This document summarizes a presentation about developing successful industry partnerships for competency-based education programs. It discusses determining regional employer workforce needs through activities like executive roundtables. Employers provide data on in-demand jobs and skills gaps. This informs the development of job-aligned curriculum and accelerated learning opportunities. The presentation provides examples of tools used to engage employers, including surveys to identify needs, staffing plans, and collaborative stakeholder groups. Evidence of meaningful employer commitment is also discussed.
Why HR Service Delivery Is Pivotal for Employee ExperienceWorkday, Inc.
Employee experience continues to be a top priority for the C-suite. And HR service delivery is a critical component of that experience.
In this slide deck, learn how Workday can help you take a more people-centric approach to HR service delivery to make your people feel more connected and supported.
Putting MOOCs to Work: How Online Education Impacts Corporate TrainingJosh Bersin
How is the MOOC (Massive Open Online Course) market impacting corporate training? This presentation reviews Bersin by Deloitte's recent research on the trends and impact of the MOOC market on corporate training, recruiting, and skills development.
iDesign X 2015: Designing for PerformanceCon Sotidis
iDesignX Conference - 25 Feb 2015
Presentation focusing on the importance of Performance Consulting and Business Alignment when designing learning interventions.
Learning Leader Symposium - Bersin 6-27-12Pam Devine
Julie Duda of Bersin presented the latest trends in learning as part of the BLI Learning Leader Symposium conducted with the MACPA Innovation Summit on June 27, 2012
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
In recent years, newspaper headlines have been littered with the names of companies that needed to change quickly but failed. People, and their inability to anticipate change and respond effectively, were often at the heart of those failures. In this webcast, Stacia Garr will discuss how performance management can be used by HR leaders to enable managers and employees to make critical decisions about talent and to increase the organization’s and individual employees’ agility. Listeners will have the opportunity to come away with a better understanding of:
How job profiles and competencies can enable leaders to quickly align people when business goals change
How performance management and continuous feedback can help keep employees focused on the right work
How continuous learning and development can help employees anticipate future changes and respond efficiently and effectively
Why HR Service Delivery Is Pivotal for Employee ExperienceWorkday, Inc.
Employee experience continues to be a top priority for the C-suite. And HR service delivery is a critical component of that experience.
In this slide deck, learn how Workday can help you take a more people-centric approach to HR service delivery to make your people feel more connected and supported.
Putting MOOCs to Work: How Online Education Impacts Corporate TrainingJosh Bersin
How is the MOOC (Massive Open Online Course) market impacting corporate training? This presentation reviews Bersin by Deloitte's recent research on the trends and impact of the MOOC market on corporate training, recruiting, and skills development.
iDesign X 2015: Designing for PerformanceCon Sotidis
iDesignX Conference - 25 Feb 2015
Presentation focusing on the importance of Performance Consulting and Business Alignment when designing learning interventions.
Learning Leader Symposium - Bersin 6-27-12Pam Devine
Julie Duda of Bersin presented the latest trends in learning as part of the BLI Learning Leader Symposium conducted with the MACPA Innovation Summit on June 27, 2012
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
In recent years, newspaper headlines have been littered with the names of companies that needed to change quickly but failed. People, and their inability to anticipate change and respond effectively, were often at the heart of those failures. In this webcast, Stacia Garr will discuss how performance management can be used by HR leaders to enable managers and employees to make critical decisions about talent and to increase the organization’s and individual employees’ agility. Listeners will have the opportunity to come away with a better understanding of:
How job profiles and competencies can enable leaders to quickly align people when business goals change
How performance management and continuous feedback can help keep employees focused on the right work
How continuous learning and development can help employees anticipate future changes and respond efficiently and effectively
Strategic Partnerships to Infuse Technology in Student AffairsStephanie Cheney
This presentation will be delivered at NASPA in Chicago, March 09, 2010 by a team of Student Affairs and Academic Technology from Wentworth Institute of Technology.
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their
organizations, including:
• Research—Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.
• Benchmarking—These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.
• Tools—Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.
