Designing Adaptive Careers - The Talent Canvas
As presented at Better Sotware 2015 in Florence
Why a career should not be considered an evolutionary process, that requires constant feedback in order to develop talent and skills, while fits in a even more liquid company culture?
HR Management's traditional approach is proving increasingly inadequate to the shifting environment of modern companies. HR departments are based on practices that fails to adapt to our ever-changing scenario. Professionals and companies both need to be able to reinvent themselves...
The Adaptive Career is a set of conversation design tools aiming to enpower our approach to career development. It will be useful to anyone involved in HR management and team leading, but also small teams and entrepreneurs. It's focused on transparency and motivation, and it has been designed to gain mutual support and commitments about evolutionary careers.
[Workshop] Organization Experience - A framework for Adaptive CareersMarco Calzolari
BetterSoftware Conference, Florence (Italy) 2016
Our career as manager and kwoledge workers should be considered an evolutionary process, that requires constant feedback in order to develop talent and skills, while fits in a increasingly liquid company culture. We all need to reshape conversations and visualization about work, job roles, purposes and performance. Companies should consider and co-design the Employee Experience as well as they work on Customer and User Experience. Great UX design arises only by a great experience of work and collaboration.
The architecture of talent (UX Australia 2017)Alberta Soranzo
Service design places users squarely at the center of its practice, and fulfilling customer needs is the focus of organizations large and small. What happens though, to the people inside the organization, especially at times when efforts are mostly focused on efficiency, simplification and cost reduction?
How do organizations transform effectively, and organize their people and the work, to support change that isn’t merely cosmetic and that results in tangible outcomes, both internal and external?
Vision, willingness to depart from management models that are still firmly rooted in the industrial revolution era, and understanding that culture cannot be superimposed, but is the direct result of the conditions of the system in which it develops, are among the elements that offer a solution.
A talk given to University of Washington HCDE Program introducing how design thinking offers a toolkit for the 21st century "4C" skills of collaboration, communication, creativity and critical thinking
Designing Adaptive Careers - The Talent Canvas
As presented at Better Sotware 2015 in Florence
Why a career should not be considered an evolutionary process, that requires constant feedback in order to develop talent and skills, while fits in a even more liquid company culture?
HR Management's traditional approach is proving increasingly inadequate to the shifting environment of modern companies. HR departments are based on practices that fails to adapt to our ever-changing scenario. Professionals and companies both need to be able to reinvent themselves...
The Adaptive Career is a set of conversation design tools aiming to enpower our approach to career development. It will be useful to anyone involved in HR management and team leading, but also small teams and entrepreneurs. It's focused on transparency and motivation, and it has been designed to gain mutual support and commitments about evolutionary careers.
[Workshop] Organization Experience - A framework for Adaptive CareersMarco Calzolari
BetterSoftware Conference, Florence (Italy) 2016
Our career as manager and kwoledge workers should be considered an evolutionary process, that requires constant feedback in order to develop talent and skills, while fits in a increasingly liquid company culture. We all need to reshape conversations and visualization about work, job roles, purposes and performance. Companies should consider and co-design the Employee Experience as well as they work on Customer and User Experience. Great UX design arises only by a great experience of work and collaboration.
The architecture of talent (UX Australia 2017)Alberta Soranzo
Service design places users squarely at the center of its practice, and fulfilling customer needs is the focus of organizations large and small. What happens though, to the people inside the organization, especially at times when efforts are mostly focused on efficiency, simplification and cost reduction?
How do organizations transform effectively, and organize their people and the work, to support change that isn’t merely cosmetic and that results in tangible outcomes, both internal and external?
Vision, willingness to depart from management models that are still firmly rooted in the industrial revolution era, and understanding that culture cannot be superimposed, but is the direct result of the conditions of the system in which it develops, are among the elements that offer a solution.
A talk given to University of Washington HCDE Program introducing how design thinking offers a toolkit for the 21st century "4C" skills of collaboration, communication, creativity and critical thinking
Surrounded By Genius: Practical Advice On Creative LeadershipKelsey Ruger
We live in a world of constant change. That change is shifting the way businesses compete, reshaping our careers and forcing us to rethink the terms "talent" and "leadership". Many people in creative fields struggle to manage their careers or effectively help their team members grow theirs because some common "best practices" just don't fit in our changing world. How do great creative leaders cut through the change and chaos to find opportunities to help their team and company succeed? By finding ways to uncap creativity and execute on opportunities that cultivate their creative leadership. This isn’t easy: Creative people don’t want to be led in the same way as other employees. Find out how to deal with the growing need for creative leadership and how you can create the right environment for those skill sets to thrive.
We spent a year listening to creatives across the design industry, and generated a list of 100 questions we wished we'd known at the beginning of our career. Designed both for self reflection and to cut through hiring-process gloss, they start out innocently enough but quickly cut to the chase.
