This document summarizes the key lessons from AWARD's mentoring program for building cultures of inclusion. It finds that commitment from both mentors and fellows is crucial for success. Geographic proximity, while not essential, significantly enhances the mentoring relationship when face-to-face meetings can occur regularly. Personality fit is less important than moderating influences like commitment. Shared research interests are valuable but not required. The mentoring program provides significant benefits to fellows' careers, networks, and motivation, as well as developing mentors' skills and reputation. It contributes to empowering more women in agricultural research and development sectors.
Session 6.2 CGIAR gender evaluation results by Deborah Merrill SandsCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
Session 7: Next steps for AWARD Anjiru Kamau RutenbergCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
Session 5.2 Further resources by Kathleen VaughanCGIAR
The document summarizes feedback from participants of a management workshop on enhancing diversity and inclusion. The feedback focused on taking actions like investigating opportunities to hire people with disabilities, implementing diversity and inclusion action plans, increasing awareness of the benefits of diversity and inclusion, and looking beyond just gender to promote more diversity during recruitment. Participants also committed to getting more involved in defining diversity and inclusion policies, understanding current policies, and consciously incorporating diversity and inclusion into their conversations and decisions.
Session 5 Management roles in enhancing diversity by Kathleen VaughanCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
Gender csisa aas alignment meeting-6 may 2013_afrinaAASBD
This document discusses gender objectives and processes for the CSISA-BD project. The project aims to empower women by increasing their knowledge, providing access to agricultural inputs and income opportunities, and enabling better decision making. Key objectives are high adoption rates of technologies by both men and women, reduced gender gaps, and equitable access to resources and services. The process involves considering gender in priority setting, research, extension services delivered by both male and female workers, adoption of innovations, and impact assessments. Specific interventions target women, such as household-level activities and cage aquaculture. Extension agents are trained on gender and female agents are emphasized. Training sessions consider women's roles and use of non-traditional technologies. The roles of women are recognized
Session 8 GDI: The future for the CGIAR by Jimmy SmithCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
This document discusses the AWARD Fellowship program, which aims to empower African women in agricultural research and development through a three-pronged approach of fostering mentoring partnerships, developing leadership capacity, and sharpening science skills. It provides statistics on the number of AWARD fellows and mentors. It also discusses the African Women in Science Empowerment Model and profiles an AWARD fellow's experience. Additionally, it examines how institutional factors can contribute to fellows' empowerment, and how fellows have worked to promote gender responsiveness within their own institutions, such as by helping design gender policies. Lastly, it analyzes factors contributing to change using the Behavior Engineering Model.
The document discusses capacity building for urban local bodies in India. It outlines several key points:
1) Capacity building is needed to strengthen the skills and resources of organizations to adapt to changing environments. It involves stakeholders at all levels.
2) Urban local bodies require capacity building to take on challenges like implementing projects and reforms. Gaps exist in human resources, financial resources, training institutions, and administrative capacity.
3) Several national training institutes provide training for elected and executive personnel to improve urban governance skills. Recommendations are made for capacity building at the center, state, and local levels.
4) A comprehensive approach includes institutional development and human resource development to build effective and efficient service
Session 6.2 CGIAR gender evaluation results by Deborah Merrill SandsCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
Session 7: Next steps for AWARD Anjiru Kamau RutenbergCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
Session 5.2 Further resources by Kathleen VaughanCGIAR
The document summarizes feedback from participants of a management workshop on enhancing diversity and inclusion. The feedback focused on taking actions like investigating opportunities to hire people with disabilities, implementing diversity and inclusion action plans, increasing awareness of the benefits of diversity and inclusion, and looking beyond just gender to promote more diversity during recruitment. Participants also committed to getting more involved in defining diversity and inclusion policies, understanding current policies, and consciously incorporating diversity and inclusion into their conversations and decisions.
Session 5 Management roles in enhancing diversity by Kathleen VaughanCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
Gender csisa aas alignment meeting-6 may 2013_afrinaAASBD
This document discusses gender objectives and processes for the CSISA-BD project. The project aims to empower women by increasing their knowledge, providing access to agricultural inputs and income opportunities, and enabling better decision making. Key objectives are high adoption rates of technologies by both men and women, reduced gender gaps, and equitable access to resources and services. The process involves considering gender in priority setting, research, extension services delivered by both male and female workers, adoption of innovations, and impact assessments. Specific interventions target women, such as household-level activities and cage aquaculture. Extension agents are trained on gender and female agents are emphasized. Training sessions consider women's roles and use of non-traditional technologies. The roles of women are recognized
Session 8 GDI: The future for the CGIAR by Jimmy SmithCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
This document discusses the AWARD Fellowship program, which aims to empower African women in agricultural research and development through a three-pronged approach of fostering mentoring partnerships, developing leadership capacity, and sharpening science skills. It provides statistics on the number of AWARD fellows and mentors. It also discusses the African Women in Science Empowerment Model and profiles an AWARD fellow's experience. Additionally, it examines how institutional factors can contribute to fellows' empowerment, and how fellows have worked to promote gender responsiveness within their own institutions, such as by helping design gender policies. Lastly, it analyzes factors contributing to change using the Behavior Engineering Model.
The document discusses capacity building for urban local bodies in India. It outlines several key points:
1) Capacity building is needed to strengthen the skills and resources of organizations to adapt to changing environments. It involves stakeholders at all levels.
2) Urban local bodies require capacity building to take on challenges like implementing projects and reforms. Gaps exist in human resources, financial resources, training institutions, and administrative capacity.
3) Several national training institutes provide training for elected and executive personnel to improve urban governance skills. Recommendations are made for capacity building at the center, state, and local levels.
4) A comprehensive approach includes institutional development and human resource development to build effective and efficient service
This document discusses capacity building and knowledge creation in organizations. It defines capacity building as developing skills, abilities, and resources to help organizations adapt and thrive. Capacity building can occur at the individual, institutional, and societal levels. It is important for innovation, efficiency, effectiveness, stability, and survival. However, capacity building does not happen naturally and requires recognizing needs, strategies, and investing time and money. Knowledge is at the base of capacity building and exists in both formal and informal ways. It can be created through participation and reification using a knowledge spiral process of socialization, externalization, combination, and internalization. For educational institutions, knowledge creation can occur through curriculum reforms, continued learning opportunities, knowledge services, dynamic
Abc of capacity building and employee performanceHossain003
This document discusses capacity building, which involves developing the skills, resources, structures, and commitment of organizations and individuals to improve health. It defines capacity building and discusses its importance and components. Capacity building aims to enhance the ability of organizations at all levels to address social determinants of health inequities. It involves developing competencies through training as well as institutional measures like funding and policies. The key components identified include awareness raising, developing evidence and information, organizational development, skills development, partnership development and leadership, and policy development.
Diversity and Inclusion in Action: Top Diversity Leaders Share Roadmaps for Success
Learning objectives: Strengthen diversity strategies for inclusion, leadership, and performance
Are you ready to stop spinning your wheels? Do you want to upgrade your diversity GPS? There is a process by which you can successfully roll out a robust and sustainable diversity initiative. Clarifying and effectively mapping your direction will save you and your organization time and resources. This process includes understanding specific diversity challenges that are tied to the business goals of the organization. Often companies start with external recruiting, employee resource groups, and other sources that may not yield maximum results. What does success mean to your organization and how can your initiatives contribute to this greater purpose? In this seminar, top diversity and inclusion leaders share ways to drive your message, implement best practices, and integrate your diversity strategies to increase talent acquisition, enhance performance, and strengthen leadership skills.