• Analyst Support—Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.
• Strategic Advisory Services—Expert support for custom-tailored projects.
• Member Roundtables—A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.
• IMPACT Conference: The Business Of Talent—Attendance at special sessions of our annual IMPACT conference.
• Workshops—Bersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.
What: The Workforce Forum | Recruiting, Training, and Retaining Top Talent
Who: Coordinated by The Chamber For a Greater Chapel Hill-Carrboro and presented by Chapel Hill Media Group, Duke Energy, and Durham Technical Community College.
When: Thursday, July 22, 2021 from 8:30-10:00am
Why: Each year, local employers leave tens of thousands of dollars on the table in cash, tax credits, and in-kind support to recruit, train, and retain workers. The purpose of this forum is to help local employers know what workforce resources are available, why they matter, and how to take advantage of them.
Flow: This forum will demystify the current workforce system and resources available to help local businesses, and begin the community-wide conversation on what it means and what it takes to have a local talent pipeline that meets current and projected demands.
Framing: The Workforce Ecosystem and Talent Pipeline
Katie Loovis, Vice President of External Affairs, The Chamber
Segment 1: Recruiting Resources
• Andrea Fleming, Director of Existing Industry Services, Alamance Chamber
• Luca Romano, VP of Operations, AKG of America
• Caraina Garris, Manager, NC Works Career Center of Orange County
• Nora Spencer, Founder and CEO, Hope Renovations
Segment 2: Training Resources
• Beth Payne, Dean of Corporate Services, Durham Technical Community College
• Roxana Shevack, HR Manager, Morinaga America Foods, Inc
Segment 3: Retaining Resources
• Tammy Wall, Director, Regional Partnership Workforce Development Board
• Jackie Jones, Associate Director of Human Resources, Piedmont Health
About the Critical Issues Series: Coordinated by the Chamber's Government Affairs Committee, the 2021 Critical Issues Series (formerly known as the Policy Series) includes ten forums and features influential guest speakers who address timely topics for Greater Chapel Hill-Carrboro related to the economy, economic and workforce development, public policy, and local elections.
Campus placements are a logistical nightmare for those who have to plan and organize it. And the focus on logistics might lead to losing sight of the most important goal, the quality of hire. Campus Hiring is long term investment and it is critical to find candidates that are a right fit.
How Xerox Services is Driving Learning Culture with New L&D TechnologiesDavid Blake
Bersin by Deloitte research suggests that the single biggest driver of business impact tends to be the strength of an organization’s learning culture. But most of today’s workers are increasingly overwhelmed, distracted and impatient. They’re also now empowered to direct more and more of their development, often using outside resources. As a result, building a culture of continuous, everyday learning is a growing challenge for many L&D teams. New tools and emerging technologies can help, but building and sustaining an effective learning culture also demands that L&D professionals embrace new ways of thinking and working.
In this presentation you will learn:
-What learners can teach L&D professionals about learning
-What types of technologies can enable continuous learning
-How Xerox Services University is leveraging a culture of continuous experimentation to build a habit of everyday learning
Psycholinguistics : The Future of Behavioral Competency MatchingTalview
Most traditional assessments rely on direct inference based or scenario (many times not relevant to the person’s experience or background) based items with answers in multiple choice format. It is well known many such instruments have an inbuilt risk of candidates pretending socially desirable responses thereby making the report unreliable.
Fill Current Jobs Faster By Building Talent PipelinesTalemetry
Watch the recording: http://talemetry.com/resources/webinars/building-talent-pipelines
Whether the need is volume or targeted hiring, organizations continue to struggle to find quality candidates in a timely and cost effective manner for many reasons:
- Multiple candidate databases to search
- Limited search functionality
- Limited access to large numbers of candidates
- Costly and inefficient use of database subscriptions
- Difficult to search for past applicants
- No central talent pool outside of applicants
- Not leveraging talent pool before spending on advertising and agencies
- Limited relationship management/talent pipeline CRM capabilities
This presentation on talent pipelines will show both sourcing and talent marketing teams how Talemetry can solve these challenges and find and attract the right talent faster and more cost effectively.
