This document discusses performance management in agile environments. It begins with a brief history of performance appraisals and their traditional focus on individual accountability. It then discusses how appraisals need to shift focus to emphasize team performance over individual achievements in agile settings. The document recommends frequent feedback loops instead of annual reviews and using peer feedback and team goals to assess performance. Examples from Deloitte and ReturnPath showcase how some companies have restructured appraisals to better suit agile teams through continuous feedback and evaluating team effectiveness.
Agile Management: The Art of Servant LeadershipGrowing Agile
Are you an Agile Manager? What does that mean anyway? Agile managers focus on growing their people and helping them be the best they can be. We touch on several areas and suggest a course to learn more.
https://www.udemy.com/gac-servantleadership/?couponCode=GASlideshare
We naturally have difficulty relating to competencies and roles
that is different from ours, we seem them as distractions, threats and obstacles to reaching our localized goals. In this presentation we take a look at the side affects and steps to fight against it.
The document outlines Peak Performance System's process implementation model which consists of several steps including vision, planning, rehearsal/practice, execution, and review. It discusses key components like leadership, accountability, communication, and teamwork. The goal is to help organizations achieve business success through integrating talent management, performance management, and cultural processes.
This document summarizes Pia-Maria Thorén's presentation on implementing an agile performance management framework. Some key points include:
- The traditional performance management process did not increase performance or support managers. A new framework is needed that focuses on empowerment, coaching, feedback and continuous improvement.
- Performance is best when employees feel engaged, have autonomy, receive feedback and development opportunities, and trust their managers and teams. The new framework aims to create this type of environment.
- Changes proposed include moving from an imperative HR-controlled process to empowering managers with a flexible toolbox. It also shifts the focus from yearly assessments to ongoing performance management linked to objectives.
Performance appraisal in India has several objectives such as effecting promotions, determining increments and rewards, suggesting ways for employees to improve, determining training needs, and planning career development. There are various methods of performance appraisal including paired comparison, critical incident reports, field reviews using rating scales, forced choice, forced distribution, management by objectives, and 360-degree feedback from supervisors, peers, subordinates, and customers. Both formal methods using tools like rating scales and checklists as well as informal discussion-based approaches can be used in performance appraisals.
The High Performance Evaluation by Compete Group is used to dramatically and immediately increase management's ability to increase productivity, in any type of organization.
This document discusses performance management in agile environments. It begins with a brief history of performance appraisals and their traditional focus on individual accountability. It then discusses how appraisals need to shift focus to emphasize team performance over individual achievements in agile settings. The document recommends frequent feedback loops instead of annual reviews and using peer feedback and team goals to assess performance. Examples from Deloitte and ReturnPath showcase how some companies have restructured appraisals to better suit agile teams through continuous feedback and evaluating team effectiveness.
Agile Management: The Art of Servant LeadershipGrowing Agile
Are you an Agile Manager? What does that mean anyway? Agile managers focus on growing their people and helping them be the best they can be. We touch on several areas and suggest a course to learn more.
https://www.udemy.com/gac-servantleadership/?couponCode=GASlideshare
We naturally have difficulty relating to competencies and roles
that is different from ours, we seem them as distractions, threats and obstacles to reaching our localized goals. In this presentation we take a look at the side affects and steps to fight against it.
The document outlines Peak Performance System's process implementation model which consists of several steps including vision, planning, rehearsal/practice, execution, and review. It discusses key components like leadership, accountability, communication, and teamwork. The goal is to help organizations achieve business success through integrating talent management, performance management, and cultural processes.
This document summarizes Pia-Maria Thorén's presentation on implementing an agile performance management framework. Some key points include:
- The traditional performance management process did not increase performance or support managers. A new framework is needed that focuses on empowerment, coaching, feedback and continuous improvement.
- Performance is best when employees feel engaged, have autonomy, receive feedback and development opportunities, and trust their managers and teams. The new framework aims to create this type of environment.
- Changes proposed include moving from an imperative HR-controlled process to empowering managers with a flexible toolbox. It also shifts the focus from yearly assessments to ongoing performance management linked to objectives.