At the end of this seminar, participants will be able to:
a. Explore best practices in diversity and inclusion leadership practices
b. Examine the process of developing sustainable diversity and inclusion initiatives
c. Discuss leadership and talent management strategies
d. Create a process or plan that works within their organizational needs
e. Use tools and tips for engaging effective consultants and outside vendors
A day's youth formation program at cyfc accraJkoamoah
The document discusses effective management skills for Catholic youth leaders in Ghana. It notes that Ghana plays a key role in African leadership and was the first country to gain independence, but that rapid population growth has made education and employment difficult to access for youth. The document outlines interaction objectives of introducing effective management skills, emphasizing time management, and highlighting skills applicable to leaders. It defines management and effective management skills as the abilities to address change, uncertainty, and problems through directing, supervising, encouraging, and inspiring others. The five pillar skills of effective management are identified as creative problem solving, communication, conflict management, negotiation, and self-awareness.
Val Gokenbach, DM, RN, MBA, NEC-A, RWJF, Leadership Consultant, Executive Coach, Professional Speaker - Speaker at the marcus evans National Healthcare CNO Summit 2016 held in Las Vegas, NV
The document discusses building a successful culture that supports female career success. It summarizes that while more women are getting educated and government policies support working women, not enough women are participating in the workforce long-term. It then details the business case for improving gender diversity and outlines Moore Stephens' efforts to do so, including reviewing policies and culture, strengthening vision and values, measuring engagement, and developing networking programs. The document concludes that change happens gradually but commitments to identify gaps and barriers are important steps toward progress.
Achieving Excellence by Creating a People-Driven Organisation CultureSABPP
The document discusses achieving excellence through creating a people-driven organizational culture. It outlines 10 management challenges that prevent high performance cultures, including poor leadership, lack of communication and talent management. The key features of world-class companies are inspiring leadership, innovation, employee engagement and a dynamic culture. Creating a people-driven culture requires analyzing the current culture, communicating the need for change, getting managers involved, and rewarding positive behaviors.
HANDS ICD conduct training on Participatory rural appraisal (pra)Nadeem Wagan Wagan
HANDS Institute of Community Development (HANDS ICD) offers capacity building and training programs in social sector management, educational management, leadership development, and organizational development. It provides diploma courses, certification courses, consultancy services, and publications on social and development issues. HANDS ICD aims to empower underprivileged communities through training programs to manage their own development and work collectively for positive social change. It conducts a three-day training on Participatory Rural Appraisal (PRA) to help participants understand rural realities and incorporate community knowledge into development project planning and management.
Building Employee Capacity and Engagement: Innovative Approach at the Scarbor...The HR Observer
A discussion of the unique components will highlight the pioneering journey that the organisation embarked upon towards achieving its goals of attracting, engaging and retaining high-performing employees. It is a well-researched fact that the opportunity for career development and progression is a key driver of employee attraction and engagement. Capacity must be built internally and externally through short-term and long-term plans, on a system as well as localised basis. Value propositions must inspire and endear in order to attract and engage. Actions must speak louder than words. All of these concepts come visibly and vibrantly alive in the novel and leading-edge Code Career program – establishing the organisation firmly as an innovative leader committed to building employee capacity and enhancing employee engagement.
Karen Dobbie, Director, Human Resources and Occupational Health, The Scarborough Hospital
This document summarizes Lorraine Salloum's presentation on the cultural transformation efforts at the NSW Workers Compensation Commission. The Commission implemented a bottom-up cultural transformation strategy involving staff surveys, defining a cultural agenda, and establishing change champion groups. Key initiatives included a positive culture program, leadership development, and integrating cultural goals into performance management. Initial results showed improvements in staff understanding of values and opportunities. Lessons learned included the time required for bottom-up change and balancing top-down and bottom-up approaches.
Intra-project learning route and leadership development. CEAPREAD, NepalPROCASUR Corporation
Innovation Plan CEAPREAD, Nepal
Learning Route, Women empowerment, new businesses and sustainable natural resources management in Nepal. 13 - 21 September 2013
Managing human resources dr.rajesh sainilionsleaders
This document discusses managing human resources and retention in eye hospitals. It emphasizes that human resources involve human beings with emotions and expectations. It highlights the importance of having dedicated HR policies, procedures, and a HR department to ensure fairness and transparency. Some key challenges mentioned are managing a diverse workforce, change, and retaining talent. The document then provides specific recommendations for eye hospitals regarding recruitment, expectations, leadership, staff development, and creating an environment where internal customers are happy.
Diversity, Inclusion and Innovation in Financial ServicesNICSA
Research suggests positive correlations between diversity and bottom line results including revenue, productivity, and employee engagement. A successful diversity and inclusion (D&I) strategy provides a structured approach that leads to an enhanced work environment.
The document discusses strategies for improving the retention of women at law firms. It outlines Norton Rose Australia's (NRA) history of establishing a Women's Career Committee and increasing the percentage of women partners. However, further analysis found that while recruiting many female graduates, NRA was not retaining women at senior levels like men. The document details building a business case to partners by illustrating the costs of not retaining women and developing successful diversity strategies including flexible work arrangements, mentoring programs, and career resilience training.
This document outlines the key components of an effective fundraising and resource mobilization strategy. It discusses why organizations fundraise, common impediments, and recommends developing a SWOT analysis, understanding funding streams and donor matrix. It also provides guidance on creating compelling organizational descriptions and required documentation. Finally, it outlines the various sections that should be included when developing funding proposals and letters of inquiry, as well as tips for ensuring high quality submissions.
Aaron Wolowiec, MSA, CAE, CMP, CTA delivered this presentation in collaboration with Rick Grimm, CPPO, CPPB, FCIPS during the ASAE Great Ideas Conference in Orlando, FL on Monday, March 6, 2017.
This document discusses challenges and opportunities around youth employment in the UK. A survey found that while most companies think creating accessible opportunities for young people is important, few have successful programs in place. Many young people also find the application process difficult. The document proposes ways for companies to improve, such as being more transparent and focusing less on formal qualifications. It introduces resources like a youth employment framework and assessment tool to help companies strengthen their youth talent pipelines.
Trustee recruitment is important for charities to have committed board members with the needed skills and experience. Over 1 million people are trustees in the UK, but almost 50% of charities have trustee vacancies. Diversity on boards is also important to have different perspectives and skills, but currently most trustees are white men. When recruiting new trustees, charities should assess the skills needed, advertise openly, and have a thorough induction process to onboard new trustees effectively.