All text (except our introduction and commentary) taken word-for-word from the 10 Faces of Innovation summary on IDEO's website dedicated to the book by Tom Kelly. http://www.tenfacesofinnovation.com/ We bought and loved the book and encourage you to do the same.
The smartest people in innovation and intrapreneurship from companies like Phillip Morris, Gap, HP, Salesforce, Nike, Cisco Univision, and dozens of other companies assembled to talk about what real innovation at scale looks like. This ebook contains a few of our takeaways. For more information, contact us at innovation@gapingvoid.com
A class presentation for ADV 6383 - Creativity as Problem Solving by graduate students Cesar Ortega and Matt Villanueva at SMU's Temerlin Advertising Institute.
Good to great strategic business planningRandall Chase
Melissa Valadez-Cummings will be teaching on the topic Good to Great Strategic Business Planning. Melissa Valadez-Cummings joined the City of Cedar Hill staff in 2003 and serves as Assistant City Manager. In her role, Valadez-Cummings has oversight responsibilities for numerous Citywide Sustainability initiatives, the City’s combined $86 million budget development process and the Departments of Utility Services, Tri-City Animal Shelter, Cedar Hill Public Library, Parks & Recreation, Planning & Zoning, Code Enforcement, and Neighborhood Services. Valadez-Cummings earned a bachelor’s degree in political science from Kansas State University in Manhattan, KS and holds a master’s degree in Public Administration from the University of Kansas. Melissa is an active member of the International City Management Association (ICMA), the Texas City Management Association (TCMA) and serves as the 2018 Vice President of North Texas City Management Association (NTCMA). She is a 2007 graduate of the Senior Executive Institute (SEI) of the Weldon Cooper Center for Public Service at the University of Virginia and a 2008 graduate of the Leadership ICMA program. Along with ACM responsibilities, Melissa currently leads the City of Cedar Hill’s various Growing Green Sustainability
Melissa Valadez-Cummings will be teaching on the topic Good to Great Strategic Business Planning.
THE TAGLINE IS:
"Anyone can lead. But not everyone is a great leader."
Jack Welch, one of the world’s most respected and celebrated business leaders of all time who Forbes Magazine coined the “CEO of CEOs.”
Under his leadership as chairman and CEO of General Electric between 1981 and 2001, the company’s value rose 4,000%. And during that time, Jack built one of the most successful Human Resource departments the world has ever seen. He used a very “simple” framework to evaluate talent; a framework still being used today based on the following five traits: energy, an ability to energize, edge, an ability to execute and passion—more commonly referred to as the “4Es and a P” of leadership.
Winning - Jack Welch
Regards,
Abdi J. Putra (ABIE)
GM Digital Lifestyle Sales & Care Planning Telkomsel
Creativity - Unleashing Ingenuity for business valueAndre Jankowitz
101 Business Insights is the first business networking site that rewards members for their time and input. As a member you get real, asset-backed rewards for commenting, posting or even simply hanging out at the site. It’s our way of thanking you for engaging with and growing the network, and for being part of the most vibrant business community on the net.
With great power comes great responsibility: A quest to consciously do good.Ash Donaldson
As designers, we all want to change the world and we have lots of power to do so. We design the digital, physical and organisational environments and even inform policy that shapes peoples’ behaviours. So how can we make sure what we’re doing is right?
Sure we can knock back work in gambling or other areas that clearly have a negative impact on both individuals and society as a whole, but there are areas where this is not such a cut and dry argument. There are times where our design input could be used for positive or negative purposes, or simply have unintended consequences.
In this presentation, I shared our bumpy journey of first realising the need for, then creating our own ethical frameworks and decision making tools. These will help us answer sticky questions when they arise, stay true to our humanistic values and feel confident in the knowledge that we’re consciously working to make the world a better place.
On the last slide you'll find a call to action to join us in creating a design ethics community of practice.
We believe the only way to scale out Percolate is to distribute decision making out to the edges. That means we ask each and every person in the company to make decisions on behalf of the organization on a regular basis, without necessarily going to their manager to get advice or approval. Their guide instead must be the company’s culture. This values document is an attempt to officially record the values that we believe make Percolate great. Each value is paired with a question that anyone within Percolate could ask themselves to help them understand whether the decision they’re making is aligned with the company.
The rubric we used to write and judge these values is:
1) Enables someone actually make a decision in the moment: a question to ask yourself to know whether you’re living up to that value. An algorithm for making decisions.
2) Aimed at our constituents: employees, customers, and partners.
3) Something that someone can disagree with: generic values don’t help anyone understand anything.
4) Something that can fit in a picture frame or is tweetable: the goal is for these values to sit on a wall in every office around the world.
