Tackling the Decline in Suitable Education and Building a Sustainable, Skilled Workforce that Gives Back - Marques Young, Unilever

Skillsoft’s Global Leader Forum is an exclusive group of customers who have proven strategies of success around Engagement, Alignment, Adoption and Value – the Four Building Blocks of Learning and Talent Success. As part of the Forum, these clients regularly collaborate with other leading organizations and to share best practices, resources and tips within the new Client Community portal. They are also invited to participate quarterly in short research efforts around key topics that are of interest to the Skillsoft and industry-wide learning and talent communities. Our 2016 Spring research topic was dedicated to the challenges and opportunities of building a successful and strategic learning culture. Our leaders shared their definition of a true learning culture, who is the owner of an organization’s learning culture, as well as what barriers stand in the way of a strong learning culture. Lastly, and most importantly, we learned what business outcomes they have seen positively impacted by having a strong learning culture.

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Darryl Judd

The document discusses how people are crucial to the success of supply chain operations. It notes that global trade is expected to rise significantly in the coming years but that growth depends on remaining competitive through innovation and increasing productivity. However, talent shortages are a major challenge for many organizations. To address this, companies need to prioritize leadership development, training, diversity, compensation practices, and early engagement with future generations of talent. Developing people strategies that attract, retain, and develop strong leaders is key to winning the battle for talent and achieving business goals.

7 Deadly Skills of a Leader

Leaders are drivers of performance throughout an organisation. However, it can be a struggle to recruit strong and capable managers. Lack of skilled workers have left many companies unable to find the talent they need, so isn’t it time we looked towards the existing talent within our organisation? In this infographic we examine the 7 key skills every effective leader needs! http://learn.skillsoft.com/Website-WP-PerfectLeaderEMEA_RegistrationPage.html

OLT leadership training presentation

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OLT provides training programs in talent development, team development, leadership development, and organizational development using complexity science and traditional methods. Their programs are delivered through apprenticeship programs, team building activities, leadership skills training, and organizational consulting. They have multiple training locations in the UK countryside equipped with accommodations, dining facilities, and outdoor challenge courses.

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Global, Cloud-Based Learning Solutions

International Society of Service Innovation Professionals

This document summarizes Skillsoft's cloud-based learning solutions for organizations. It outlines that Skillsoft helps organizations build learning cultures to improve employee performance and business outcomes. Skillsoft provides comprehensive online content and tools to deliver targeted learning across devices. It partners with organizations to develop customized learning strategies and tracks learning impact and ROI. Skillsoft has over 6,000 customers and supports 19 million learners globally with its expertise and experience in online learning.

The document presents a training and development programme at Godrej. It discusses Godrej's mission to operate reliable businesses that delight customers in India and abroad. It then outlines several training programmes Godrej implemented between 1995-2003, including Total Quality Management to develop a positive culture, Parivartan to motivate employees, Gallop to develop professionals, and English language programmes to improve skills. The training programmes aimed to develop attitudes, skills, knowledge, and bring strategic recommendations. Benefits included improved productivity, reduced absenteeism, and confidence for employees.

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This document discusses diversity and inclusion (D&I) consulting services provided by Interweave Consulting. Interweave helps companies leverage a diverse workforce through D&I solutions like surveys, workshops, and policy development. They have experience across industries in India and globally. Interweave provides consulting support for compliance with laws on sexual harassment and developing women leaders. Customer testimonials praise Interweave's partnership in building inclusive workplaces and internal D&I capabilities.

Bridging the Gap to the Future

This document discusses the need for "T-shaped professionals" who have both broad skills and in-depth expertise in at least one area. It notes challenges like rapid change, the need for strong problem-solving skills, and a shortage of skilled workers. "T-shaped" people with balanced skill sets perform better. The document outlines eight steps to develop these professionals through skills assessments, targeted training, and recognition. Developing T-shaped leaders is critical for companies to succeed in today's changing environment.