You'll learn:
- How to search and rank candidates from multiple sources include job board candidate databases, social networks, applicants in your ATS, and 100m+ open web candidate profiles.
- How to organize talent pipelines; manage candidate relationships and related activities, communications, and campaigns in support of:
- Tactical CRM: Find and rank candidates for immediate job openings and invite them to apply
- Strategic CRM: Build Talent Pipelines for future hiring requirements
website: www.talemetry.com
blog: www.talemetrytoday.com
Addressing the Top IT Hiring Challenges | WhitepaperACTIVE Network
The need for high-quality IT workers is increasing at a rapid pace, but the pool of potential candidates is smaller than ever – which goes a long way towards explaining why nearly 60% of companies are reporting that open IT positions are currently going unfilled. But that’s not the whole story - the challenges in this candidate-driven employment market are many. And some of the moves being made by candidates to leverage the situation (and by companies to try and control it) are only contributing to the ever-increasing complexity of the hiring process. - See more at: http://pages.xtglobal.com/Addressing-Top-IT-Hiring-Challenges-Download-Page.html#sthash.LmOl81b4.dpuf
Strategic Partnerships to Infuse Technology in Student AffairsStephanie Cheney
This presentation will be delivered at NASPA in Chicago, March 09, 2010 by a team of Student Affairs and Academic Technology from Wentworth Institute of Technology.
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their
organizations, including:
• Research—Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.
• Benchmarking—These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.
• Tools—Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.
• Analyst Support—Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.
• Strategic Advisory Services—Expert support for custom-tailored projects.
• Member Roundtables—A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.
• IMPACT Conference: The Business Of Talent—Attendance at special sessions of our annual IMPACT conference.
• Workshops—Bersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.
What: The Workforce Forum | Recruiting, Training, and Retaining Top Talent
Who: Coordinated by The Chamber For a Greater Chapel Hill-Carrboro and presented by Chapel Hill Media Group, Duke Energy, and Durham Technical Community College.
When: Thursday, July 22, 2021 from 8:30-10:00am
Why: Each year, local employers leave tens of thousands of dollars on the table in cash, tax credits, and in-kind support to recruit, train, and retain workers. The purpose of this forum is to help local employers know what workforce resources are available, why they matter, and how to take advantage of them.
Flow: This forum will demystify the current workforce system and resources available to help local businesses, and begin the community-wide conversation on what it means and what it takes to have a local talent pipeline that meets current and projected demands.
Framing: The Workforce Ecosystem and Talent Pipeline
Katie Loovis, Vice President of External Affairs, The Chamber
Segment 1: Recruiting Resources
• Andrea Fleming, Director of Existing Industry Services, Alamance Chamber
• Luca Romano, VP of Operations, AKG of America
• Caraina Garris, Manager, NC Works Career Center of Orange County
• Nora Spencer, Founder and CEO, Hope Renovations
Segment 2: Training Resources
• Beth Payne, Dean of Corporate Services, Durham Technical Community College
• Roxana Shevack, HR Manager, Morinaga America Foods, Inc
Segment 3: Retaining Resources
• Tammy Wall, Director, Regional Partnership Workforce Development Board
• Jackie Jones, Associate Director of Human Resources, Piedmont Health
About the Critical Issues Series: Coordinated by the Chamber's Government Affairs Committee, the 2021 Critical Issues Series (formerly known as the Policy Series) includes ten forums and features influential guest speakers who address timely topics for Greater Chapel Hill-Carrboro related to the economy, economic and workforce development, public policy, and local elections.
Campus placements are a logistical nightmare for those who have to plan and organize it. And the focus on logistics might lead to losing sight of the most important goal, the quality of hire. Campus Hiring is long term investment and it is critical to find candidates that are a right fit.
