring and evaluating workplace learning. Specific topics include conducting skills audits, identifying competency gaps, developing learning objectives, using various training methods, assessing competencies, providing feedback, and evaluating training programs. The overall aim is to facilitate continuous learning and improvement within the organisation.
Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2Megan Jackson
The document discusses the need for organizations to adopt a continuous learning approach rather than relying solely on formal training interventions. It argues that continuous learning environments that are available on demand can better support learning retention compared to traditional training models. Examples of building learning environments include using social learning, mobile learning, communities of practice, and embedding learning into regular workflows.
1. The document discusses various topics related to training and professional development including balancing individual needs with career needs, orientation training, diversity training, team training, and moving from training to performance.
2. It provides information on scheduling learning into work and down time, different types of orientation, diversity, and team training, and the benefits of team training.
3. The document also covers challenges of training programs, uses of technology to increase productivity, training of special groups, and priorities for moving from training to performance.
CW Solution is a global consulting firm that specializes in leadership and organizational development. They work with organizations of all sizes across multiple industries in India. Their services include leadership development, organizational development, behavioral assessments, and surveys to evaluate leadership skills, organizational culture, and employee perceptions. CW Solution takes a structured approach and focuses on measurable results to improve client effectiveness and profitability.
Similar to Ruth kustoff is knowledge advantage (20)
This document discusses learning organizations and how to become one. A learning organization continually learns and supports staff learning. It communicates openly and embraces improvement. Key characteristics include supporting continuous learning, aligning learning with goals, valuing individual knowledge, and encouraging knowledge sharing. Steps to becoming a learning organization include adopting a learning framework, communicating this approach, and supporting job performance through learning. Learning organizations gain competitive advantages like responding quickly to changes. The value of learning organizations includes supporting growth, meeting customer needs, and adapting to trends. A shift in thinking involves focusing on systems rather than parts and facilitating teamwork and communication. Five practices of learning organizations are systems thinking, personal mastery, addressing mental models, sharing visions, and team learning
1. Leadership development programs must differentiate themselves from other learning programs by focusing on the specific needs of senior leaders and including an application component to address organizational needs.
2. Research shows that senior leaders may lack skills in areas like change management, strategy execution, and developing others that could impact organizational success. Effective leadership development includes helping leaders apply new skills to address these gaps.
3. Programs for senior leaders should provide advanced, differentiated content on topics like business acumen and strategic planning, and include opportunities for peer collaboration to discuss challenges. They must also demonstrate clear value for the organization.
Ruth is a business and learning strategist with over 30 years of experience in various industries including not-for-profit, telecommunications, elearning content development, and learning and development consulting. She specializes in custom elearning solutions, talent management, and organizational needs analysis. Client feedback praises her project leadership skills and responsiveness to client needs.
Ruth is a business and learning strategist with over 30 years of experience in elearning development, client services, and organizational consulting. She specializes in custom elearning solutions, talent management, and using emerging technologies to achieve organizational goals. Feedback from clients highlights her strong project management skills, creative problem-solving, and responsiveness to client needs.
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
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The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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1. Through Knowledge Advantage, a
learning and development
consultancy, Ruth Kustoff provides
learning needs analysis, strategic
planning and implementation,
program and curriculum design, and
knowledge and talent management in http://www.knowledgeadvantage.biz
860.256.7879
support of creating and maintaining a
learning organization.
2. Building on Experience
Homeland Security
Based on years of experience and lessons
learned from a diverse portfolio of clients
and projects, Ruth offers insight and a
creative approach to ensure learning and
knowledge align with organizational goals
and mission.
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3. Steps to Building a Learning Organization
Ruth works with clients to strategically plan learning programs that
support employee development and organizational goals, to create a
competitive, responsive and flexible organization.
• Assess current workforce knowledge,
• Identify learning needs,
• Consult with cross-functional teams from across the
organization to gain insight into on-the-job training needs,
• Determine learning styles,
• Evaluate training to determine if design and delivery modes
are appropriate to end users,
• Provide detailed and clear documentation of identified
information to create a baseline to track progress,
• Provide project management oversight with a focus on
tactical needs to reach identified goals.
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4. The Value of a Learning Organization
Committing to becoming a learning Homeland Security
organization will result in greater success
in using learning as a competitive
advantage to support staff growth and
development while meeting market
trends, and delivering on
customer needs and
requirements.
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5. Learning Needs Assessment
and Strategic Planning
• Using SWOT analysis and learning needs
assessment tools such as surveys and one-to-
one interviews, Ruth works with clients to
identify organizational goals and determine how
learning aligns to them.
• With a thorough examination of organizational
systems, Ruth breaks through underlying
assumptions of how things get done, and
encourages innovation for improved processes.
• Ruth leads organizations in continuous
improvement of learning delivery through
ongoing analysis and evaluation.
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6. Performance Success
Ruth’s Five Building Blocks of Performance
is a defined process around talent
management:
1.Recruitment
2.Training
3.Learning and Development
4.Performance Success
5.Retention
Click to learn about each step
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7. Onboarding Programs
Onboarding is important to the new hire and the
organization. A comprehensive onboarding program builds
loyalty, and develops faster organizational engagement as
new hires recognize the organization’s support.
Onboarding programs ensure:
• Faster time to productivity,
• Higher employee motivation,
• Improved understanding of job expectations, and
• Greater knowledge of how individual performance
aligns to organizational goals.
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8. Creating Partnerships
Ruth partners with clients to:
• Identify and define learning needs and
objectives to ensure they tie to business goals.
• Create a learning roadmap that defines the
steps required to build and maintain a learning
organization.
• Incorporate new information and ideas into
current learning programs that offer valuable
benefits to learners and a return on
investment.
• Foster long -term relationships to ensure
ongoing evaluation and assessment of
programs to enhance and improve delivered
solutions.
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9. Additional Offerings
Working across the organization, Ruth provides learning and development support from
front-end analysis to planning and implementation.
Additional services Ruth can provide include:
• Process review for new product roll-out,
• Development of supplemental learning materials and marketing collateral,
• Review and analysis of informational hierarchies, and
• Improved categorization and indexing of knowledge.
Ruth brings tangible results to meeting organizational needs for knowledge sharing, new
program development, and strategic development to support new hires and experienced
employees.
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10. Partial Client List
Recent Clients
Gore & Associates
Harvard Business Publishing
Johnson & Johnson
Medair
Additional Clients
Citigroup
Goldman Sachs
FedEx
Morgan Stanley
ruth@knowledgeadvantage.biz
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11. Knowledge Advantage Experience
Ruth Kustoff founded Knowledge Advantage, a learning and development consultancy, in
2005.
With over 20 years’ experience in business and learning needs analysis, Ruth has a keen
ability to ask targeted questions of key individuals in the organization to identify
requirements to meet defined goals.
Ruth’s approach in helping companies identify learning needs is strategic, as she learns
the business needs of the entire organization to determine how employee knowledge
impacts overall goals.
Connect with Ruth on LinkedIn
By phone: 860.256.7879 or email: ruth@knowledgeadvantage.biz
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