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Advanced Business Management Services is a management consulting firm that helps businesses develop strategies to gain and maintain competitive advantages. The firm works closely with clients to create and implement tailored strategies focused on performance improvement. It offers advisory services for growth strategies, feasibility studies, best practices implementation, and more through offices in India and a global network. The team is led by experienced consultants and aims to provide collaborative, structured solutions.

How We Deliver Innovation in Recruitment at The Unibet Group

TALiNT Partners

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CnetG is an executive recruitment and consulting firm based in Malaysia with over 14 years of experience. They specialize in recruiting for Fortune 500 companies across various industries, including energy, pharmaceuticals, consumer goods, industrial, banking, and commercial. CnetG takes a research-based approach to executive search and prides itself on building credible relationships with clients and candidates to deliver exceptional results.

Jackson_Joe_2016_2.0.

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The document is a resume for Joseph T. Jackson that highlights his experience in continuous improvement, change management, and business consulting. He has over 15 years of experience helping companies implement improvement programs, strategic planning, and turnaround strategies. His background includes roles as an independent consultant, senior business consultant, business owner, and product manager.

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This annual report summarizes Generation's work in 2018 to connect young people to career opportunities. It provided training to nearly 25,000 graduates in 9 countries. The report outlines Generation's approach, impact including 84% job placement rate and doubling of wages, lessons learned, success stories of graduates in different countries, and financial information. It aims to share Generation's work and progress in empowering youth worldwide.

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The document discusses teaching agile principles and Scrum in a primary school classroom. It describes setting up an experiment where students self-organized into a Scrum team to work on a project. The results showed that students enjoyed learning this way and gained skills in areas like collaboration, planning, and self-reflection that are difficult to learn in a traditional classroom setting. The conclusion is that teaching agile to children is feasible and can help them learn skills that will serve them well in the future.

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Andrew Chow ✯ Keynote Speaker ✯

This document provides information about a Facebook for Business 101 course offered by the Singapore National Employers Federation (SNEF) including registration details, course dates and fees, policies, and an outline of topics to be covered. The course will be held on March 31 and April 30, 2014 at the SNEF Training Institute and will teach attendees how to create and maintain Facebook pages for business, leverage Facebook services to reach more customers, and increase productivity through content planning. The course is intended for online savvy beginners and intermediates and will cover setting up Facebook pages, creating ads and offers, growing fan base, and using insights.

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This document discusses strategies for building a diverse workforce through the case study of the Ethnic Community Services Co-operative (ECSC) in Australia. ECSC aims to support culturally diverse communities and currently employs 29 permanent multilingual staff who speak 28 languages. Their Bicultural Support program employs over 400 casual bilingual workers in 110 languages to support children in early childhood services. ECSC focuses on organizational culture and values, structure, policies, and recruitment and training to develop a diverse workforce and support multicultural communities.

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Human Capital Media

To accommodate career development and retention in today’s diverse work environment, it’s more important than ever to ensure you have key strategies in place that support the alignment of individual employee goals and development. In part one of this webinar, we discussed engaging employees through goal and development plans. In part two, we will further explore key performance strategies through the creation and development of your organization’s leadership pipeline. Having a succession plan in place for your top employees will enable you to proactively assess, rate and manage development paths so that you may fully leverage your employees’ potential for the long haul.

Strategies for Managing a Diverse Workforce

PayScale, Inc.

In an ever increasingly global economy, the ability to manage a diverse workforce is a key competitive advantage. However, today’s HR teams are challenged when it comes to figuring out compensation strategies for a diverse workforce. Join Crystal Spraggins, SPHR and Mykkah Herner, MA, CCP as they talk about the intersections between diversity and compensation: Alternative ways of looking at diversity Identifying pay inequities Training managers well beyond compliance Diversity and the salary negotiation process Diversity beyond compensation such as practicing inclusion in hiring, training and development

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The document discusses strategies for integrating the youth workforce in Cornwall, including maintaining distinct professional roles while achieving greater harmonization. It aims to improve outcomes for young people by fast-tracking graduates, ensuring core competencies are shared, and focusing on social and emotional development. Key challenges include overcoming cultural barriers between professionals and developing common performance standards across different youth organizations.