Performance appraisal in India has several objectives such as effecting promotions, determining increments and rewards, suggesting ways for employees to improve, determining training needs, and planning career development. There are various methods of performance appraisal including paired comparison, critical incident reports, field reviews using rating scales, forced choice, forced distribution, management by objectives, and 360-degree feedback from supervisors, peers, subordinates, and customers. Both formal methods using tools like rating scales and checklists as well as informal discussion-based approaches can be used in performance appraisals.
The High Performance Evaluation by Compete Group is used to dramatically and immediately increase management's ability to increase productivity, in any type of organization.
This document discusses successful Agile teams at scale. It begins by explaining why organizations want to adopt Agile practices like shorter time-to-market and improved quality. However, true Agile adoption requires changes to business, culture and ways of working. The document then discusses scaling Agile through frameworks like SAFe and DAD which provide structure for large, distributed teams. Supporting practices for Agile at scale include risk management, delivery assurance and governance. Finally, the document states that successful Agile teams at scale provide benefits like reduced time-to-value and improved business relationships, but require investments in people, processes and tools to support collaboration.
Comparing Business Analysis with Software Process ConsultingSunil Mundra
This document compares business analysis with software process consulting. It finds that while the contexts are quite different, the skills required are quite similar. It outlines key differences in areas like being hands on, team size, on-site presence, nature of output, influencing constraints, client stakeholders, experimentation, engagement period, and working independently. Additional skills highlighted for consulting include a big picture view, working with multiple teams, knowledge across the software development lifecycle, change management skills, and knowledge beyond just the SDLC. In conclusion, while the contexts of business analysis and software process consulting differ, the skills required are quite similar.
Comparing business analysis with software process consulting - Sunil MundraBAConfPune
Business analysis focuses on tangible outputs for a small set of stakeholders over a relatively long engagement. Software process consulting provides intangible advice and coaching to many stakeholders over shorter engagements with higher risk. Both require domain knowledge but consulting emphasizes soft skills, a big picture view, and knowledge of practices across the software development lifecycle and beyond. While the contexts differ, the skills for business analysis and consulting are quite similar.
This 4-day leadership development workshop focuses on fundamental leadership skills for front-line and mid-level leaders. The program addresses critical concepts like motivating teams, effective communication, and managing performance. It is divided into four focus areas: work unit performance, interpersonal skills, leading and managing others, and building high-performance teams. The workshop uses lectures, activities, group discussions and applications to help leaders strengthen their abilities in areas such as setting goals, addressing problems, and adapting their leadership style to different situations and employees.
The document discusses factors that contribute to team performance such as work style, skills, behaviors, external factors, and the task. It provides strategies to improve and predict performance, with the top strategy to predict performance being to get the right team composition. The document introduces eTeamUps, a tool that uses a work style assessment to provide compatibility scores and reports to help with team formation and development. eTeamUps is described as an easy to use, affordable option based on cutting-edge science in team composition.
Leadership Transitions IGDA Leadership Forum 2011Joshua Howard
This document discusses the transitions managers go through as they progress from front line managers to managers of managers to multi-discipline managers. It outlines the different skills required at each level, including managing others, assigning work, coaching teams, and taking a broader strategic view. Common pitfalls and trouble signs are provided for each level to help managers recognize issues. Recommended reading materials are included to provide further guidance on leadership transitions.
This document discusses ways to improve employee development, retention, and mobility. It recommends implementing a three block training program that includes proactive intake for employees every five years, follow up sessions, and an independent job coach. The program aims to develop competencies, networking, flexibility, and an action plan. Initial results show increases in job residence time, a shift to a best practice culture, and growth in mobility rates. The overall goal is to help the aging population and changing organizations through innovation, knowledge sharing, and motivating employees.
Kenneth Kwan is a motivational speaker and team strategist who speaks to thousands of leaders and professionals. His impactful presentations inspire managers to display his concepts in meeting rooms. He advocates changing mindsets before typical skills training and has helped organizations achieve peak performance and alignment through values, team spirit, and trust-building. His popular programs include connecting with people quickly and emotionally, building high performance teams, and instilling a desire for self-growth. He has worked with many large companies across various industries in Asia.
This document discusses strategies for leading a high performing team. It presents a model of high performance that focuses on adaptability, ability, attitude, approach, and aim. It also shares results from a survey that found opportunities for improvement in areas like career development, encouragement to use talents, clarity on goals, and recognition. The document then outlines interventions like goal setting conversations, development conversations, and change conversations to boost performance. Finally, it debunks common performance myths and emphasizes that practice only leads to perfection when focusing on strengths.