How Xerox Services is Driving Learning Culture with New L&D TechnologiesDavid Blake
Bersin by Deloitte research suggests that the single biggest driver of business impact tends to be the strength of an organization’s learning culture. But most of today’s workers are increasingly overwhelmed, distracted and impatient. They’re also now empowered to direct more and more of their development, often using outside resources. As a result, building a culture of continuous, everyday learning is a growing challenge for many L&D teams. New tools and emerging technologies can help, but building and sustaining an effective learning culture also demands that L&D professionals embrace new ways of thinking and working.
In this presentation you will learn:
-What learners can teach L&D professionals about learning
-What types of technologies can enable continuous learning
-How Xerox Services University is leveraging a culture of continuous experimentation to build a habit of everyday learning
Psycholinguistics : The Future of Behavioral Competency MatchingTalview
Most traditional assessments rely on direct inference based or scenario (many times not relevant to the person’s experience or background) based items with answers in multiple choice format. It is well known many such instruments have an inbuilt risk of candidates pretending socially desirable responses thereby making the report unreliable.
Fill Current Jobs Faster By Building Talent PipelinesTalemetry
Watch the recording: http://talemetry.com/resources/webinars/building-talent-pipelines
Whether the need is volume or targeted hiring, organizations continue to struggle to find quality candidates in a timely and cost effective manner for many reasons:
- Multiple candidate databases to search
- Limited search functionality
- Limited access to large numbers of candidates
- Costly and inefficient use of database subscriptions
- Difficult to search for past applicants
- No central talent pool outside of applicants
- Not leveraging talent pool before spending on advertising and agencies
- Limited relationship management/talent pipeline CRM capabilities
This presentation on talent pipelines will show both sourcing and talent marketing teams how Talemetry can solve these challenges and find and attract the right talent faster and more cost effectively.
You'll learn:
- How to search and rank candidates from multiple sources include job board candidate databases, social networks, applicants in your ATS, and 100m+ open web candidate profiles.
- How to organize talent pipelines; manage candidate relationships and related activities, communications, and campaigns in support of:
- Tactical CRM: Find and rank candidates for immediate job openings and invite them to apply
- Strategic CRM: Build Talent Pipelines for future hiring requirements
website: www.talemetry.com
blog: www.talemetrytoday.com
Addressing the Top IT Hiring Challenges | WhitepaperACTIVE Network
The need for high-quality IT workers is increasing at a rapid pace, but the pool of potential candidates is smaller than ever – which goes a long way towards explaining why nearly 60% of companies are reporting that open IT positions are currently going unfilled. But that’s not the whole story - the challenges in this candidate-driven employment market are many. And some of the moves being made by candidates to leverage the situation (and by companies to try and control it) are only contributing to the ever-increasing complexity of the hiring process. - See more at: http://pages.xtglobal.com/Addressing-Top-IT-Hiring-Challenges-Download-Page.html#sthash.LmOl81b4.dpuf
The Human Factor: Five Tips for Creating the Quintessential Hybrid IT Profess...BMC Software
Douglas Smith, a certified Organizational Development (OD) Practitioner, demonstrates how HCSC has applied OD principles to its Infrastructure department, bridging the gap between IT and the business. He shares five tips for creating a hybrid IT professional, someone who can interact seamlessly with both the business and IT. If you’ve been charged with helping your team reach its full potential, this presentation is not to be missed.
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce
IBM Smarter Workforce Summit Toronto 2015: Gordon Ritchie, Product Evangelist, Enterprise Talent Frameworks, IBM, presents: What is Your Critical Skills Gap?
this presentation, Erika Van Noort, Director of our North American Consulting practice and Steve McDonald, Director of our Networking Business covered with our clients how to get to collaboration success and benefit from true ROI from UC investments:
Why Culture Eats UC&C Strategies for Lunch: We reviewed the findings of Softchoice’s latest study – “Working Hard or Hardly Networking: The Impact of Communications Tools on Employees”. We explored the power of visioning in creating effective UC&C strategies and getting beyond TCO to look at new measures of success.
Cisco vs. Microsoft: The Great Debate: We explored the latest Microsoft and Cisco UC&C solutions and provided the decision making framework on when organizations should choose a particular solution and the pros and cons for each.