Recruiting and maintaining a diverse workforce

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The document discusses the importance of workforce diversity for nonprofits, including the need to attract diverse talent as the current leadership exits and to better serve an increasingly diverse population. It provides strategies for nonprofits to prepare for and attract a diverse workforce such as ensuring board and leadership commitment to diversity, training on inclusion, and casting a wide net through diverse partnerships and publications when recruiting.

Managing A Diverse Workforce

Hector Rodriguez

The document discusses managing diversity in the workforce. It covers trends in the changing demographics of the US workforce including more women working and increasing ethnic diversity. It discusses government policies promoting equal employment opportunities. Effective diversity management practices that companies can adopt are outlined, including recruitment, support for minority employees, and work-life balance programs. Managing diversity brings competitive advantages like attracting diverse talent and better serving diverse customer bases.

Managing the Diverse Workforce

Arsh Dhillon

This document contains learning objectives and content about managing diversity in the workplace from chapter 8 of an organizational behavior textbook. It discusses how the changing US workforce requires effective diversity management. Specific topics covered include defining diversity, addressing issues like gender disparities and harassment, managing minorities and immigrants, disabilities, and an aging workforce. It also discusses managing diversity globally and how cultural differences impact management across countries.

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This document discusses the advantages of a culturally diverse workforce. It notes that discrimination can negatively impact health and opportunities for well-being. A culturally diverse workforce brings real benefits such as enhanced creativity, flexibility, and better ability to work with diverse clients and colleagues. However, almost 1 in 5 Australians report experiencing race-based discrimination in the workplace. Creating an inclusive workplace that values diversity can maximize the benefits of cultural diversity and reduce discrimination.

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Dr. Eugene V. Giovannini presented on cultivating soft skills for workforce development through higher education initiatives at Maricopa Corporate College. Maricopa Corporate College is part of the Maricopa Community College District, one of the largest higher education systems, with nearly 250,000 students. The presentation covered Maricopa Corporate College's mission and divisions, results in increasing contract sizes and programs, and the need to build competency-based programs to address employer demands for both technical and soft skills training.

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This document provides information about LeanKanban and integrating Kanban with high collaboration frameworks. It begins with background information about Masa K. Maeda, the author and CEO of Valueinnova LLC. It then discusses how Kanban can be scaled across an entire organization when integrated with high collaboration frameworks. Examples are provided of how this approach improved processes, increased collaboration, and helped prioritize projects at both tactical and strategic levels for various organizations.

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What are the top issues facing CFOs, Controllers, and CPAs in Business/Industry, NFP and Government? MACPA CEO Tom Hood, voted second most influential leader in the CPA Profession in Accounting Today’s 2013 list of the Top 100 Most Influential People in Accounting (his ninth time on the list) sees five fundamental shifts facing accounting now – Leadership, Learning, Technology, Generations and Workplace. In a world of rapid change and increasing complexity, the winners will be those individuals and organizations who can keep their L>C², their rate of learning must be greater than the rate of change and greater than their competition. Tom’s updates are always popular for CPAs and include the latest trends and issues the profession is facing locally, nationally, and globally. This special Business & Industry Edition also covers a special session on the CFO of the Future by Ash Noah, CPA, CGMA of the AICPA/CGMA and a presentation by our Business & Industry Committee of the results of our ThinkTank session on the major issue and opportunities facing CPAs in B&I by Skip Falatko and B&I member Joselin Martin. Also include is an update on legislation and regulation and the advocacy efforts of the Maryland Association of CPAs.

The Growing Skills Challenge In the Construction Sector

Parity Professionals

While the UK construction sector looks set to continue growing albeit at a lower rate than in 20151 its recovery is exposing some major structural issues within the sector and its businesses. Among these are a number of skills challenges facing construction businesses which, when taken together, are impacting their current performance and, if left unchecked, will severely impact future performance.