Session 6.1 CGIAR gender evaluation introduction by Rachel BedouinCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
CGIAR Diversity and Inclusion Conference ProgramCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
This document discusses capacity building and knowledge creation in organizations. It defines capacity building as developing skills, abilities, and resources to help organizations adapt and thrive. Capacity building can occur at the individual, institutional, and societal levels. It is important for innovation, efficiency, effectiveness, stability, and survival. However, capacity building does not happen naturally and requires recognizing needs, strategies, and investing time and money. Knowledge is at the base of capacity building and exists in both formal and informal ways. It can be created through participation and reification using a knowledge spiral process of socialization, externalization, combination, and internalization. For educational institutions, knowledge creation can occur through curriculum reforms, continued learning opportunities, knowledge services, dynamic
Abc of capacity building and employee performanceHossain003
This document discusses capacity building, which involves developing the skills, resources, structures, and commitment of organizations and individuals to improve health. It defines capacity building and discusses its importance and components. Capacity building aims to enhance the ability of organizations at all levels to address social determinants of health inequities. It involves developing competencies through training as well as institutional measures like funding and policies. The key components identified include awareness raising, developing evidence and information, organizational development, skills development, partnership development and leadership, and policy development.
Diversity and Inclusion in Action: Top Diversity Leaders Share Roadmaps for Success
Learning objectives: Strengthen diversity strategies for inclusion, leadership, and performance
Are you ready to stop spinning your wheels? Do you want to upgrade your diversity GPS? There is a process by which you can successfully roll out a robust and sustainable diversity initiative. Clarifying and effectively mapping your direction will save you and your organization time and resources. This process includes understanding specific diversity challenges that are tied to the business goals of the organization. Often companies start with external recruiting, employee resource groups, and other sources that may not yield maximum results. What does success mean to your organization and how can your initiatives contribute to this greater purpose? In this seminar, top diversity and inclusion leaders share ways to drive your message, implement best practices, and integrate your diversity strategies to increase talent acquisition, enhance performance, and strengthen leadership skills.
At the end of this seminar, participants will be able to:
a. Explore best practices in diversity and inclusion leadership practices
b. Examine the process of developing sustainable diversity and inclusion initiatives
c. Discuss leadership and talent management strategies
d. Create a process or plan that works within their organizational needs
e. Use tools and tips for engaging effective consultants and outside vendors
A day's youth formation program at cyfc accraJkoamoah
The document discusses effective management skills for Catholic youth leaders in Ghana. It notes that Ghana plays a key role in African leadership and was the first country to gain independence, but that rapid population growth has made education and employment difficult to access for youth. The document outlines interaction objectives of introducing effective management skills, emphasizing time management, and highlighting skills applicable to leaders. It defines management and effective management skills as the abilities to address change, uncertainty, and problems through directing, supervising, encouraging, and inspiring others. The five pillar skills of effective management are identified as creative problem solving, communication, conflict management, negotiation, and self-awareness.
Val Gokenbach, DM, RN, MBA, NEC-A, RWJF, Leadership Consultant, Executive Coach, Professional Speaker - Speaker at the marcus evans National Healthcare CNO Summit 2016 held in Las Vegas, NV
The document discusses building a successful culture that supports female career success. It summarizes that while more women are getting educated and government policies support working women, not enough women are participating in the workforce long-term. It then details the business case for improving gender diversity and outlines Moore Stephens' efforts to do so, including reviewing policies and culture, strengthening vision and values, measuring engagement, and developing networking programs. The document concludes that change happens gradually but commitments to identify gaps and barriers are important steps toward progress.
Achieving Excellence by Creating a People-Driven Organisation CultureSABPP
The document discusses achieving excellence through creating a people-driven organizational culture. It outlines 10 management challenges that prevent high performance cultures, including poor leadership, lack of communication and talent management. The key features of world-class companies are inspiring leadership, innovation, employee engagement and a dynamic culture. Creating a people-driven culture requires analyzing the current culture, communicating the need for change, getting managers involved, and rewarding positive behaviors.
HANDS ICD conduct training on Participatory rural appraisal (pra)Nadeem Wagan Wagan
HANDS Institute of Community Development (HANDS ICD) offers capacity building and training programs in social sector management, educational management, leadership development, and organizational development. It provides diploma courses, certification courses, consultancy services, and publications on social and development issues. HANDS ICD aims to empower underprivileged communities through training programs to manage their own development and work collectively for positive social change. It conducts a three-day training on Participatory Rural Appraisal (PRA) to help participants understand rural realities and incorporate community knowledge into development project planning and management.
Building Employee Capacity and Engagement: Innovative Approach at the Scarbor...The HR Observer
A discussion of the unique components will highlight the pioneering journey that the organisation embarked upon towards achieving its goals of attracting, engaging and retaining high-performing employees. It is a well-researched fact that the opportunity for career development and progression is a key driver of employee attraction and engagement. Capacity must be built internally and externally through short-term and long-term plans, on a system as well as localised basis. Value propositions must inspire and endear in order to attract and engage. Actions must speak louder than words. All of these concepts come visibly and vibrantly alive in the novel and leading-edge Code Career program – establishing the organisation firmly as an innovative leader committed to building employee capacity and enhancing employee engagement.
Karen Dobbie, Director, Human Resources and Occupational Health, The Scarborough Hospital
This document summarizes Lorraine Salloum's presentation on the cultural transformation efforts at the NSW Workers Compensation Commission. The Commission implemented a bottom-up cultural transformation strategy involving staff surveys, defining a cultural agenda, and establishing change champion groups. Key initiatives included a positive culture program, leadership development, and integrating cultural goals into performance management. Initial results showed improvements in staff understanding of values and opportunities. Lessons learned included the time required for bottom-up change and balancing top-down and bottom-up approaches.
Intra-project learning route and leadership development. CEAPREAD, NepalPROCASUR Corporation
Innovation Plan CEAPREAD, Nepal
Learning Route, Women empowerment, new businesses and sustainable natural resources management in Nepal. 13 - 21 September 2013
Managing human resources dr.rajesh sainilionsleaders
This document discusses managing human resources and retention in eye hospitals. It emphasizes that human resources involve human beings with emotions and expectations. It highlights the importance of having dedicated HR policies, procedures, and a HR department to ensure fairness and transparency. Some key challenges mentioned are managing a diverse workforce, change, and retaining talent. The document then provides specific recommendations for eye hospitals regarding recruitment, expectations, leadership, staff development, and creating an environment where internal customers are happy.
Diversity, Inclusion and Innovation in Financial ServicesNICSA
Research suggests positive correlations between diversity and bottom line results including revenue, productivity, and employee engagement. A successful diversity and inclusion (D&I) strategy provides a structured approach that leads to an enhanced work environment.
The document discusses strategies for improving the retention of women at law firms. It outlines Norton Rose Australia's (NRA) history of establishing a Women's Career Committee and increasing the percentage of women partners. However, further analysis found that while recruiting many female graduates, NRA was not retaining women at senior levels like men. The document details building a business case to partners by illustrating the costs of not retaining women and developing successful diversity strategies including flexible work arrangements, mentoring programs, and career resilience training.
This document outlines the key components of an effective fundraising and resource mobilization strategy. It discusses why organizations fundraise, common impediments, and recommends developing a SWOT analysis, understanding funding streams and donor matrix. It also provides guidance on creating compelling organizational descriptions and required documentation. Finally, it outlines the various sections that should be included when developing funding proposals and letters of inquiry, as well as tips for ensuring high quality submissions.
Aaron Wolowiec, MSA, CAE, CMP, CTA delivered this presentation in collaboration with Rick Grimm, CPPO, CPPB, FCIPS during the ASAE Great Ideas Conference in Orlando, FL on Monday, March 6, 2017.