The Art of the Possible – Using real life examples, we wrapped up the session discussing how Softchoice is helping clients augment their existing network, voice, presence, IM and video investments to deliver widely adopted collaboration experiences that drive enhanced productivity and new business opportunities.
Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...Human Capital Media
Talent Development Reporting principles (TDRp) is a ground-breaking, industry-led initiative to run talent like a business to deliver measurable, planned impact with greater effectiveness and efficiency. Historically, many workforce professionals have not had the background or experience to approach talent from a business perspective. Moreover, many CFOs and CEOs, unsure of what really can be expected from HR, have not demanded that it be held to the same management standards as other functions.
TDRp provides standard statements and reports as well as definitions for more than 600 measures, much like GAAP or IFRS does for accounting. TDRp, however, also provides guidance in how these reports and metrics should be used by talent leaders to manage the function like a business. The TDRp framework has been developed for all important workforce processes including learning and development, leadership development, talent acquisition, capability management, performance management and total rewards.
In this webinar, Dave Vance will share the TDRp framework and challenge you to think about the benefits of a more business-like approach to talent in your organization. We’ll talk about using TDRp to:
Show alignment of HR initiatives to your organization’s goals.
Better plan HR initiatives, especially with regard to expected impact and value.
Better execute HR initiatives.
Report results and show the value of your HR initiatives.
Bottom line, TDRp can help you become a more valued business partner making a significant contribution to the success of your organization.
Human Resource Planning And Management Powerpoint Presentation SlidesSlideTeam
Identify current and future HR needs to achieve business goals with our attention-grabbing Human Resource Planning And Management PowerPoint Presentation Slides. This human capital strategy PowerPoint slide deck consists of a varied range of PowerPoint templates such as strategic human resource plan framework, forecasting HR requirements, assessing the current HR capacity, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget to name a few. Showcase the pathways to implement HR strategy using the manpower planning process PPT visuals. Discuss the tools and techniques that are used by human resources for strategic planning such as social media, management information systems, policy, etc. HR departments can use this readily available strategic human resource management PPT visuals to assess the current capacity and forecast future needs. They can also use it to set goals and objectives for the company. Thus, download our professionally designed human asset management PowerPoint slideshow and forecast the future human resource requirements of the organization. https://bit.ly/2PxyIVn
Closing the Employee Skills Gap: A Framework for Future Success | Webinar 11....BizLibrary
According to the US Department of Labor July 2014 report, there are more than 9.7 million people seeking work that are unemployed. At the same time, US Bureau of Labor statistic reports there are 4.5 million unfilled job openings in the US economy.
Does a skills gap really exist in the American economy? Are there truly open jobs for which there are no qualified applicants or people to fill them? In this webinar we’ll discuss:
• Information and research about where organizations are struggling to find talent
• Practical advice, best practices, and tips to help find or nurture talent to fill both current and future skill gaps
• The business benefits of focusing on three critical areas: leadership skills, technical/professional skills, and IT/computer skills.
Future HIT Leaders must be a valued strategic partner both internal and external to their organization. They should be an active participant with their C-Suite in defining the organization’s future business vision while providing sound, innovative and flexible technology strategies and solutions. As the provider’s community base expands, HIT Leaders must develop external strategic relationships to effectively support the organization’s short and long term business services. This positions the future HIT Leaders to champion technology value and benefits required to achieve organizational transformation and success. Attendees of this session will explore ways the HIT Leader 3.0 can successfully achieve technology deployment that tightly aligns with the organization’s business vision, strategy and services as well as participate as a key leader in driving the organization’s strategic vision.
Learning Objectives:
Explore new leadership skills and traits required of the future HIT Leaders to enable effectiveness across organizational lines and with their C-Suite peers.
Discuss approaches for the future HIT Leaders to ensure that technology strategies are aligned with both current and planned organizational services in highly dynamic and changing times.
Explore effective skills for the HIT Leader 3.0 in representing their organization to external customers and business associates that leads to successful achievement of the business vision and strategy while leveraging technology strategies.