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What are the Top Competencies (Knowledge, Skills and Abilities) needed by CPAs, Accounting and Finance Professionals today? The Business Learning Institute shares its latest research and correlates it with other leading global research (Conference Board, AICPA, CGMA, IFAC, CPA Canada, Burrus Research, Bersin by Deloitte). These skills were identified and then surveyed across over 1,000 finance and accounting professionals to identify the top five skills needed today. In our survey work at the Business Learning Institute (http://www.blionline.org) we found that the top five skills ranked by survey respondents covered 75% or everyone's top five list, providing a great starting point for skills development and targeting in talent development. 1. Strategic and Critical Thinking 2. Communication 3. Anticipating and serving evolving needs 4. Inspiring and motivating others 5. Collaboration and mobilizing consensus BLI also developed a framework, called The Bounce to describe the career trajectory of today's finance and accounting professional. The Bounce is the natural career trajectory for accounting and finance professionals. It talks about the process of acquiring technical mastery in the early career and beginning to supplement wit the critical skills (competencies) needed for long-term success. BLI has been leading the training and development of accounting and finance with these ‘success skills’ for eighteen years. The Business Learning Institute (BLI) is the largest talent development and and learning provider to CPAs, accounting and finance professionals in the US. We bring our leading approach to ‘success skills’ and competency-based curriculums to the leading organizations, public companies and CPA firms all over North America.

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Many companies have fallen victim to the ominous skills gap – but only because it’s easier to place blame somewhere else than to address the issue head on. If you’re struggling to find qualified candidates, you might need to take a deeper look at your organization and ask some pointed questions. Are there areas of the recruiting process that are leading to skill gaps? Has a formal assessment been done to uncover skill gaps? Are you using modern learning methods to bridge gaps by upskilling your current workforce? Join Katie Miller from BizLibrary in this SHRM webcast to re-evaluate potential root causes of your organization’s skill gaps and discuss what can be done to fill them efficiently. In this webinar, you will learn: - The factors that could be contributing to your skill gaps, and how to find and address the root causes - How to re-evaluate what a “qualified candidate” is in order to create more relevant and realistic talent expectations - How to start uncovering your organization’s skill gaps with a formal assessment - How to use modern training methods to bridge skill gaps by upskilling your workforce

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Ken Durand, Ericsson, @atlideafactory With all of the success of Lean in the startup community, this should be pretty easy to implement in the Corporate environment, right? After launching with very little to show in the way of success, the team in Ericsson’s Atlanta Idea Factory had to take a step back and evaluate what changes were necessary to implement Enterprise Lean Startup with success. One key principle had to be learned… People are an organization’s greatest asset, AND its greatest barrier to success.

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Mindset Business & Entrepreneurship Ltd (MBE Academy) aims to address youth unemployment in Nigeria through vocational training programs. It targets high school leavers and unemployed graduates to train them in skills and entrepreneurship so they can start their own businesses. The total addressable market is over $2.7 billion based on youth unemployment and underemployment figures. MBE Academy is seeking $10,000 in funding to purchase training equipment, cover administrative costs, and develop marketing and software. It has registered trainees and trainers on its online portal and plans to train over 2,000 students annually.

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This document outlines the results of a two-day offsite strategic planning process for the Training and Development Solutions unit of the Chabot-Las Positas Community College District. It includes their vision, mission, guiding principles, identity, key customers, critical success factors, and a one page strategic framework. The framework identifies goals around expanding their client base, growing specific market sectors, partnering across the district, and implementing the plan.

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This document summarizes a webinar on managing talent footprint. It provides instructions for listening to the webinar using computer speakers or headphones as no dial-in number will be provided. It outlines the agenda which includes identifying critical roles, calculating the true cost of attrition, retaining top talent, and succession planning. It also lists tools available for the webinar such as audio control, speaker bios, questions and answers, and Twitter.

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Une évaluation comparable de la performance basée sur le temps d'escale des navires L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement. Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405. Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.

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