With that, here are the Percolate Values:
GROWING:
Startup = Growth. A startup isn’t determined by size; it’s a company fueled for growth. We must keep this spirit alive.
THOUGHTFUL BY DESIGN:
We aim for thoughtfulness in everything we do. This should be felt by colleagues, clients, and competition.
JUDGE PERCOLATE AGAINST PERCOLATE:
Know that everyone else has a lower bar than we do, never compromise.
SHIPPING > NOT SHIPPING:
Our orientation should always be towards delivery. Shipping, no matter how small, is always better than not.
OWNERSHIP:
You own this company. As we grow, it is your responsibility to ensure that we’re awesome. If it sucks, make it better.
CONSTANT QUESTIONING:
Asking ‘why?’ isn’t just for children. Being curious will make you and this company great.
FOCUSED ON SCALE, BUT WILLING TO DO THINGS THAT DON’T:
Sometimes the best way to reach scale in the long term is to do things that don’t in the short term.
LED BY PRODUCT:
Product is not just what we build, it’s the way we are. Everyone in the company should be thinking in, and building, products.
NOT JUST A JOB:
We want you to look back and feel that Percolate put your career on a new trajectory. You are proud, and you wouldn’t change a thing.
JUST:
At Percolate you are encouraged to run fast, be fearless, and work hard. If you make a mistake, let’s all learn from it.
What do you think? If you believe in our values and would like to come work with us, please get in touch.
percolate.com/jobs
Transition Talent workshop business modelingTransionTalent
"Do you want to create new businesses in energy? Check out the workshop Transition Talent held at the latest Energy Convention about business model innovation. Place your questions and comments below."
Surrounded By Genius: Practical Advice On Creative LeadershipKelsey Ruger
We live in a world of constant change. That change is shifting the way businesses compete, reshaping our careers and forcing us to rethink the terms "talent" and "leadership". Many people in creative fields struggle to manage their careers or effectively help their team members grow theirs because some common "best practices" just don't fit in our changing world. How do great creative leaders cut through the change and chaos to find opportunities to help their team and company succeed? By finding ways to uncap creativity and execute on opportunities that cultivate their creative leadership. This isn’t easy: Creative people don’t want to be led in the same way as other employees. Find out how to deal with the growing need for creative leadership and how you can create the right environment for those skill sets to thrive.
We spent a year listening to creatives across the design industry, and generated a list of 100 questions we wished we'd known at the beginning of our career. Designed both for self reflection and to cut through hiring-process gloss, they start out innocently enough but quickly cut to the chase.
All text (except our introduction and commentary) taken word-for-word from the 10 Faces of Innovation summary on IDEO's website dedicated to the book by Tom Kelly. http://www.tenfacesofinnovation.com/ We bought and loved the book and encourage you to do the same.
The smartest people in innovation and intrapreneurship from companies like Phillip Morris, Gap, HP, Salesforce, Nike, Cisco Univision, and dozens of other companies assembled to talk about what real innovation at scale looks like. This ebook contains a few of our takeaways. For more information, contact us at innovation@gapingvoid.com
A class presentation for ADV 6383 - Creativity as Problem Solving by graduate students Cesar Ortega and Matt Villanueva at SMU's Temerlin Advertising Institute.
Good to great strategic business planningRandall Chase
Melissa Valadez-Cummings will be teaching on the topic Good to Great Strategic Business Planning. Melissa Valadez-Cummings joined the City of Cedar Hill staff in 2003 and serves as Assistant City Manager. In her role, Valadez-Cummings has oversight responsibilities for numerous Citywide Sustainability initiatives, the City’s combined $86 million budget development process and the Departments of Utility Services, Tri-City Animal Shelter, Cedar Hill Public Library, Parks & Recreation, Planning & Zoning, Code Enforcement, and Neighborhood Services. Valadez-Cummings earned a bachelor’s degree in political science from Kansas State University in Manhattan, KS and holds a master’s degree in Public Administration from the University of Kansas. Melissa is an active member of the International City Management Association (ICMA), the Texas City Management Association (TCMA) and serves as the 2018 Vice President of North Texas City Management Association (NTCMA). She is a 2007 graduate of the Senior Executive Institute (SEI) of the Weldon Cooper Center for Public Service at the University of Virginia and a 2008 graduate of the Leadership ICMA program. Along with ACM responsibilities, Melissa currently leads the City of Cedar Hill’s various Growing Green Sustainability
Melissa Valadez-Cummings will be teaching on the topic Good to Great Strategic Business Planning.
THE TAGLINE IS:
"Anyone can lead. But not everyone is a great leader."
Jack Welch, one of the world’s most respected and celebrated business leaders of all time who Forbes Magazine coined the “CEO of CEOs.”