This document discusses challenges and opportunities around youth employment in the UK. A survey found that while most companies think creating accessible opportunities for young people is important, few have successful programs in place. Many young people also find the application process difficult. The document proposes ways for companies to improve, such as being more transparent and focusing less on formal qualifications. It introduces resources like a youth employment framework and assessment tool to help companies strengthen their youth talent pipelines.
Trustee recruitment is important for charities to have committed board members with the needed skills and experience. Over 1 million people are trustees in the UK, but almost 50% of charities have trustee vacancies. Diversity on boards is also important to have different perspectives and skills, but currently most trustees are white men. When recruiting new trustees, charities should assess the skills needed, advertise openly, and have a thorough induction process to onboard new trustees effectively.
Session 6.1 CGIAR gender evaluation introduction by Rachel BedouinCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
CGIAR Diversity and Inclusion Conference ProgramCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
Diversity and Inclusion: Opening address by Tony SimonsCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
Session 3 It's all about the mix by Nicolette WuringCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
Present by Katja Bessonova, Communication Officer, SIANI at the SIANI Annual Meeting 2017 http://www.siani.se/event/siani-annual-meeting-2017-towards-zero-hunger-through-rural-transformation/january-2017
Matthew Fielding, SIANI Communications Manager, presented the work plan for S...SIANI
Matthew Fielding, SIANI Communications Manager, presented the work plan, developed by the Secretariat for the new phase. His presentation covered the creation of new Expert Groups and Themes as well as a stronger emphasis on member engagement.
The document discusses career planning and succession management. It covers topics such as career stages, factors influencing career choices, the importance of career planning for individuals and organizations, career planning processes, issues that can impact careers, and succession planning. Specifically, it outlines the steps in succession planning as identifying current job holders and qualified potential replacements, assessing their performance and readiness, and developing a plan to fill future vacancies from within the organization. Succession planning helps ensure continuity and a steady flow of talent to key roles.
Mentoring has been widely recognized by top firms as an extremely beneficial career development tool, affecting employees’ success, job satisfaction and turnover rate. Mentoring PowerPoint Presentation Content slides include topics such as: 8 steps of mentoring, 29 points on emotional intelligence, 5 slides on organization’s gains, 6 mentor gains, 5 protégé’s gains and responsibilities, different ways of mentoring, qualifications for a mentor, general rules and guidelines, identifying candidates for protégé, and life cycle of mentoring relationship, increasing the pool of talented people, reducing recruiting and training costs, how to's and much more.
The document provides an overview of mentoring concepts and best practices. It discusses key topics such as the origin of mentoring, understanding mentoring, the mentorship process, skills needed for effective mentoring, and principles of mentoring relationships. Examples of famous mentor-mentee pairs are also listed.
Mentoring involves a developmental partnership where one person shares knowledge and perspective to foster the personal and professional growth of another. Mentoring relationships exist in many contexts like hospitals, universities, schools, corporations, and non-profits. Studies show mentoring improves employee retention, leadership skills, career advancement and job satisfaction for both mentors and protégés. It also benefits organizations by developing leadership, sharing knowledge, and aligning employees with business goals. Effective mentoring programs set clear goals, gain leadership support, hold leaders accountable, and measure outcomes.
How To Have Prospective Students Fall in Love With Your RTOCirculus Education
A keynote speech at the VET Industry Drinks event "A Compliance Guide to Marketing" on 25th of May 2015. This event was hosted by Circulus Education and Fairfax Media, with the purpose of helping RTOs gain a better understanding of ASQA Standard 4 on marketing & advertising. It is imperative that RTOs learn of the best practice and most effective way to attract the right students.
This keynote was delivered by Travis May, Digital Marketing Specialist from Fairfax Media.
A full recap of the event and its key takeaways: http://circulus.com.au/recap-a-compliance-guide-to-marketing-in-vet-melbourne-may-25/.
www.circulus.com.au
Expanding scope for gender integration and impact: moving beyond individual e...CGIAR
The document discusses AWARD's approach to advancing gender equality in agricultural research and development. AWARD uses a three-pronged approach that focuses on developing individual skills through fellowships, fostering mentoring relationships, and providing advanced science training. It also works to develop institutional capacity by engaging fellows to promote gender-responsive policies and practices within their own institutions. This individual and institutional approach aims to create positive outcomes through inclusive approaches to gender integration and impact beyond individual empowerment.
ICWES15 - Women Leading Diversity at SKM. Presented by Ms Alison McKechnie, S...Engineers Australia
Women Leading Diversity at SKM Consulting through initiatives like Women in Consulting (WiC). WiC was established in 2006 to promote gender diversity and support women's careers. It has led to more women in management roles, improved policies like parental leave, and accreditation as an employer of choice for women. While progress has been made, priorities remain growing WiC globally and better supporting diverse career paths and lifestyles.
This document provides information about a leadership summit for women in the Victorian public sector, including:
- Dates and locations for pre-summit workshops on April 20th, the summit on April 21st-22nd, and a post-summit workshop on April 23rd.
- An overview of summit session topics like career advice from senior women leaders, leadership skills like stakeholder management, and leading change initiatives.
- Details of a pre-summit workshop on April 20th focused on enhancing leadership effectiveness and positioning oneself for career advancement.
- The schedule and facilitator for the April 20th workshop, leadership strategy specialist Georgia Ellis.
- The agenda for Day One of the summit
The Learning and Development Landscape - Michael Rochelle ALIGN 13BizLibrary
Michael Rochelle, Chief Strategy Officer at Brandon-Hall Group, discuss the learning landscape at BizLibrary's Annual Conference - ALIGN. View the video recording here: http://youtu.be/dvQfRHCGtAU
The document provides information about a leadership summit for women in the not-for-profit sector, including workshops and presentations from leaders in the field. The summit will explore strategies for overcoming challenges, adapting to change, and creating leadership opportunities for women. It will feature speakers and panels discussing their experiences leading not-for-profit organizations and strategies for effective leadership. The goal is to provide professional development and networking to help established and aspiring female leaders advance in the not-for-profit sector.
The document outlines Westpac Group's vision and strategy for diversity and inclusion. The vision is to create a truly inclusive workplace where diverse talent can thrive. The strategy involves both "hard wiring" through targets and policies, and "soft wiring" cultural change through advocacy and education. A rigorous program management approach is used to integrate initiatives across the business and measure progress.
This document summarizes a presentation given at the Women's Insurance Networking Group meeting on November 18, 2014. It introduces the two speakers, Deborah Knupp and Shelli Greenslade, and their backgrounds. The presentation then covered topics like data on the lack of women in leadership positions, how women are not being groomed for top roles, examples of progress and challenges, and four things women can do to develop as leaders including getting feedback, strengthening their network, learning how to lead through change, and finding their authentic boldness through effective self-advocacy. The document provides details on developing personal brands and projecting confidence. It concludes with a roundtable discussion and thanks to attendees.
MathsGenius Leadership Institute's CEO Edzai Zvobwo presenting at the SADC Pr...Edzai Conilias Zvobwo
Edzai C. Zvobwo, CEO of MathsGenius Ledership Institute giving a presentation as a good practice on gender equality in education with a focus on STEM (science, technology, engineering and mathematics). He shares what MGLI has been doing with regards to Girl empowerment. The Protocol is in line with the Millenium Development goals.