The document discusses agile performance management. It suggests that managers conduct regular check-ins with team members to provide continual feedback, rather than just annual reviews. Feedback should come from peers and stakeholders. Recognizing employee performance formally and informally can increase engagement. Performance should be evaluated based on an employee's team role rather than comparisons. Monetary benefits alone don't motivate workers; appraisals should consider factors like training and profit sharing.
Slides used at the lecture titled Leadership Styles Your Team Needs, as presented at the IGDA Leadership Forum in November 2010, by Joshua Howard.
Contact Joshua Howard at joshua@bonegames.com, and visit his blog on Leadership and Management at http://thereisnothem.wordpress.com.
Best Practices For Plan Execution Watch Linked Inslsquest
This presentation shares key elements of “Roadmap to Prosperity™”,
discusses the importance of having an “Execution Culture”
and explains how Team is critical to this process, from three perspectives
Share three (3) levels of tools and techniques to enable effective Plan implementation
Situational leadership proposes that there is no single best leadership style, and that the most effective leaders adapt their style to fit the development level of the individual or group they are leading. It identifies four leadership styles - directing, coaching, supporting, and delegating - that should be applied based on followers' competence and commitment levels. The directing style provides close supervision, coaching involves more explanation and support, supporting emphasizes praise and facilitation, and delegating turns over responsibility. Matching leadership style to followers' stage of development maximizes their performance.
The document discusses talent management, including what it is, why it is important, and how to implement it effectively. It notes that talent management helps with recruitment, retention, developing employees, succession planning, and achieving corporate goals. The organization has made progress with appraisals, surveys, training, and development programs. Moving forward, they aim to assess effectiveness, develop more tools, balance individual and organizational needs, and get talent management higher on the leadership agenda by emphasizing increased productivity, staff retention, and skills. The key is having the basics in place, engaging all levels not just HR, offering valuable rewards, and securing long-term commitment and sponsorship from top executives.
The document discusses fostering self-organizing teams. It covers several models for skills acquisition, team development, and leadership approaches. These include the Dreyfus model, Tuckman's stages of group development, and situational leadership. It also outlines attributes of self-organizing teams such as supportive context, goals, and diverse skills. The role of the ScrumMaster in enabling team autonomy is discussed through progressive delegation.
Being a master coach in today's environment requires different skills than in the past. Managers now supervise many remote employees with diverse backgrounds, extending beyond simple supervision. To be effective, a master coach must align employee, team, and company expectations through ongoing performance management. This involves planning goals, reviewing performance, and providing ongoing coaching across both formal and informal aspects of work.
How to survive the zombie scrum apocalypse Mia Horrigan
A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about?
Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago.
Zombie Scrum is Scrum, but without the beating heart of working software and its on the rise. This workshop will help you understand how to recognise the symptoms and cuases of Zombie Scrum and what you can do to get started to combat and treat Zombie-Scrum. Knowing what causes Zombie Scrum might help prevent a further outbreak and prevent the apocalypse
This document provides an overview of the Shadowmatch solution. The research behind Shadowmatch found that an individual's success depends on the contextual match between their habits and the environment/tasks. Shadowmatch maps the habits of top performers in specific roles/contexts to create benchmarks. It then assesses individuals and provides matching results and personalized development programs. The system addresses the entire employee lifecycle from recruitment to exit planning. Benefits include improved selection, development, productivity and return on employment. A demonstration shows how Shadowmatch can be used for tasks like recruitment, redeployment and team building. The differentiator of Shadowmatch is its automated, self-managed and cost-effective approach to objectively assessing individuals while addressing the full employee lifecycle through
BuildHR provides human resources consulting services to small, medium, and large enterprises. They help clients with HR capabilities building, organizational and business process capabilities building, and managing HR as a strategic asset and source of competitive advantage. Their services include HR policy development, talent acquisition, compensation structuring, performance management, and more.
This document discusses successful Agile teams at scale. It begins by explaining why organizations want to adopt Agile practices like shorter time-to-market and improved quality. However, true Agile adoption requires changes to business, culture and ways of working. The document then discusses scaling Agile through frameworks like SAFe and DAD which provide structure for large, distributed teams. Supporting practices for Agile at scale include risk management, delivery assurance and governance. Finally, the document states that successful Agile teams at scale provide benefits like reduced time-to-value and improved business relationships, but require investments in people, processes and tools to support collaboration.