Under his leadership as chairman and CEO of General Electric between 1981 and 2001, the company’s value rose 4,000%. And during that time, Jack built one of the most successful Human Resource departments the world has ever seen. He used a very “simple” framework to evaluate talent; a framework still being used today based on the following five traits: energy, an ability to energize, edge, an ability to execute and passion—more commonly referred to as the “4Es and a P” of leadership.
Winning - Jack Welch
Regards,
Abdi J. Putra (ABIE)
GM Digital Lifestyle Sales & Care Planning Telkomsel
Creativity - Unleashing Ingenuity for business valueAndre Jankowitz
101 Business Insights is the first business networking site that rewards members for their time and input. As a member you get real, asset-backed rewards for commenting, posting or even simply hanging out at the site. It’s our way of thanking you for engaging with and growing the network, and for being part of the most vibrant business community on the net.
With great power comes great responsibility: A quest to consciously do good.Ash Donaldson
As designers, we all want to change the world and we have lots of power to do so. We design the digital, physical and organisational environments and even inform policy that shapes peoples’ behaviours. So how can we make sure what we’re doing is right?
Sure we can knock back work in gambling or other areas that clearly have a negative impact on both individuals and society as a whole, but there are areas where this is not such a cut and dry argument. There are times where our design input could be used for positive or negative purposes, or simply have unintended consequences.
In this presentation, I shared our bumpy journey of first realising the need for, then creating our own ethical frameworks and decision making tools. These will help us answer sticky questions when they arise, stay true to our humanistic values and feel confident in the knowledge that we’re consciously working to make the world a better place.
On the last slide you'll find a call to action to join us in creating a design ethics community of practice.
We believe the only way to scale out Percolate is to distribute decision making out to the edges. That means we ask each and every person in the company to make decisions on behalf of the organization on a regular basis, without necessarily going to their manager to get advice or approval. Their guide instead must be the company’s culture. This values document is an attempt to officially record the values that we believe make Percolate great. Each value is paired with a question that anyone within Percolate could ask themselves to help them understand whether the decision they’re making is aligned with the company.
The rubric we used to write and judge these values is:
1) Enables someone actually make a decision in the moment: a question to ask yourself to know whether you’re living up to that value. An algorithm for making decisions.
2) Aimed at our constituents: employees, customers, and partners.
3) Something that someone can disagree with: generic values don’t help anyone understand anything.
4) Something that can fit in a picture frame or is tweetable: the goal is for these values to sit on a wall in every office around the world.
With that, here are the Percolate Values:
GROWING:
Startup = Growth. A startup isn’t determined by size; it’s a company fueled for growth. We must keep this spirit alive.
THOUGHTFUL BY DESIGN:
We aim for thoughtfulness in everything we do. This should be felt by colleagues, clients, and competition.
JUDGE PERCOLATE AGAINST PERCOLATE:
Know that everyone else has a lower bar than we do, never compromise.
SHIPPING > NOT SHIPPING:
Our orientation should always be towards delivery. Shipping, no matter how small, is always better than not.
OWNERSHIP:
You own this company. As we grow, it is your responsibility to ensure that we’re awesome. If it sucks, make it better.
CONSTANT QUESTIONING:
Asking ‘why?’ isn’t just for children. Being curious will make you and this company great.
FOCUSED ON SCALE, BUT WILLING TO DO THINGS THAT DON’T:
Sometimes the best way to reach scale in the long term is to do things that don’t in the short term.
LED BY PRODUCT:
Product is not just what we build, it’s the way we are. Everyone in the company should be thinking in, and building, products.
NOT JUST A JOB:
We want you to look back and feel that Percolate put your career on a new trajectory. You are proud, and you wouldn’t change a thing.
JUST:
At Percolate you are encouraged to run fast, be fearless, and work hard. If you make a mistake, let’s all learn from it.
What do you think? If you believe in our values and would like to come work with us, please get in touch.
percolate.com/jobs
Transition Talent workshop business modelingTransionTalent
"Do you want to create new businesses in energy? Check out the workshop Transition Talent held at the latest Energy Convention about business model innovation. Place your questions and comments below."
This presentation addresses the following: (1) how to build an effective social recruiting strategy (2)
how to involve and engage employees to share jobs (3) how to be efficient with your social networking time (4) how to determine which social networks are right for your organization and how to successfully execute your social recruiting strategy.
Presented by digital marketer Genia Stevens.
Visit her at:
belwahmedia.com
https://www.forbes.com/sites/forbesagencycouncil/people/geniastevens1/
http://linkedin.com/in/gvstevens
Contact Genia if you need a speaker: genia@belwahmedia.com
An Intro to Talent Development and Talent AnalyticsCoachSource LLC
The Center for Talent Reporting has produced a number of excellent webinars on trends in talent analytics. These slides provide an excellent introduction for those who are talent managers, or interested in the cost of human capital. For more details look at http://www.centerfortalentreporting.org/ or join us at https://www.linkedin.com/groups?home=&gid=6792888&trk=anet_ug_hm
The 7 Questions of Employee EngagementDavid Zinger
Questions Engage. This is a colorful and well-designed 7 question resource to ignite and sustain employee engagement through the application and asking of a daily question.