Russell Branzell, FCHIME, CHCIO
President & CEO
CHIME
MHR Analytics Summit 2018 | Value Profiling: How to Identify the Real Challen...MHR Analytics
MHR Analytics is committed to helping every organisation use this mass of data to obtain actionable insights for real growth. Learn how to identify the real challenges for your organisation from Max Blumberg of the Blumberg Partnership, workforce, Salesforce and analytics advisor.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
1. Workforce LinkagesFlex-PacedWeb IT Programs
“This product was funded in part by a grant awarded by the U.S. Department of Labor’s Employment and Training Administration. The product was created by the grantee and does not necessarily reflect the official position of
the U.S. Department of Labor. The Department of Labor makes no guarantees, warranties, or assurances of any kind, express or implied, with respect to such information, including any information on linked sites and including,
but not limited to, accuracy of the information or its completeness, timeliness, usefulness, adequacy, continued availability, or ownership.”
Sharing Secrets of Successful Industry Partnerships
CBE4CC Conference
Denver Colorado, Omni Interloken Hotel
June 4-6, 2015
Dave Siefert
Sinclair Community College
Co-Director, DOLTAACCCT 2 Grant
www.sinclair.edu/online/accelerate/
2. Learn how Austin Community College and Sinclair Community College aligns
employer-related regional stakeholders – and their needs, to competency-based
education resulting in employers sustaining a high performing workforces.
You will learn tools, tips and techniques as to what and how to:
• know who your regional stakeholders are;
• accurately determine employer’s workforce needs;
• engage employers in a strategic partnership; and
• to determine and map job’s to CBE.
This is an interactive session…
1.What is this about?
3. Leveraging the earlier session entitled: ”Developing a CBE Industry Partner
Program”, attendees will address during this interactive event:
• challenges,
• lessons learned, and
• insights in creating and improving a CBE industry partner program.
You will learn what it takes to develop a successful industry partner program,
and/or ways to improve your industry program.
1. What is this about?
4. • $12 million dollar awarded Fall, 2012-2016
• Create a replicable model, processes, and tools to implement the
competency-based model
• Focus on Information Technology
• Consortium grant
– Texas: Austin Community College,
– Florida: Broward Community College,
– Ohio: Sinclair Community College,
– Western Governors University, consultant
– Mathematica, grant evaluator
• National Office – Sinclair Community College
Overview of Accelerate IT
Adapting and Adopting Competency-based IT Instruction to Accelerate Learning for TAA-eligible and Adult Learners
TM
Student
Experience
Curriculum
Workforce Delivery
Data Analytics
1.What is this about?
5. TM
SELF ASSESSMENT
1. How do instructors and advisors know what jobs employers need?
2. To what extent ____% are your academic programs aligned to regional
employer identified jobs?
3. What are the benefits of knowing what employers need?
1.What is this about?
6. TM
Grant proposal research (secondary and State
Standards) concluded that the industry is
Information Technology, and the jobs are:
• Software Programmers
• Network Engineers
• Network Managers
2.What is the problem?
Demand
(Employer)
Supply
(Citizen)
From
G
a
p
Supply
(Citizens
)
To
Demand
(Employer)
Demand and Supply
CASE STUDY: What is the value of knowing and the implications of not knowing?
7. TM
3.What is the solution?
1.
Jobs
• Employer-driven
needs
2.
Learning
Opportunities
• Job-aligned unit-
based CBE
3.
Accelerated
Learning
• Precision, unit-based
and personalized,
learning
4.
Placement,
Performance, and
Promotion
• Performance
expectations and
results
2.
Aligned
Accelerated CBE
Education/
Training
Program
3.
Accelerated
Learning
1.
Employer-Driven
Job NeedsHigh Performing
Employee/Organization
Data Analytics
Precision Learning Program
Job Analysis
Student
Experience
Accelerated and Variable Time
Accelerated CBE System
8. Focus on “KNOWING”
* Percentage (%) represent estimated likelihood of quality data – based upon the type of actions taken.
3.
Events
2.
Surveys
1.