Comparing Business Analysis with Software Process ConsultingSunil Mundra
This document compares business analysis with software process consulting. It finds that while the contexts are quite different, the skills required are quite similar. It outlines key differences in areas like being hands on, team size, on-site presence, nature of output, influencing constraints, client stakeholders, experimentation, engagement period, and working independently. Additional skills highlighted for consulting include a big picture view, working with multiple teams, knowledge across the software development lifecycle, change management skills, and knowledge beyond just the SDLC. In conclusion, while the contexts of business analysis and software process consulting differ, the skills required are quite similar.
Comparing business analysis with software process consulting - Sunil MundraBAConfPune
Business analysis focuses on tangible outputs for a small set of stakeholders over a relatively long engagement. Software process consulting provides intangible advice and coaching to many stakeholders over shorter engagements with higher risk. Both require domain knowledge but consulting emphasizes soft skills, a big picture view, and knowledge of practices across the software development lifecycle and beyond. While the contexts differ, the skills for business analysis and consulting are quite similar.
This 4-day leadership development workshop focuses on fundamental leadership skills for front-line and mid-level leaders. The program addresses critical concepts like motivating teams, effective communication, and managing performance. It is divided into four focus areas: work unit performance, interpersonal skills, leading and managing others, and building high-performance teams. The workshop uses lectures, activities, group discussions and applications to help leaders strengthen their abilities in areas such as setting goals, addressing problems, and adapting their leadership style to different situations and employees.
The document discusses factors that contribute to team performance such as work style, skills, behaviors, external factors, and the task. It provides strategies to improve and predict performance, with the top strategy to predict performance being to get the right team composition. The document introduces eTeamUps, a tool that uses a work style assessment to provide compatibility scores and reports to help with team formation and development. eTeamUps is described as an easy to use, affordable option based on cutting-edge science in team composition.
Leadership Transitions IGDA Leadership Forum 2011Joshua Howard
This document discusses the transitions managers go through as they progress from front line managers to managers of managers to multi-discipline managers. It outlines the different skills required at each level, including managing others, assigning work, coaching teams, and taking a broader strategic view. Common pitfalls and trouble signs are provided for each level to help managers recognize issues. Recommended reading materials are included to provide further guidance on leadership transitions.
This document discusses ways to improve employee development, retention, and mobility. It recommends implementing a three block training program that includes proactive intake for employees every five years, follow up sessions, and an independent job coach. The program aims to develop competencies, networking, flexibility, and an action plan. Initial results show increases in job residence time, a shift to a best practice culture, and growth in mobility rates. The overall goal is to help the aging population and changing organizations through innovation, knowledge sharing, and motivating employees.
Kenneth Kwan is a motivational speaker and team strategist who speaks to thousands of leaders and professionals. His impactful presentations inspire managers to display his concepts in meeting rooms. He advocates changing mindsets before typical skills training and has helped organizations achieve peak performance and alignment through values, team spirit, and trust-building. His popular programs include connecting with people quickly and emotionally, building high performance teams, and instilling a desire for self-growth. He has worked with many large companies across various industries in Asia.
This document discusses strategies for leading a high performing team. It presents a model of high performance that focuses on adaptability, ability, attitude, approach, and aim. It also shares results from a survey that found opportunities for improvement in areas like career development, encouragement to use talents, clarity on goals, and recognition. The document then outlines interventions like goal setting conversations, development conversations, and change conversations to boost performance. Finally, it debunks common performance myths and emphasizes that practice only leads to perfection when focusing on strengths.
The document discusses agile performance management. It suggests that managers conduct regular check-ins with team members to provide continual feedback, rather than just annual reviews. Feedback should come from peers and stakeholders. Recognizing employee performance formally and informally can increase engagement. Performance should be evaluated based on an employee's team role rather than comparisons. Monetary benefits alone don't motivate workers; appraisals should consider factors like training and profit sharing.
Slides used at the lecture titled Leadership Styles Your Team Needs, as presented at the IGDA Leadership Forum in November 2010, by Joshua Howard.
Contact Joshua Howard at joshua@bonegames.com, and visit his blog on Leadership and Management at http://thereisnothem.wordpress.com.