Make it a practice where you work to ask and respond to a daily engaging question. Use these 7 questions and also use the question to develop your own questions.
Talent Grids Centre of Excellence model is for colleges which have a vision, commitment and urge to seek excellence, improve their industry interaction and the talent pool. The model would surely provide them exponential results in terms of an enhanced brand image, recruitments and hence admissions.
With 60% of employees stating that they will look to change jobs when the economy picks up, what should you be doing to manage & retain your talent?
The Center for Creative Leadership designed Leader Development Roadmap which integrates within itself the logic and content of developing leaders in organizations on the basis of many years of research done by CCL.
10 Shocking Stats About Disengaged EmployeesOfficevibe
Here are 10 shocking stats about employee engagement that our researchers have found. This infographic shows all that's wrong with disengaged employees.
Read more on Officevibe Blog:
https://www.officevibe.com/blog/disengaged-employees-infographic
Download the most comprehensive guide to having engaged employees:
http://officevi.be/employee-engagement-guide
Use these 22 simple ways to boost job satisfaction:
http://officevi.be/job-satisfaction-guide
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
Culture First 2019: Day 3, Living your values: tools to enhance the employee ...Culture Amp
In this presentation, At Your Core will guide people leaders and culture advocates on how to institutionalize their company core values across the employee experience, strengthening both the culture and the business. We’ll share examples of how relevant values and supporting behaviors, reinforced at different stages of the employee experience, drive engagement. You will leave with an action plan for hiring, recognizing and connecting with employees that puts the values at the forefront.
Beyond theory: Trials & tribulations in becoming a successful social businessFemke Goedhart
Session as delivered by Sasja Beerendonk & Femke Goedhart at ICONUK in London on September 12th 2014
Abstract: There is lots of theory about how to become a social business but what really does or doesn't work? We wanted to know and interviewed 32 companies in various stages of their journey to becoming a social business. Not just highlighting the big wins but also talking about the struggles and small successes that really made the difference.
Taking the experiences of 32 companies, we've created a Social Business journey scenario that can help you identify the successes and avoid the pitfalls in becoming a social business.
Repost: Studio D's 100 Questions for the Young CreativeLauren Serota
We spent a year listening to creatives across the design industry, and generated a list of 100 questions we wished we'd known at the beginning of our career. Designed both for self reflection and to cut through hiring-process gloss, they start out innocently enough but quickly cut to the chase.
Make L&D Count - Shape a strong business case for L&DAlexandra Lederer
Workshop at Forward Government Learning Conference, July 2016 - Canberra, Australia
How often have we heard "demonstrate me the value of L&D"? or "the L&D budget will be cut this year" or seen little or inappropriate staffing levels in L&D?
Based on lessons learnt from experiences in large, mid-sized and start-up private organisations, the objective of this workshop is to take you through a pragmatic journey to shape a strong business case for your L&D.
By the end of the session you will have acquired hands-on processes and tools to help you:
- Assess the critical knowledge issues of your organisation and how to address them
- Get buy-in from stakeholders to support and sponsor your L&D strategy
- Measure and demonstrate the ROI of your learning initiatives
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
Innovation Women Speak! Webinar: Creativity and Business: Why It MattersInnovation Women
Creativity is regarded as one of the top three personality traits most important in career success, but are C-Suite executives fusing creativity into business within their internal environments? This webinar will offer tips and techniques to assist leaders in balancing ones’ creativity in business, cultivate meaningful projects and build a supportive team while showcasing creativity as an important leadership role.
Stop Talking About Innovation!
We need to limit the use of the word and the term “innovation” and we need to ban the term “innovation culture” entirely.
This is the radical outset for a keynote or a session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders and increase your ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
About Stefan Lindegaard:
Stefan Lindegaard is an author, speaker and strategic advisor. His focus on corporate transformation, digitalization and innovation has propelled him into being a trusted source of inspiration to many large corporations. He believes business and innovation requires an open and global perspective and he has given talks and worked with companies in Europe, North America, South America, Africa and Asia.
Stefan Lindegaard has written several books including 7 Steps for Open Innovation, Making Open Innovation Work and The Open Innovation Revolution. His blog is a globally recognized destination with many free resources (books, white papers, exercises). You can read further at 15inno.com.