Women in Leadership Summit Adelaide - Brochure (BEN)Benjamin Porter
This document advertises and provides information about the Women in Leadership Summit Adelaide, a 2-day conference on September 28-30, 2016. The summit will feature presentations from influential women leaders in South Australia on topics like career advancement, leadership, empowerment, and overcoming challenges faced by women. It will include keynote speeches, panel discussions, and networking opportunities. The goal is to motivate and empower women professionals to advance their careers through developing leadership skills and making connections. A pre-conference workshop on September 28 will focus on personal branding, influence, and leadership skills.
The SDVC project aimed to strengthen the dairy value chain in Bangladesh to increase incomes for smallholder households, 50% of which were women. The project found that (1) learning groups with high percentages of women members and female leaders had the highest incomes, (2) households where women owned cattle and made selling decisions had higher incomes, and (3) female livestock workers with training achieved higher income increases than men. The project used tools like focus groups and surveys to measure changes in women's empowerment over time, finding an increase in cattle ownership. Moving forward, the project aims to ensure infrastructure supports women's participation and helps women engage in new roles along the value chain while involving men in empowerment efforts.
TSiBA is a nonprofit business school in South Africa that provides tertiary education to underserved youth. It aims to increase access to higher education and graduate entrepreneurial leaders who can create opportunities and drive social change. TSiBA has campuses in Cape Town and Karatara and offers certificates, diplomas and degrees in business administration. Its unique model incorporates skills development, internships, mentoring and a focus on entrepreneurship to help graduates succeed. TSiBA graduates have high employment and further education rates and have won prestigious awards.
Case study: Developing women leaders - Griffith UniversityFlint Wilkes
Griffith University implemented programs to develop leadership skills and increase the number of women in senior roles. This included the Leneen Forde Future Leaders Program, which provides coaching, networking opportunities, and funding for 14 women each year. Of the initial 14 participants, 10 received promotions. The program helped one participant realize her natural skills and potential for leadership, gaining the confidence to apply for a higher role as Deputy Head of School.
The 2016 Wiley Society Membership Survey ResultsWiley
Wiley surveyed 13,000 people (Wiley contacts) in the academic research community about what they felt about scholarly society or association membership. Over half of the respondents were members of a society and the other half give valuable insights into what would get them to join one and why they were not members.
The document summarizes the findings of a study examining the organizational constraints to Qatari females advancing to top positions. It finds that while Qatari females are well represented in medium and lower management, they are still lagging in reaching senior management levels. The study found no discrimination in selecting or recruiting Qatari female candidates, or in policies around compensation and training. However, the promotion rate of Qatari females was slow. The document concludes that gender-specific and gender difference factors, rather than organizational factors, are the major barriers hindering Qatari female career advancement. It suggests actions like education, supportive infrastructure, and family-friendly policies and regulations to further facilitate female participation in senior roles.
This document provides information about the 2nd Annual Women in Leadership Queensland Summit 2015 conference. The conference will feature presentations from female leaders on developing leadership skills, managing work-life balance, and overcoming challenges. It will take place from March 16-19, 2015 in Brisbane, Australia and include keynote speeches, panel discussions, and workshops. Speakers will share their career experiences and lessons learned to inspire emerging women leaders. The event aims to provide strategies and tools to help women advance their careers and leadership effectiveness.
10 Hidden Secrets of Top Performing L&D Teams - DevLearn 2015Laura Overton
This document outlines 10 secrets of top performing learning and development teams based on research from Towards Maturity. The secrets include: 1) Making data-driven decisions, 2) Making time for reflection, 3) Focusing on specific business results in partnership with senior management, 4) Being consumer-driven in understanding learner needs, 5) Helping staff develop personal learning strategies, 6) Providing ongoing training for L&D staff, 7) Thinking digitally and laterally in technology use, 8) Encouraging unconventional creativity beyond traditional courses, 9) Communicating learning successes, and 10) Actively participating in the learning process instead of just talking about it.
Training Session 3 – Starr – CARE Modifications to the WEAI Ag4HealthNutrition
This document discusses adapting the Women's Empowerment in Agriculture Index (WEAI) to create a project-specific empowerment index. Baseline studies in multiple countries found extremely high reported rates of empowerment using the original WEAI thresholds. The thresholds for some indicators were adjusted, leading to more reasonable results. For example, in Malawi adjusting the asset control indicator resulted in 62% achieving it rather than 93%. The empowerment index scores varied by country, with some countries having few or no women achieving a high empowerment score. Midterm reviews found some declines in empowerment scores due to external factors and trade-offs, highlighting the need for further refining the index and its measurement.
Similar to Session 4 Benefits and limitations of mentoring programs: AWARD (20)
Gendered youth transitions to adulthood in the Drylands: Implications for tar...CGIAR
This presentation was given on 19 December 2019 by Esther Njuguna-Mungai (CGIAR Research Program on Grain Legumes and Dryland Cereals), Ms. Katindi Sivi-Njonjo (GLDC Affiliated PhD student) and Dr. Eileen Bogweh Nchanji (International Center for Tropical Agriculture / CIAT) as part of the webinar ‘Gendered youth transitions to adulthood in the Drylands: Implications for targeting'. The webinar was co-organized by the CGIAR Collaborative Platform for Gender Research and the CGIAR Research Program on Grain Legumes and Dryland Cereals.
Read more about this webinar at: https://gender.cgiar.org/webinar-youth-dryland/
Find out about other webinars hosted by the CGIAR Collaborative Platform for Gender Research: http://gender.cgiar.org/gender_events/webinars/
Power through: A new concept in the empowerment discourseCGIAR
This presentation was given by Alessandra Galiè (ILRI) and Cathy Farnworth (independent) on 27 November 2019, as part of the webinar ‘Power through: A new concept in the empowerment discourse'. The webinar was co-organized by the CGIAR Collaborative Platform for Gender Research and the International Livestock Research Institute (ILRI).
Read more about this webinar at: https://gender.cgiar.org/webinar-power-through/
Find out about other webinars hosted by the CGIAR Collaborative Platform for Gender Research: http://gender.cgiar.org/gender_events/webinars/
Friends, neighbours and village cereal stockists: hope for non-hybrid seed ac...CGIAR
This presentation was given by Esther Njuguna-Mungai (CGIAR Research Program on Grain Legumes and Dryland Cereals) on 21 November 2019, as part of the webinar ‘Gender dynamics in formal seed systems in Sub-Saharan Africa and worldwide lessons'. The webinar was co-organized by the CGIAR Collaborative Platform for Gender Research and CGIAR Research Program on Maize.
Read more about this webinar at: https://gender.cgiar.org/webinar-seed-system-ssa/
Find out about other webinars hosted by the CGIAR Collaborative Platform for Gender Research: http://gender.cgiar.org/gender_events/webinars/
Seed security and resilience: Gender perspectivesCGIAR
This presentation was given by Shawn McGuire (Food and Agriculture Organization / FAO) on 21 November 2019, as part of the webinar ‘Gender dynamics in formal seed systems in Sub-Saharan Africa and worldwide lessons'. The webinar was co-organized by the CGIAR Collaborative Platform for Gender Research and CGIAR Research Program on Maize.