Reports
High CredibilityVery Low
Credibility
Secondary | Primary | Direct | Active | Combinatorial
Reacting to Needs Proactive Anticipating Needs
3. What is the solution?
D | A | C
4.
Engagement
Events Relationships
9. Determine state of regional workforce and economy
Strategic
Partnership
3. What is the solution?
1.
Depressed
2.
Declining
3.
Stable
(Status
Quo)
4.
Growing
5.
High
Growth
… and what is the identity and core competence of region?
11. AREA OF
FOCUS
(95%)
Watch
List
(50%)
AREA OF
FOCUS
(95%)
Watch
List
(50%)
Response
Based
upon need
(50%)
Reactive | Proactive | Anticipatory
Operational Strategic Strategic Plan
Plan Operational Plan
Executive Management
Middle Management
Line Management
Advisory Boards
Advisory Boards
Executive Business &
Industry Forums
Focus Groups
TACTICAL STRATEGIC
* Percentage (%) represent estimated likelihood of quality data – based upon the type of actions taken.
Target and engage “customer” – employer (Stakeholder #1)
3.What is the solution?
12. TM
Building trusting relationships
1. Who are you?
2. What do you want?
3. Why should I care – how will it benefit me?
4. Why do you care about me?
5. How do I know you can and will do what
you say?
6. What is in it for you?
7. What is it going to cost me?
8. How can I trust you?
9. Where do we start?
3.What is the solution?
1.
Building
2.
Maintaining
3.
Sustaining
Mutual Respect and Trust
1. Starts with reputation and is validated
through introductory meeting
2. Doing what you said…
3. Always thinking of - and engaging…
13. Deploy a Stakeholder Collaborative
STAKEHOLDER
COLLABORATIVE
1.
Employers
3.
Industry-Based
Recruiting
Agencies
4.
Public Workforce
Agencies
5.
Sinclair Internal
Organization
2.
Community
Workforce &
Economic
Development
Organizations
6.
Academia
• KForce
• Manpower
• Robert Half
• TEK-Systems
• Alumni Organization
• Academic Division(s)
• Career Services
• Enrollment Services
• Internship Office
• Workforce Development
• Veterans Office
• Technology First IT Trade Association
•Chamber of Commerce’s
• Dayton Economic Development Org.
• Regional Econ. Dev. Organizations
• Job Center (Health & Family Services)
• Ohio Means Jobs
• Veterans Office
• WIB Boards
• Accelerate IT Executive Strategic Partners Forum
• Accelerate IT Executive Business & Industry Team
• Employers
• Austin C.C.
• Broward C.C.
• Cinci State
• Colin County C.C.
• Western Governors
3.What is the solution?
14. Interview
Employers
1. Conduct Industry Profile and LMI Data Review
4. Target Employers
5. Conduct B&I Executive Meeting
6. Produce Regional Industry Plans and Reports
(Staffing and Incumbent Development Plans, and Workforce Trending, Disruptors and Opportunity
Reports)
9. Academic Department(s) Review, Plan, and
Produce Education (Employer Advisory Board)
7. Strategic Partners Forum (Board) Review
3. Engage Stakeholder Collaborative
2
2. Strategic Partners Forum (Board) Review
8. Targeted Job Analysis Employer Focus Group
Strategic Partnership Framework
3.What is the solution?
Education
& Training
MAPs
1. K,S,C,A
2. Modules
3. Learning Opp’s
4. Program
5. Syllabus
Knowledge
Repository
1. Employers
2. Plans
3. Job Specs
Go to Phase
15. Annual Executive Business & IndustryTeam (Direct and Primary Data)
Workshop Activity 1
For the first activity “What emerging IT jobs in your organization are in greatest
demand?” the top responses from the four groups were:
• Back Office IT Support
• Data Analytics Report Writers
• Data Analytics Data Analyst
• Software Developers (various languages needed)
• IT Regular Business Analysts**
• IT Sales
• Net/Java/PHP Development
• Programmer Analyst
• Project Management**
• Software/QA Testers
• Solution Architect/Application Analyst
Workshop Activity 2
The second activity “What are your incumbent IT workforce training needs?”
identified the following top responses:
• Analytics & Reporting
• Business Intelligence (Data Modeling)*
• Database & SQL Development
• MS Office Tools
• Project Management*
• Software Engineering – move from legacy to modern skills (It was noted, people
who are skilled software engineers are more valuable than a person who are
proficient in a programming language. Software Engineers can easily learn new
languages.)