Taking the Pain Out of Performance Reviews | Webinar 12.11.14BizLibrary
“I love annual performance reviews!” Said no one ever. Performance reviews are a workplace “tradition” that’s just about universally despised. In this webinar we’ll discuss 4 keys to make the process less painful and more productive.
www.bizlibrary.com
Service design places users squarely at the centre of its practice, and fulfilling customer needs is the focus of organizations large and small. What happens though, to the people inside the organization, especially at times when efforts are mostly focused on efficiency, simplification and cost reduction? How do organizations change effectively, and organize their people and the work to support change that isn’t merely cosmetic and that results in tangible outcomes, both internal and external? Vision, willingness to depart from management models that are still firmly rooted in the industrial revolution era and understanding of that culture cannot be superimposed, but is the direct result of the conditions of the system in which it develops, are among the elements that contribute to the success of it.
Negli ultimi quindici anni il dominio di competenza di HR è rimasto lontano dalle pratiche agili e dalle loro potenzialità organizzative, nonostante sia stato in prima linea per abilitarne l'adozione nei gruppi di lavoro dell'azienda.
Nel frattempo il ruolo di HR si è evoluto con forme di valorizzazione delle persone in modo parallelo, adottando pratiche che "agile" ha mutuato grazie a una coerenza dei principi di base. Ma Agile ed HR hanno funzioni diverse.
Recentemente è esploso un interesse per tutto ciò che viene definito "Agile HR", ma di cosa stiamo parlando? Si tratta di una nuova disciplina o è un termine che indirizza verso un approccio nuovo?
Vedremo insieme come si è arrivati a una situazione che sembra uno stallo tra vecchio e nuovo, e in cui le differenze tra i due domini non possono essere rimosse, ma vanno comprese e integrate per il futuro.
Che cos’è davvero la leadership? L’interesse e gli investimenti delle aziende sullo “sviluppo della ladership” sono sempre più attuali, in particolare con l’avvento di “nuovi modelli di leadership”, più o meno correlati a nuovi paradigmi organizzativi. Amazon restituisce più di 60 mila titoli sulla leadership. Come mai non si è ancora trovata una descrizione definitiva e il modo più efficace per creare la “buona leadership”? È una dote, una soft skill o un mix di competenze e tratti personali? È legata alla persona o al suo ruolo? E come si incastra con il management? Esiste davvero una leadership agile? Proviamo a capirne di più con una prospettiva sistemica, più ampia del solito.
Aristotele come Manager e Nietzsche come Amministratore delegato.Marco Calzolari
Si parla sempre più spesso di rimettere le "persone al centro". Molte pratiche organizzative intendono costruire occasioni in cui possano crescere fattori come coinvolgimento, inclusione, motivazione e passione degli individui.
Per guidare questo cambiamento applichiamo teorie e indicazioni dei nostri contemporanei: manager, economisti, psicologi. Ma quanto stiamo dimenticando della filosofia, ovvero della saggezza dei filosofi classici e moderni? Se il lavoro non è più separato dalla vita quotidiana, cosa ci può insegnare chi si è occupato di pensare a quanto renda la nostra vita degna di essere vissuta?
Da sempre, a partire da Aristotele, la parola chiave per l’uomo è la ricerca della felicità. Forse non c'è bisogno di inventare nulla di nuovo, perché è già stato detto, e funziona tutt’ora.
E se fosse Aristotele a guidare la vostra azienda e il vostro team? O Nietzsche?
Human Resources. A sweet and sour contribution to the agile journey in big organizations
HR is usually the owner of processes and tools related to people and their growth: these tools should not just align with the agile transformation but act as enabler for it. Easier said than done.
Both in big and small companies, we’ve seen different scenarios: from cases where HR was not directly involved in the transformation (and chasing afterwards what was happening) to cases where it is leading the change, but sometimes struggles to challenge its own status quo. The impact is big, both in positive and negative terms.
Which practices can HR adopt and promote to become an effective agent of change during an Agile transformation?
Every team is a living environment.
The purpose of a team lives and evolves in the interactions among individual 's experiences of being "in the team".
But what can we designers do about designing such an experience?
How can a team be designed, and how its way of work should be designed in order to match the team's purpose with the company goals and the willingness of the people who are part of it? What about the life cycle of the experience of being a digital team and the way we could measure its effectiveness? How may the team results will be impactful on the growth of individuals, as well as the business?
Perché continuiamo a non capirci? Il significato di management e di leadershi...Marco Calzolari
In ogni team o azienda, al crescere del numero degli individui corrisponde l’esigenza di un sistema di coordinamento. Un tempo questo sistema corrispondeva a una gerarchia tra persone, oggi sembrano più efficaci modelli flessibili e organici. Ma quali concetti si nascondono dietro all’opposizione verso il management? Quando sono inadeguati i concetti con cui pensiamo la stessa entità “azienda”?