Read more about this webinar at: https://gender.cgiar.org/webinar-seed-system-ssa/
Find out about other webinars hosted by the CGIAR Collaborative Platform for Gender Research: http://gender.cgiar.org/gender_events/webinars/
Gender dynamics in formal seed systems in Sub-Saharan Africa and worldwide le...CGIAR
This presentation was given by Rahma Adams (International Maize and Wheat Improvement Center / CIMMYT) on 21 November 2019, as part of the webinar ‘Gender dynamics in formal seed systems in Sub-Saharan Africa and worldwide lessons'. The webinar was co-organized by the CGIAR Collaborative Platform for Gender Research and CGIAR Research Program on Maize.
Read more about this webinar at: https://gender.cgiar.org/webinar-seed-system-ssa/
Find out about other webinars hosted by the CGIAR Collaborative Platform for Gender Research: http://gender.cgiar.org/gender_events/webinars/
Reflections on gender transformative approaches in agriculture – The promise ...CGIAR
This presentation was given by Franz Wong (KIT Royal Tropical Institute) and Rhiannon Pyburn (CGIAR Collaborative Platform for Gender Research) on 20 June 2019, as part of the webinar ‘Reflections on gender transformative approaches in agriculture – The promise and cautionary tales'.
The webinar was co-organized by the CGIAR Collaborative Platform for Gender Research and KIT Royal Tropical Institute.
Read more about this webinar at: https://gender.cgiar.org/webinar-gta-2019/
Find out about other webinars hosted by the CGIAR Collaborative Platform for Gender Research: http://gender.cgiar.org/gender_events/webinars/
Culture, choice and action in legume seeds systems in East and North UgandaCGIAR
This presentation was given by Dr. Esther Njuguna-Mungai (ICRISAT) and Catherine Mesianto Lengewa (CBCC-Africa) on May 10, 2019, as part of the webinar ‘Culture, choice and action in legume seeds systems in East and North Uganda'. The webinar was co-organized by the CGIAR Collaborative Platform for Gender Research and the CGIAR Research Program on Grain Legumes and Dryland Cereals.
Read more about this webinar at: https://gender.cgiar.org/webinar-nonhybrid-seeds-uganda/
Find out about other webinars hosted by the CGIAR Collaborative Platform for Gender Research: http://gender.cgiar.org/gender_events/webinars/
Gender differentiation of farmers' knowledge, trait preferences and its impac...CGIAR
This poster was presented by Hellen Opie (National Agricultural Research Organization), as part of the Annual Scientific Conference hosted by the University of Canberra and co-sponsored by the University of Canberra, the Australian Centre for International Agricultural Research (ACIAR) and CGIAR Collaborative Platform for Gender Research. The event took place on April 2-4, 2019 in Canberra, Australia.
Read more: https://www.canberra.edu.au/research/faculty-research-centres/aisc/seeds-of-change and https://gender.cgiar.org/annual-conference-2019/
Commodity corridor approach: Facilitating gender integration in development r...CGIAR
This poster was presented by Eileen Nchanji (International Center for Tropical Agriculture/CIAT), as part of the Annual Scientific Conference hosted by the University of Canberra and co-sponsored by the University of Canberra, the Australian Centre for International Agricultural Research (ACIAR) and CGIAR Collaborative Platform for Gender Research. The event took place on April 2-4, 2019 in Canberra, Australia.
Read more: https://www.canberra.edu.au/research/faculty-research-centres/aisc/seeds-of-change and https://gender.cgiar.org/annual-conference-2019/
Gender and food systems research: Key lessons from the Canadian International...CGIAR
The document summarizes key lessons from analyzing gender integration strategies and outcomes in projects funded by the Canadian International Food Security Research Fund (CIFSRF) between 2009-2018. It finds that projects taking targeted approaches to involve women tended to have narrow outcomes, while those addressing underlying gender barriers and women's empowerment had more impact. The relationship between strategies and outcomes is complex, as higher-level outcomes like empowerment involve mutually reinforcing changes over time. Ensuring gender is central to project design and using common metrics can strengthen integration and outcomes.
Revisiting women's empowerment through a cultural lensCGIAR
This presentation was given by Sarah de Smet (SNV), as part of the Annual Scientific Conference hosted by the University of Canberra and co-sponsored by the University of Canberra, the Australian Centre for International Agricultural Research (ACIAR) and CGIAR Collaborative Platform for Gender Research. The event took place on April 2-4, 2019 in Canberra, Australia.
Read more: https://www.canberra.edu.au/research/faculty-research-centres/aisc/seeds-of-change and https://gender.cgiar.org/annual-conference-2019/
Integrating gender in aquaculture and small scale fisheries agri-food systems...CGIAR
This document summarizes a presentation on integrating gender in aquaculture and small-scale fisheries research. It discusses two key approaches - using a theory of change to make gender assumptions and concerns explicit, and applying a gender lens to each stage of the research project cycle. Common pitfalls in gender integration like focusing only on women or overlooking intersectionality are also outlined. The presentation provides tips for practitioners on how to operationalize gender integration in their work.
Learning to work as a farming family team: Farmer responses to a gender-inclu...CGIAR
This document summarizes research on a gender-inclusive farming family team (FFT) approach used in Papua New Guinea. The research aimed to understand barriers and enablers for women's participation and the model's influence. It found that women learn more when their families are included and communicating roles clearly is important. Practicing concepts concretely on farms aids learning. Key barriers were limited land and climate challenges. Recommendations included continuing the structured FFT approach and using participatory adult learning methods.
Building gender equity from the bottom up in agricultural communitiesCGIAR
This keynote presentation was given by Katherine Gibson (Western Sydney University), as part of the Annual Scientific Conference hosted by the University of Canberra and co-sponsored by the University of Canberra, the Australian Centre for International Agricultural Research (ACIAR) and CGIAR Collaborative Platform for Gender Research. The event took place on April 2-4, 2019 in Canberra, Australia.
Read more: https://www.canberra.edu.au/research/faculty-research-centres/aisc/seeds-of-change and https://gender.cgiar.org/annual-conference-2019/
The role of paid and unpaid labour on sorghum and finger millet production in...CGIAR
This presentation was given by Rachel Gitundu (International Crops Research Institute for the Semi-Arid Tropics / ICRISAT), as part of the Annual Scientific Conference hosted by the University of Canberra and co-sponsored by the University of Canberra, the Australian Centre for International Agricultural Research (ACIAR) and CGIAR Collaborative Platform for Gender Research. The event took place on April 2-4, 2019 in Canberra, Australia.
Read more: https://www.canberra.edu.au/research/faculty-research-centres/aisc/seeds-of-change and https://gender.cgiar.org/annual-conference-2019/
Scrutinizing the 'feminization of agriculture' hypothesis: trajectories of la...CGIAR
This presentation was given by Kartika Juniwaty (Center for International Forestry Research), as part of the Annual Scientific Conference hosted by the University of Canberra and co-sponsored by the University of Canberra, the Australian Centre for International Agricultural Research (ACIAR) and CGIAR Collaborative Platform for Gender Research. The event took place on April 2-4, 2019 in Canberra, Australia.
Read more: https://www.canberra.edu.au/research/faculty-research-centres/aisc/seeds-of-change and https://gender.cgiar.org/annual-conference-2019/
Rural transformation, empowerment, and agricultural linkages in NepalCGIAR
This presentation was given by Kalyani Raghunathan (International Food Policy Research Institute), as part of the Annual Scientific Conference hosted by the University of Canberra and co-sponsored by the University of Canberra, the Australian Centre for International Agricultural Research (ACIAR) and CGIAR Collaborative Platform for Gender Research. The event took place on April 2-4, 2019 in Canberra, Australia.
Read more: https://www.canberra.edu.au/research/faculty-research-centres/aisc/seeds-of-change and https://gender.cgiar.org/annual-conference-2019/
Intra-household decision-making processes: What the qualitative and quantitat...CGIAR
This presentation was given by Juliana Muriel (International Center for Tropical Agriculture / CIAT), as part of the Annual Scientific Conference hosted by the University of Canberra and co-sponsored by the University of Canberra, the Australian Centre for International Agricultural Research (ACIAR) and CGIAR Collaborative Platform for Gender Research. The event took place on April 2-4, 2019 in Canberra, Australia.
Read more: https://www.canberra.edu.au/research/faculty-research-centres/aisc/seeds-of-change and https://gender.cgiar.org/annual-conference-2019/
Developing measures of freedom of movement for gender studies of agricultural...CGIAR
This presentation was given by Jessica Heckert (International Food Policy Research Institute), as part of the Annual Scientific Conference hosted by the University of Canberra and co-sponsored by the University of Canberra, the Australian Centre for International Agricultural Research (ACIAR) and CGIAR Collaborative Platform for Gender Research. The event took place on April 2-4, 2019 in Canberra, Australia.
Read more: https://www.canberra.edu.au/research/faculty-research-centres/aisc/seeds-of-change and https://gender.cgiar.org/annual-conference-2019/
Building intellectual bridges and shared agendas / Strategy and example: gend...CGIAR
This double presentation was given by Jayne Curnow (Australian Centre for International Agricultural Research) and Vicki Wilde (Bill & Melinda Gates Foundation), as part of the Annual Scientific Conference hosted by the University of Canberra and co-sponsored by the University of Canberra, the Australian Centre for International Agricultural Research (ACIAR) and CGIAR Collaborative Platform for Gender Research. The event took place on April 2-4, 2019 in Canberra, Australia.
Read more: https://www.canberra.edu.au/research/faculty-research-centres/aisc/seeds-of-change and https://gender.cgiar.org/annual-conference-2019/
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
13. Expression of gains in power (compelling/convincing impact
stories)
0%
20%
40%
60%
80%
100%
Power from Within
Power to Do
Power OverPower With
Power to Empower
Phase I Phase II
2012-
2016
2008-
2011
17. FACTORS CONTRIBUTING TO SUCCESS
Commitment
Shared
Research
Interests
Personality
Geographic
Proximity
18. A fundamental ingredient
Commitment seen as crucial by fellows and mentors
Bi-directional commitment needed
Commitment
2% 2% 2%
10%
86%
0% 0% 2%
4%
87%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Major negative Minor negative Neutral or no factor Minor positive Major positive
Fellows Mentors
19. Geographic Proximity
Face-to-face interaction remains pivotal despite technology
Informal, frequent contact offers “the next level” of benefit
Strongly argued for, not critical
7%
15% 15%
43%
21%
4%
18%
8%
52%
17%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Major negative Minor negative Neutral or no factor Minor positive Major positive
Fellows Mentors
23. Shared Research
Interests
Viewed almost as critical to
success by fellows
More balanced by the more
experienced mentors
Valuable, but not required
2%
7%
14% 13%
66%
1% 3%
19%
14%
65%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Major negative Minor negative Neutral or no factor Minor positive Major positive
Fellows Mentors
25. “NEUTRAL” FACTORS
Socio-cultural Background
Presented the least barriers - particularly “neutrally” viewed
Important exceptions need to be considered
3% 3%
55%
10%
31%
0% 1%
58%
16%
25%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Major negative Minor negative Neutral or no factor Minor positive Major positive
Fellows Mentors
26. FACTORS INFLUENCING MENTORSHIP
Socio-cultural Gender
1%
6%
35%
12%
48%
0% 1%
44%
17%
39%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Major negative Minor negative Neutral or no
factor
Minor positive Major positive
Fellows Mentors
28. Benefit of Mentoring to Fellows
IMPORTANCE FOR CAREER
Mentorship relationship rated to be of significant importance
FELLOW FOCUS & MOTIVATION REACHING CAREER GOALS
Considerably or
very beneficial
ACCESS TO NETWORKS
ACCESS TO COLLABORATION OPPORTUNITIES
Lowest rated benefit of the mentorship relationship
90%
93%
ACCESS TO GUIDANCE
94% Considerably or
very beneficial
Considerably or
very beneficial
90%
Most beneficial to
pB fellows 80%
29. Development of Mentors
DEVELOPMENT OF MENTORING
SKILLS
CONFIDENCE AS MENTOR
<10% very confident BEFORE
> 70% AFTER
Mentoring Orientation Workshop
Negotiation Skills Workshops
PROFESSIONAL REPUTATIONAWARENESS OF GENDER IN ARD
<25% highly skilled BEFORE
95% AFTER
highly reputable as
mentor AFTER
Invitations by others to be
mentored
100%
admitted to a superficial
knowledge of gender issues
prior to the Fellowship
20% very aware BEFORE
70% AFTER
30. Benefits to Mentees
Developing Power from Within (80%)
PRM is a fundamentally important
Fellows serve as role models in their confidence
Developing Power to Do (60%)
Fellows link mentees to networks
Fellows provide guidance and advice
Fellows motivate and support mentees to publish
IMPORTANCE FOR CAREER
Mentorship relationship beneficial to career development
97%
31. Contribution to the ARD Sector
Vast majority of fellows and 55% of mentors not
exposed to formal mentoring prior to engagement with
AWARD
14%
89%
3%
62%
2%
51%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
BEFORE END BEFORE END BEFORE END
Formal mentoring of scientists or
professionals other than mentee
Organised Seminars regarding the
importance of mentoring
Officially initiated/ contributed to the
development of a formal mentoring
activities
Start with AWARD video
https://www.youtube.com/watch?v=_kTnZVXgk8M
2008 ASTI/AWARD
Empowerment: An expansion of ‘‘agency,’’
What people are free and able to do and achieve in pursuit of their goals or values
Emphasis on:
An individual’s assets and attributes
(an opportunity structure)
Data sources
Bio data, Fellows’ impact stories, surveys, progress review meetings, etc.
Since 2008, AWARD has, through tailored 2-year fellowships, worked to strengthen the research and leadership skills of African women in agricultural science, empowering them to contribute more effectively to poverty alleviation and food security in sub-Saharan Africa.
The AWARD Fellowship has a well-recognized track record of success and to date, 1158 agricultural scientists (84% female) from over 300 institutions have benefited directly from AWARD’s investments. Specifically, 465 female agricultural scientists from Ethiopia, Ghana, Kenya, Liberia, Malawi, Mozambique, Nigeria, Rwanda, Tanzania, Uganda, Zambia, have earned an AWARD fellowship. In addition, 5 women from Cote d’Ivoire, Cameroon, Senegal, Mali and Bukina Faso participated in a pilot project aimed at Francophone Africa. An additional 397 scientists have benefited as mentors to AWARD fellows and 366 have benefited as mentees of AWARD fellows
No age limits to apply to an AWARD fellowship
Any agricultural discipline but focus on biophysical sciences
Post graduate fellows placed in research labs around the world for advanced science training. (1-6 month placements) Short courses (2weeks)
partnerships with private and public sector institutions around the world expose African women scientist to cutting edge science skills
Skills in proposal writing, data collection and analysis, presentation skills
Exposure to Gender responsive agricultural research
Jane Ambuko, Senior Lecturer, UoNairibi who won USAID Feed the Future recognition
First woman to earn a PhD in East & Central Africa. Vetenary anatomy
How do you leverage science for transforming society? Leadership
Investing in African institutions by mentoring the next generation of scientists.
Mentoring is a proven and powerful driver for career development and particularly for retaining women in science.
Edidah Lubega Ampaire (1300 results)
Compelling: Impact story gives more than one verifiable and preferably precise example of the change that was brought about (or one overwhelmingly convincing story), and gives a clear indication that AWARD has contributed.
Impact story reflects change in a convincing, although not necessarily inspiring, manner. It gives at least one verifiable example of change.
Impact story is not convincing. It does not give clear, verifiable examples, and/or does not connect change to AWARD’s influence.
Show need to be more intentional in growing Power With & Power To Empower
Full story available online
Work with both women and men (46% of mentors are men)
Partnerships with over 300 institutions around the world that are working with a commitment to gender responsive ag science.
196 fellows (above 90% of 3 cohorts 2012-2016)
116 mentors (>80% of 3 cohorts 2012-2016)
Four factors have emerged as contributing positively to the success of the mentorship relationship. These are commitment, shared research interests/disciplines, geographic proximity and personality.
The first factor, bi-directional commitment consistently emerged as the most critical element in the success of the relationship from the perspective of both the fellows and the mentors.
“We would not have made it if we were not committed. I saw the mentorship as a project, I needed it successfully completed and so got committed to it. I made sure I adjusted my programmes to fit into my mentor's time table to accommodate her busy schedule. She too was always calling to find out topics and date/time for the next meeting. This to a good extent, got us successful in the contract.”
Geographic proximity was strongly argued for. Face-to-face meetings, which happen more frequently when fellows and mentors are within the same geographic vicinity, is important for relationship building – but not critical for an effective mentoring relationship. A combination of f2f and e-mentoring is ideal allowing for regular contact between fellow and mentor without escalating costs and time expended (which are the primary barriers to f2f meetings where the fellow and mentor are not within walking distance of each other. Being within walking distance is ideal – but not too close
In terms of personality – there is no one winning combination – however, the MBTI personality assessments fellows and mentors do at the MOW was frequently mentioned as a mediating factor which helps fellows and mentors to manage their relationship appropriately. Without this element, it is likely that lack of understanding an insight into personality may hinder the success of the relationship.
Fellows that had frequent face to face meetings are 6 times more likely to evaluate the F-M meeting as very/moderately beneficial.
Fellows who have phone calls frequently are 8 times more likely to term the F-M meeting as very/moderately beneficial.
THE SAME CAN BE BLAND
“We were of the same personality in a way and as such there was no adrenalin. “
DIFFERENT IS NOT ALWAYS BETTER
“As I stated before, I had a lot of energy that felt that was not matched with the levels of the mentor. I am extroverted and my mentor introverted.”
DIFFERENT IS GOOD
“My mentee is quiet and cool about a lot of things whilst I’m always on the move and outgoing (ESFP), I always stated things as they were and she appreciated that. There were times I had to pressurize her to do a few things and she excelled in them.”
SIMILARITY CAN LEAD TO SUCCESS
“We happen to belong to the same personality type when we were tested during the mentoring orientation workshop. Then we were advised on how to work in harmony. I understood and practiced what we were taught and we had a major breakthrough.”
The second factor, shared research interests or common disciplinary foundations make a valuable contribution to a successful mentoring relationship – particularly as it relates to providing technical guidance and linking fellows into relevant networks. A shared research interest was more important to fellows than to mentors.
Both of us are food scientists, and it was easy to identify common research goals, and collaborators. It was easy to link her up with a colleague in Louisiana State University when she went there as a Borlaugh fellow.”
Regarding age, both senior and near-peer mentors were viewed positively – senior mentors for their wisdom and experience; near-peer mentors for the potential for peer-to-peer learning.
Two factors – socio-cultural background and age – emerged as relatively neutral in terms of their impact on the success of the relationship.
Socio-cultural background in particular was neutrally viewed presenting the least barriers, however important exceptions are noted – and these relate specifically to the intersection between culture and gender (I will elaborate on this in greater detail shortly).
There does appear to be a distinct benefit of having a female mentor, allowing for open and extended engagements. The freedom to discuss challenges that impact on a fellows’ career which are often unique to women – such as work life balance, family issues and a shared understanding of gender in the workplace is seen as a safe sisterly support network enabling fellows to navigate their challenges. That said, some fellows purposefully selected male mentors to gain insight into their “trade secrets”
As noted on the slide earlier, there is an intersection between gender and socio-cultural norms – which hindered the mentoring in a very limited number of cases.
Similar challenges so we could discuss other challenges including family issues.
This is because being a woman scientist, she clearly understands the issues we go through in our careers and give advice accordingly.
I think from my interaction, it will be better to share experience from fellow women. When I got the chance to meet other fellows and mentors, I have seen the bond and interaction among them. I was not able to have free women like interaction with my male mentor. Thought it helped me to understand the mental set up of men in science.”
Fellows rated the importance of the mentoring relationship to their career progress, and the benefit of the experience on four factors.
Mentoring is seen as considerably or very beneficial for helping fellows maintain focus and motivation, and for reaching their career goals. Mentors also serve as an important source of guidance to fellows, and open up access to networks – particularly in the case of the pB fellows.
Taking into consideration the high numbers of mentors who did not have any mentoring experience prior to AWARD, it is not surprising that less than 25% of mentors rated themselves as highly skilled in this area before the fellowship. This shifted to 95% after the AWARD experiences. Mentorship confidence also increase substantially, although it is slightly less pronounced than the development of skills.
Interestingly, all mentors rated themselves as highly or very highly reputable as a mentor - an assertion that was backed up by more than 25% of mentors who noted that they had received mentorship requests from others in their organisation as a result of being an AWARD mentor.
AWARD also plays a role in shifting awareness among mentors in terms of gender in ARD, from a superficial understanding to a more nuanced one.
Almost all mentees rated the relationship with their fellow (their mentor) as beneficial in some way to their career development. Fellows serve as role models for mentees in their confidence and focus, and the progress Road Map development aids mentees to develop their own focus.
Mentees value the access to guidance and advice from the fellow – a theme which also is reflected in what fellows benefit from their mentors – and are linked into fellow’s networks.
One comment which I believe is worth mentioning, is that based on the hypothesis that mentoring (in principle) is an important way of developing the next-generation of academics – in particular women academics – the contribution of AWARD to the sector can be thought through from the perspective of exposure and skills development.
Almost all fellows, and more than 50% of mentors have never been exposed to formal mentorship programmes, which means that there are more than 1100 individuals in the system who have been exposed to, and skilled in, mentorship approaches that work. These types of paradigm shifts are powerful.
The high proportion of fellows (as displayed on the graph) who have taken up other ADDITIONAL activities during the fellowship period attests to a paradigm shift that has taken place.
The gender responsive component of the programme packs amplifies the potential power of this effect.