• System Administration
• Systems Integration
• Windows Server 2012/VM Ware*
Example of Executive Business & Industry Meeting
16. Example of Advanced Manufacturing Business & Industry Roundtable Workforce Analysis
using adopted Accelerate IT Business & Industry Tools
1. Individual
2. Small group
3. Large Group
4. Follow-up
17. Example of a Executive Business & Industry Meeting
18. Collaboration with Technology First – Trade Association
Example ofTrade AssociationWorkforce and Compensation Research
Report
Profile of Dayton Region
2015
19. DisplacedWorkers andVeterans
• Reverse Job Fair
– One example…
– New concept
– Preparation
– Workshops
– Collaborative
– ROI
• Office at the Job Center
• Work with WIB Boards
This product was funded by a grant awarded by the U.S. Department of Labor’s Employmentand
TrainingAdministration.The product was created by the grantee and does not necessarily reflect
the officialposition of the U.S. Departmentof Labor. The Departmentof Labor makes no
guarantees, warranties, or assurances of any kind, express or implied, with respect to such
information,includingany informationon linked sites and including, but not limitedto, accuracy of
the informationor its completeness, timeliness, usefulness, adequacy, continued availability,or
ownership.
Reverse Job Fair (DOL National Best Practice)
20. Evidence of commitment
4. What is the solution?
1.
Personal
Time
2.
Human
Resources
3.
Space
and/or
Equipment
4.
$$$$
5.
Advocacy
6.
Sponsorship
21. 4.What is the solution?
Evidence of commitment (alphabetical sequence)…
1. Academic institution sits on corporate HR’s Strategic Planning Committee.
2. Attend institution sponsored workforce meetings.
3. Collaborative relationship in support of Internship to Hire.
4. Commits organizational resources to Advisory Boards.
5. Develop, promote, and participate in career fairs.
6. Hire/place students in your organization.
7. Interview – including conducting mock interview.
8. Invites High Schools to visit company/organization.
9. Lead the developmentand maintenance of CBE-job-basedaccelerated Academic programs.
10. Member of the Executive Strategic Partner’s Forum – advise and provide oversight to the grant, sharing insights, needs, trends, vision, strategies and plans.
11. Mentors and promotes mentoring to others.
12. Outsources corporate education and training to institution.
13. Participate in boot camps.
14. Participate in Reverse Job Fairs.
15. Participate in the Executive Business & Industry Team Meetings – providing Staffing Plans, Incumbent DevelopmentPlans, workforce trends, disruptors and industry trends.
16. Participates in High School Open Houses.
17. Participates in High School Visits.
18. Participates in Mixers.
19. Promote the grant within their organization and/or the community, brokering meetings with dignitaries.
20. Provide an endowment.
21. Provide community advocacy, e.g., PR in community events and meetings – and in Trade Association.
22. Provide for scholarships.
23. Provide funding for equipment, software, education for faculty and students, etc.
24. Provide internships, apprenticeships and to hire.
25. Provide research data, e.g., labor market, technology, trends, etc.
26. Provide resources including personal time to assist the development, and deploymentof the grant, e.g., planning, marketing and promotion.
27. Reviews resumes.
28. Share Strategic Initiatives with academic institution.
29. Shares Staffing and IncumbentDevelopment Plans with academic institution.
30. Shares Strategy Disruptors with academic institution.
31. Sponsor – submitted a letter of support.
32. Supportmarketing and promotion collateral development.
33. Supports Career Center activities.
34. Supports events at their company, e.g., educational luncheons, cafeteria booths, introductions to HR, Chief Learning Officers, etc.
35. Teach.