In quella che sembra la più naturale evoluzione di un’impresa, ovvero adattarsi al contesto e al mercato, c’è un momento in cui il suo scopo supera quello degli individui che hanno contribuito a plasmarlo. Questo processo è continuo, ma se nella trasformazione non cambia anche lo sguardo di chi – o cosa – si occupa di management, l’evoluzione viene rallentata a spese di qualcuno.
E se provassimo a riconsiderare il significato di management, anziché soltanto opporci a chi lo incarna?
Chi ha in carico l'evoluzione delle organizzazioni, e quindi il raggiungimento di obiettivi che si dimostrino rigorosi per il business ma anche rilevanti per le persone che ne fanno parte?
Allineare le motivazioni delle organizzazioni, dei loro team e dei loro individui è possibile, a patto di trascendere tutta una serie di idee tradizionali sulla gestione delle "risorse umane" e della loro competenza, nonché della relazione tra l'azienda stessa e le persone.
Come si deve muovere un imprenditore, un manager o un coach per facilitare questa trasformazione?
Better Management 2017: Performance e potenziale delle personeMarco Calzolari
Performance e miglioramento non si possono "gestire": vanno facilitati creando condizioni e contesto adeguati. Quando si parla di persone, misurare le performance e collegare gli incentivi al raggiungimento di obiettivi individuali porta a risultati controproducenti. Quali sono le alternative per valutare le performance delle persone, sviluppare le carriere e allinearle agli obiettivi aziendali?
Artificiale a chi? L'intelligenza non riproducibileMarco Calzolari
Avventurarsi nel futuro dell’AI è come entrare in una stanza buia, in un edificio che non conosciamo. Abbiamo due scelte, farci prendere dalla paura dei mostri che ci aspettano nell’oscurità, oppure cercare la luce per evitare di sbattere addosso ai mobili.
Quanto sono lontane o vicine le realtà che creiamo con la nostra immaginazione? Ma soprattutto, dobbiamo avere paura oppure no?
La strada non è ripensare radicalmente solo la tecnologia, ma anche la filosofia. E questo può essere fatto costruendo un ponte tra la neurobiologia e le discipline umanistiche.
Abbiamo bisogno di allenare le competenze sulle emozioni, parlarne e farne esperienza, scambiarle, perché rappresentano la ricchezza unica e irriproducibile che ognuno di noi si porta dentro.
People Performance, People Potential. How to quantify the non measurable Marco Calzolari
Performance and improvement can not be "managed". Improvement must be facilitated by working on fair conditions and context dinamics. Working with people, measuring performance and linking incentives to individual goals leads to counterproductive results. What are the current alternatives to evaluating (people's) performance, developing careers, and to align teams' work with business goals?
Performance e potenziale delle persone: quantificare il non misurabileMarco Calzolari
Agile Business Day 2017
Performance e miglioramento non si possono "gestire": vanno facilitati creando condizioni e contesto adeguati. Quando si parla di persone, misurare le performance e collegare gli incentivi al raggiungimento di obiettivi individuali porta a risultati controproducenti. Quali sono le alternative per valutare le performance delle persone, sviluppare le carriere e allinearle agli obiettivi aziendali?
Architettura dell'intelligenza per organizzazioni adattativeMarco Calzolari
WIAD 2017 - World Information Architecture Day, Verona
Dopo aver messo l’utente al centro nella progettazione dei servizi, quanto è difficile mettere anche le persone stesse al centro delle nostre organizzazioni, in un periodo in cui la volatilità e l’incertezza del mercato, delle professioni e della tecnologia rendono quasi inefficace ogni pianificazione?
Come possono evolvere le organizzazioni, alimentando prospettive e obiettivi rilevanti, realistici e rigorosi per le persone che ne fanno parte? Allineare le motivazioni delle organizzazioni, dei loro team e dei loro individui è possibile, a patto di trascendere tutta una serie di idee tradizionali sulla gestione delle persone e della loro competenza. Un’architettura del talento diventa sempre più necessaria per le organizzazioni che scelgono di fiorire grazie al potenziale umano.
Agile Business Day
Venezia, 17 settembre 2016
Nella cultura aziendale contemporanea fortemente orientata al "can do", un progetto fallito rappresenta a tutti gli effetti un lutto e raramente viene discusso ed elaborato con razionalità.
Molto spesso miti e tabù del management ci rendono ciechi di fronte alla realtà che un progetto ha perso la ragion d'essere, o si sta trasformando in un morto vivente... che può minacciare la sopravvivenza di tutto un gruppo di lavoro.
Quali segnali raccogliere per riconoscere i sintomi che anticipano la morte di un progetto? Esistono linguaggi e metodologie per gestire il trapasso di iniziative inutili e superare il lutto?
Quale è il costo di un progetto che viene lasciato vagare senza speranza? E quanto costa realmente "terminare" un progetto, per liberare spazio, tempo e risorse nel nostro portfolio? Esploreremo racconti, strategie e strumenti per poter includere nella cultura "can do" anche la necessaria opzione di chiudere serenamente un progetto.