Best Practices For Plan Execution Watch Linked Inslsquest
This presentation shares key elements of “Roadmap to Prosperity™”,
discusses the importance of having an “Execution Culture”
and explains how Team is critical to this process, from three perspectives
Share three (3) levels of tools and techniques to enable effective Plan implementation
Situational leadership proposes that there is no single best leadership style, and that the most effective leaders adapt their style to fit the development level of the individual or group they are leading. It identifies four leadership styles - directing, coaching, supporting, and delegating - that should be applied based on followers' competence and commitment levels. The directing style provides close supervision, coaching involves more explanation and support, supporting emphasizes praise and facilitation, and delegating turns over responsibility. Matching leadership style to followers' stage of development maximizes their performance.
The document discusses talent management, including what it is, why it is important, and how to implement it effectively. It notes that talent management helps with recruitment, retention, developing employees, succession planning, and achieving corporate goals. The organization has made progress with appraisals, surveys, training, and development programs. Moving forward, they aim to assess effectiveness, develop more tools, balance individual and organizational needs, and get talent management higher on the leadership agenda by emphasizing increased productivity, staff retention, and skills. The key is having the basics in place, engaging all levels not just HR, offering valuable rewards, and securing long-term commitment and sponsorship from top executives.
The document discusses fostering self-organizing teams. It covers several models for skills acquisition, team development, and leadership approaches. These include the Dreyfus model, Tuckman's stages of group development, and situational leadership. It also outlines attributes of self-organizing teams such as supportive context, goals, and diverse skills. The role of the ScrumMaster in enabling team autonomy is discussed through progressive delegation.
Being a master coach in today's environment requires different skills than in the past. Managers now supervise many remote employees with diverse backgrounds, extending beyond simple supervision. To be effective, a master coach must align employee, team, and company expectations through ongoing performance management. This involves planning goals, reviewing performance, and providing ongoing coaching across both formal and informal aspects of work.
How to survive the zombie scrum apocalypse Mia Horrigan
A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about?
Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago.
Zombie Scrum is Scrum, but without the beating heart of working software and its on the rise. This workshop will help you understand how to recognise the symptoms and cuases of Zombie Scrum and what you can do to get started to combat and treat Zombie-Scrum. Knowing what causes Zombie Scrum might help prevent a further outbreak and prevent the apocalypse
This document provides an overview of the Shadowmatch solution. The research behind Shadowmatch found that an individual's success depends on the contextual match between their habits and the environment/tasks. Shadowmatch maps the habits of top performers in specific roles/contexts to create benchmarks. It then assesses individuals and provides matching results and personalized development programs. The system addresses the entire employee lifecycle from recruitment to exit planning. Benefits include improved selection, development, productivity and return on employment. A demonstration shows how Shadowmatch can be used for tasks like recruitment, redeployment and team building. The differentiator of Shadowmatch is its automated, self-managed and cost-effective approach to objectively assessing individuals while addressing the full employee lifecycle through
BuildHR provides human resources consulting services to small, medium, and large enterprises. They help clients with HR capabilities building, organizational and business process capabilities building, and managing HR as a strategic asset and source of competitive advantage. Their services include HR policy development, talent acquisition, compensation structuring, performance management, and more.
The document discusses how Manpower can help businesses by providing workforce solutions and talent resourcing as companies enter the "Human Age" where talent is the key competitive differentiator. Manpower offers a full range of services including contingent staffing, permanent placement, training, site management, and analytics to help companies access the best talent and optimize their workforces. They place over 147,000 industrial workers per week and have experience filling roles in skilled trades and emerging industries.
NHRDN - Learning Centre Workshop on "Innovative HR Practices that make a Difference - Unleash the true Human Capital...Now!"
The Facilitators :
Rushil Mhatre - Associate Vice President - Human Resources, Dhanalaxmi Bank
Custan D'souza - Project Manager - Information Technology, ICICI Lombard
This document summarizes the services provided by Assessment Edge, including occupational assessments for hiring, training, and management that are available in 32 languages across 122 countries. It describes how Assessment Edge's ProfileXT assessment measures job fit and can be used for employee selection, onboarding, management, and strategic workforce planning. The assessment evaluates thinking style, behaviors, interests, and match to specific jobs.
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
The document discusses using multi-rater (360 degree) assessments to drive business outcomes. It outlines the key steps to effectively implement a multi-rater assessment process, including defining objectives, competencies, developing the assessment tool, launching the survey, delivering feedback reports, and conducting a systemic analysis. The results of a case study on a multi-rater assessment of pharmaceutical sales representatives are presented, showing competency-level results and highest scoring items to help identify development areas.
The document discusses organizational effectiveness and managerial effectiveness. It covers topics like the criteria for measuring organizational effectiveness including goal approach, behavioral approach, and strategic constituencies approach. It also discusses factors that influence organizational effectiveness like strategy, technology, people, and structure. When discussing managerial effectiveness, it examines individual characteristics, managerial job dimensions, and organizational results. It analyzes approaches like the managerial grid and roles of the person, the process, and the product in managerial effectiveness. Current practices for developing and measuring managerial effectiveness in industries and governments are also outlined.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
Learn about the key steps to a world class lead generation program in this previously recorded webinar by Sales Benchmark Index. A presentation by Sales Benchmark Index.
The document provides an overview of the Shadowmatch behavioral assessment system. It describes Shadowmatch as an online system that measures individuals' habits, behaviors, attitudes, efficiency and conceptual abilities through task-based assessments. The system was developed over 20 years through research involving 16,000 participants. It creates unique benchmarks based on top performers for specific jobs/roles and provides matching reports, interview guides and development programs. The overview highlights how Shadowmatch addresses the entire employee lifecycle from recruitment to exit planning and aims to improve organizational performance through precision behavioral development.
The ProfileXT assessment measures how well a job candidate fits specific job roles based on 20 performance indicators. It evaluates a candidate's thinking style, behavioral traits, interests, and match to a job. The assessment is customizable to different companies, positions, managers, and locations. It provides objective insights into candidates to help with hiring, promotion, and organizational decisions. The assessment is administered online and instantly scores candidates, allowing managers easy access to results to assist in selection and onboarding.
The Mindful approach to a Meaningful LifeColin Dovey
Mindfulness Meditation Groups can be a wonderful way of connecting with others to share and even the benefits of meditation in this form. These groups, and especially the one that we envisage here are aimed at providing a community service in this area, and a supporter space to connect with others across the spectrum.
We do not aim at any specific size – large or small is not the objective, and many groups function very successfully for years with only two or three members.
As an open group, this particular one encourages drop-ins and new members are welcome at any time. In the initial stages we will open with a loose, and flexible schedule – moreover, the frequency and length of each meeting will hinge on the activities planned for that particular session or a number of sessions.
Meetings might be – short as one hour or in some cases stretch over a longer period if the group gathers to share a meal, listen to talk and engage in mindful discussion afterward.
Are groups time together, in the initial stages, may consist of any number of activities. It could be as basic as a simple sitting meditation – with a choice of guided, silent, or some of each – coupled with a friendly greeting before starting or re-entering your daily life.
To keep the theme open, as we progress we will consider applying mindfulness to a common interest or theme e.g., addiction, parenting, mental health and so on.
At the end of the session the group will, in general," short sitting or a loving-kindness meditation as a way to foster a greater sense of connection to each other and to the world around us. This sharing period will give participants the opportunity to listen deeply to one another, whilst also paying attention to what arises in themselves.
Some groups, like to choose specific topics to focus the sharing (such as forgiveness, mindfulness and work, dealing with conflict or working with anxiety), whilst others prefer a more open-ended discussion format.
The confidentiality of our group is aimed at creating a safe and supportive refuge we each individual is nourished as you shave freely from your real lives and hearts.
FACILITATING
When 10 being flexible about the facilitators role, but it will be informative in the beginning so that we can engender a sense of structure as time progresses. So, with a view to creating a structure, especially in the beginning, the facilitator will look after the overall arrangements for the meeting (place, time, notification), keeping time, and making sure all the necessary elements for the practice session (such as chairs, bell, clock, and recordings) are in place. Therefore the group facilitator will strive to promote a safe, stable atmosphere for people to meditate and engage with one another.
Rocket Hire Assessment 101 4 Steps To SuccessRocket-Hire
This is our basics of assessment deck that provides an overview of the model we use with our clients to ensure they have success with pre-employment assessment
The document discusses training programs offered by Vibrant Serve, a global training solutions company. It provides an overview of various certification programs in areas such as recruitment, leadership, HR, soft skills and adventure programs. It also outlines training workshops focused on skills like communication, team building, and project management. The training programs aim to develop talent and provide certifications in in-demand skills.
Online behavioral assessments analyze individuals' behavioral profiles to identify strengths and areas for development. They provide objective information for talent management practices like selection, development, training, and leadership coaching. The assessments describe aspects like leadership style, decision-making style, emotional intelligence, and skills. They help reduce bad hiring, lower turnover, and save costs. Assessments are used to identify employee development goals and gaps, and target the right training. They also provide self-awareness for leaders and insights into their team.
Behavioral interviewing is a more accurate pre-employment assessment technique than traditional interviews. It focuses on evaluating a candidate's concrete examples of past behaviors and experiences rather than hypothetical questions or personal opinions. The summary evaluates candidates based on how their responses illustrate competencies critical for the job like communication, problem-solving, leadership, and teamwork. By using behavioral questions and evaluating responses systematically, hiring managers can better predict future job performance and reduce turnover related to poor hiring decisions.
This document discusses how HR can transition from an administrative function to a more strategic business partner role. It provides an overview of survey results showing that while 50% of HR professionals see themselves as strategic partners, only 17% are involved in major initiatives from the initial stages. The document outlines tactics for HR to adopt a more strategic mindset, such as focusing on human capital as an investment, taking a consultative approach, and developing business literacy. The goal is for HR to help achieve alignment among an organization's strategy, structure, and culture.
Similar to Shadowmatch Overview Jun2012 Short Version (20)
2. Introduction
What is Shadowmatch®?
Internet based behavioral assessment system that measures:
Habits and behaviors
Attitude
Efficiency
Conceptual Ability
Shadowmatch is not a personality or psychometric test and does
not categorize individuals
Shadowmatch fits into the category of ‘in-basket simulations’
Objective ‘worksheet’ based system
Analyzes the existence, frequency, pattern & intensity of behaviors through
the completion of tasks
Supports the entire employee lifecycle
Recruiting; re-deployment; succession planning; performance
management; career planning; exit planning
2
4. The System
What does Shadowmatch® Do?
Creates dynamic Benchmarks
Based on the habits of the top performers (by specific environment & job)
Creates a Recruitment Specification
Based on the top performing benchmark for that job
Visual Matching Results
Comparison of individuals to the benchmark
Detailed Matching Report
Immediate and actionable information
Full Personal Feedback Report
Value added takeaway for the employee or candidate
Provides a full Interview Pack
Formal interview process based on the benchmark
Provides 18 Personal Development Programs
Recommended based on the individuals’ difference to the benchmark
4
5. The System
Key Shadowmatch® Strengths
Strength Impact
Objective survey worksheet • Consistent & accurate results
• Better decision framework
Fully automated & self-managed • Minimal HR ‘overhead’
• Easily mass deployed
• Immediate results
• No consulting
Comprehensive results • Behaviors, habits, efficiency, conceptual,
attitude
Dynamic benchmark creation • Unique by role/position/location
• Never a predefined template
Multi-match capability • “Best person for the position”
• “Best position for the person”
Formal interview support • Benchmark specific interviews
• Formalized feedback on candidate
Personal development programs • Actionable employee development
• Measurable results
5
6. The Benefit
Business Benefit Gained
Precision behavioral development
More effective selection framework
Improved poor performer recovery
Improved ratio of top performers
Reduce staff turnover numbers
Greater cultural cohesion
Increased productivity
Improved Return On Employment! (ROE)
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7. Conclusion
Why Shadowmatch®?
Differentiator Impact
Objective survey/assessment system • Consistent & accurate results provides better
decision framework
• Doesn’t require employee ‘self-assessment’
• Graphical people / organizational / cultural map
Fully automated & self-managed • Minimal HR ‘overhead’ & streamlined mass
deployment
• Company dashboard with immediate results
• No dependence on consulting resources
Optimal price point • Supports large scale deployment
• Cost effective at every organizational level
• Complimentary with higher cost assessments
(skills/personality/psychometric)
Addresses the entire employee • One system supports recruiting; re-deployment;
career & succession planning; performance
lifecycle management; poor performer recovery; exit planning
‘Positive experience’ philosophy • Uniquely enjoyable survey
• Facilitates team building & conflict resolution
• Generates employee ‘buzz’
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