Kill Lean & Learn [Italian, Mini Agile Day — 5/2015]Marco Calzolari
Marco Calzolari, Giuseppe Massarotto
Nella cultura aziendale contemporanea fortemente orientata al "can do", un progetto fallito rappresenta a tutti gli effetti un lutto e raramente viene discusso ed elaborato con razionalità.
Molto spesso miti e tabù del management ci rendono ciechi di fronte alla realtà che un progetto ha perso la ragion d'essere, o si sta trasformando in un morto vivente... che può minacciare la sopravvivenza del nostro gruppo di lavoro.
Quali segnali raccogliere per riconoscere i sintomi che anticipano la morte di un progetto?
Esistono linguaggi e metodologie per gestire il trapasso di iniziative inutili e superare il lutto?
Quale è il costo di un progetto che viene lasciato vagare senza speranza? E quanto costa realmente "terminare" un progetto, per liberare spazio, tempo e risorse nel nostro portfolio?
Come possiamo includere nella cultura "can do" anche l'opzione di chiudere serenamente il progetto?
An introduction to Lean UX, grounded in Lean Startup and Agile principles. A starting point for shifting today's organizations towards a safer sustainable approach to product design and development.
Lean Startup High School @ Better Software 2014Marco Calzolari
As presented at Better Software 2014.
Essere promossi dalla scuola all'imprenditoria? È l'obiettivo di un percorso di formazione pensato per gli studenti delle scuole superiori italiane. Attraverso lezioni, workshop e learning games, si possono introdurre gli studenti a pratiche di teamwork, sviluppo di idee, creazione di business model, validazione di ipotesi e agile development.
L'esperienza nasce da una serie di attività svoltesi nell'ambito del progetto ParnASUS di ASUSTeK Italia tra marzo e maggio 2014, presso il Liceo Classico ""Maffei"" di Riva del Garda, in cui alcuni team di ragazzi di quarta superiore hanno realizzato progetti di mobile app da proporre a investitori.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
5. 5Defining TALENT
Dave Ulrich
Human Asset Summit. Budapest, 25–26 October 2011.
COMPETENCE
Right person,
right place, right
time, right skills
COMMITMENT
Value proposition:
what do I give?
what do I get?
CONTRIBUTION
How can meaning
be created in the
organization?
11. 11
PERSONAL VALUE PROPOSITION JOB TITLE
WHAT I LIKE
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
12. PERSONAL VALUE PROPOSITION JOB TITLE
WHAT I LIKE OVERALL
STRENGTHS
PURPOSES MAIN ACTIVITIES
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
PUBLIC
TRUST
INDIVIDUAL ORGANIZATIONAL
12
13. PERSONAL VALUE PROPOSITION JOB TITLE
WHAT I LIKE OVERALL
STRENGTHS
PURPOSES MAIN ACTIVITIES
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
13
AUTONOMOUS SYSTEMIC
14. PERSONAL VALUE PROPOSITION JOB TITLE
WHAT I LIKE OVERALL
STRENGTHS
PURPOSES MAIN ACTIVITIES
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
14
HINDSIGHT FORESIGHTINSIGHT
15. 15
PERSONAL VALUE PROPOSITION JOB TITLE
WHAT I LIKE
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
16. 16
PERSONAL VALUE PROPOSITION
WHAT I LIKE
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSE
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL
Stuff you love
Activities you love doing. Tasks
that make you feel “in the flow”.
What I don’t like
too Much
What duties are slowing you
down from improvement?
17. Strengths
Your biggest advantages.
What you can guarantee?
Areas of
improvement
About your weaknesses.
What do you feel you’re missing?
17
PERSONAL VALUE PROPOSITION
WHAT I LIKE
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSE
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL
18. Purposes
What are your intents?
How you will improve
the whole company?
Needs
Ask for support.
You deserve tools, help
and development.
TION JOB TITLE
LL
GTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
OF
EMENT
NEEDS
OVERALL OUTCOMES
19. TION JOB TITLE
LL
GTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
OF
EMENT
NEEDS
OVERALL OUTCOMES
Activities
Tasks and functions
you should do. Interactions,
Responsibilities.
Better not doing
Things that we’d better
avoid in order to succeed.
27. Job Title
Should be written on your business card.
Personal Value Proposition
Pitch yourself.
How we will be a better company because of you?
PERSONAL VALUE PROPOSITION JOB TITLE
WHAT I LIKE
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
28. Mutual Commitments
How we will address issues and create opportunities?
Overall Outcomes
How will we know that we're both on an improvement path?
DON’T LIKE TOO MUCH BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
29. 29
PERSONAL VALUE PROPOSITION JOB TITLE
WHAT I LIKE
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES