Presentation for #TFT12: Planting the seeds - overcoming the talent shortfall.
This presentation covers: Workforce across the generations Employee Engagement Talent Management Retention Myths Capabilities High Potentials Career Paths.
See Breed's TFT speaker Pinterest board: http://pinterest.com/servicedesk/breed-lewis/
White Paper: What Makes a Great Workplace? Learning from Best Place to Work C...barbarajahncke
Does a well-designed physical workplace contribute to being a Best Place to Work? Our answer is yes!
As a national Best Place to Work and designers of work environments and excellent employee experiences, we felt highly qualified to research the common characteristics of the physical workplace of our fellow award winners.
How do companies designated as best places to work address their physical environments? Are they concerned with how their workplace impacts their employees? Do they utilize their facilities as a tool to help achieve their strategic business objectives? Our benchmarking study revealed 13 physical attributes of a well-designed workplace. We apply our learnings from this study on all of our projects.
Updated brochure on Cultivate Talents AMP methodology designed to link strategy and setting direction with implementing the right change method and using business focused applied learning for leaders around business activities and improving performance
Presentation for #TFT12: Planting the seeds - overcoming the talent shortfall.
This presentation covers: Workforce across the generations Employee Engagement Talent Management Retention Myths Capabilities High Potentials Career Paths.
See Breed's TFT speaker Pinterest board: http://pinterest.com/servicedesk/breed-lewis/
White Paper: What Makes a Great Workplace? Learning from Best Place to Work C...barbarajahncke
Does a well-designed physical workplace contribute to being a Best Place to Work? Our answer is yes!
As a national Best Place to Work and designers of work environments and excellent employee experiences, we felt highly qualified to research the common characteristics of the physical workplace of our fellow award winners.
How do companies designated as best places to work address their physical environments? Are they concerned with how their workplace impacts their employees? Do they utilize their facilities as a tool to help achieve their strategic business objectives? Our benchmarking study revealed 13 physical attributes of a well-designed workplace. We apply our learnings from this study on all of our projects.
Updated brochure on Cultivate Talents AMP methodology designed to link strategy and setting direction with implementing the right change method and using business focused applied learning for leaders around business activities and improving performance
The Blurring of Job Loyalties, Social Collaboration and Personal FreedomRawn Shah
A focus on the changing nature of our employment relationships, the change in how we do work, how our employers wants us to bring our personal networks to work, and the future skills of load balancing our work.
My deck for "3rd Conference on Humans and Technology: Adaptation and Impact" by the IBM Academy of Technology. Oct 14, 2011
Employee ambassadorship, or advocacy, goes beyond engagement to determine level of commitment to enterprise, value of products and services, and customers
For all the talk today about the importance of listening, it’s not easy to do it well, especially when it comes to talent management. It’s about more than asking questions; it’s also about listening for opportunities. The Talent Dialogue approach can help organizations do both. The convergence of new technologies and cultural evolution now makes possible an emerging superior approach – one that can provide specific insights into the drivers of engagement and help continually refine that insight through ongoing two-way communication. We call this approach “Talent Dialogue.”
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
As the economy improves, employees will be more free to move between organizations. What will keep employees from leaving your organization? What can you do to attract them away from others? Learn about the EVP and how to prepare for the coming employee wave.
Build, Buy or Rent? Leveraging Talent Analytics to Plan for Tomorrow’s WorkforceHuman Capital Media
Do you know the skills and types of workers you need for tomorrow? How do you decide if you should hire a contract worker, transition a baby boomer to part time or hire a new employee? Join Stacia Garr, senior analyst with Bersin & Associates, for her discussion of the tools organizations can use to more effectively identify talent needs, how organizations use that information to develop a strategy to fill talent gaps and the benefits and drawbacks of different talent sources necessary to execute that strategy.
After attending this session, listeners will understand the value of workforce analytics in mapping talent needs to organizational strategy and objectives and specific approaches to doing this effectively. You will know the risks and rewards of build, buy and lease talent strategies and have examples of how to do each effectively.
Highly renowned companies are realizing the effectiveness of coaching in achieving their goals. Major corporations from a variety of sectors, including IBM, Nike, Verizon and Coca-Cola Enterprises, have turned to coaching to increase employee satisfaction, improve output and strengthen their bottom lines. Learn more at coachfederation.org.
Habitat Conclave is an initiative for creating new beginnings where a context-based inspiration of ‘Smart Cities’ matures to be identified as ‘Sustainable & Smart Cities’. GICEA, through Habitat Conclave is going to commence a process of generating an environment, policy framework, knowledge database, product variety and intellectual debates, so that we all can come up with tangible solutions, illustrations, practices, resources and technologies that take us closer to the making of Sustainable & Smart Cities.
The Blurring of Job Loyalties, Social Collaboration and Personal FreedomRawn Shah
A focus on the changing nature of our employment relationships, the change in how we do work, how our employers wants us to bring our personal networks to work, and the future skills of load balancing our work.
My deck for "3rd Conference on Humans and Technology: Adaptation and Impact" by the IBM Academy of Technology. Oct 14, 2011
Employee ambassadorship, or advocacy, goes beyond engagement to determine level of commitment to enterprise, value of products and services, and customers
For all the talk today about the importance of listening, it’s not easy to do it well, especially when it comes to talent management. It’s about more than asking questions; it’s also about listening for opportunities. The Talent Dialogue approach can help organizations do both. The convergence of new technologies and cultural evolution now makes possible an emerging superior approach – one that can provide specific insights into the drivers of engagement and help continually refine that insight through ongoing two-way communication. We call this approach “Talent Dialogue.”
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
As the economy improves, employees will be more free to move between organizations. What will keep employees from leaving your organization? What can you do to attract them away from others? Learn about the EVP and how to prepare for the coming employee wave.
Build, Buy or Rent? Leveraging Talent Analytics to Plan for Tomorrow’s WorkforceHuman Capital Media
Do you know the skills and types of workers you need for tomorrow? How do you decide if you should hire a contract worker, transition a baby boomer to part time or hire a new employee? Join Stacia Garr, senior analyst with Bersin & Associates, for her discussion of the tools organizations can use to more effectively identify talent needs, how organizations use that information to develop a strategy to fill talent gaps and the benefits and drawbacks of different talent sources necessary to execute that strategy.
After attending this session, listeners will understand the value of workforce analytics in mapping talent needs to organizational strategy and objectives and specific approaches to doing this effectively. You will know the risks and rewards of build, buy and lease talent strategies and have examples of how to do each effectively.
Highly renowned companies are realizing the effectiveness of coaching in achieving their goals. Major corporations from a variety of sectors, including IBM, Nike, Verizon and Coca-Cola Enterprises, have turned to coaching to increase employee satisfaction, improve output and strengthen their bottom lines. Learn more at coachfederation.org.
Habitat Conclave is an initiative for creating new beginnings where a context-based inspiration of ‘Smart Cities’ matures to be identified as ‘Sustainable & Smart Cities’. GICEA, through Habitat Conclave is going to commence a process of generating an environment, policy framework, knowledge database, product variety and intellectual debates, so that we all can come up with tangible solutions, illustrations, practices, resources and technologies that take us closer to the making of Sustainable & Smart Cities.
The first set of images under the description of "Narrative" documents the efforts of a Feminism and Globalization class. The table that they had set up was with the purpose to inform passerby about issues worldwide that are considered important to the feminist movement. The students took activism into their own hands by creating and distributing pamphlets and flyers relevant to globalization issues of their choice. Students addressed the exploitation of laborers, funding cuts to organizations like Planned Parenthood, human trafficking, and other topics of interest. Students were also encouraged by their professor (and even me, the photographer) to pursue their audience instead of waiting by their table with hopes that someone will inquire.
The second set of images titled "Emotional" were taken at a discussion of female professors and directors a UTSA. The discussion featured their personal experiences as academics and as women and mothers in the field of academia. Each speaker had a different story to tell about their early experiences of being a professor like the hiring process, maintaining some sort of balance between work and home life, as well as tenure and other promotions. While a lot of the expressions given were very serious and stern there were moments of laughter that highlighted the event with the flip-side being an image of a faculty member explaining her frustrations. The last two images were taken at concerts by female artists that aren't necesarily self-identified feminists, but evoke an image of a powerful confident woman.
The third set of images titled "Aesthetic" does not contain aesthetic close-ups displaying textures and patterns in feminism, but of aesthetically pleasing photos of feminism. The first photo was taken at the Feminism and Globalization table showing someone reading a pamphlet on human trafficking. The remaining photos are of frontlining female musicians.
Organizational life is increasingly complex. Globalization, technology, disruption, and constant change affect public and private organizations, the large and the small, the contemporary, and the traditional. But there’s one apparently simple thing that they all share and that is both part of the increasing complexity they face and also a key to managing that complexity.
Organizations are conversations. At its heart, the life of any
organization exists in, and is sustained through, the conversations that are taking place inside, around, and about it. Organizations are groups of people interacting with each other to achieve outcomes. The interactions that enable people to work together and produce are experienced through dialogue and conversation, both direct
and indirect, and using a variety of means and formats. These conversations – formal and informal, simple and detailed, short and long – shape and refl ect the culture of organizations and the teams and groups within them. Our conversations become our experience of our relationships and our work.
The 8 Values of Highly Productive Companies: Creating Wealth from a New Emplo...WINNERS-at-WORK Pty Ltd
The employment relationship as we know it is a relic of the last century. Globalisation, competition and financial pressures are challenging organisations top be more adaptable. This book offers managers and professionals a new research-based employment model that will alter the way employees and employers think about their working relationship, aligning the changing needs and interests of individuals and organisations to produce a sustainable, productive and profitable workplace in any financial climate.
What do Al Gore, Margaret Thatcher, Martin Luther-King and Mother Teresa have in common? They were, or I the case of Al Gore, great influencers. What are the four strategies of influence? What one do you exhibit?
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
Dealing with a multitude of different personalities is a core capability of a leader. What are the motivations of the various personalities and how does a leader deal with them, particularly those who have a different personality to the leader? Seeing the world through the eyes of others is critically important for any leader to be effective.
Job descriptions can no longer capture the essence of what people do at work. The job description is an hangover from Frederick Taylor's Scientific Management devised over 100 years ago. If job descriptions could capture what people do at work, why is there a legal disclaimed at the bottom of most job descriptions that goes something like, "... and any other duties deemed relevant by your manager"?
Dezepresentatie gaat over de veranderingen in onze maatschappij en de hiermee gepaard gaande ontwikkeling over het anders organiseren van werk "Het Nieuwe Werken".
Lead, Empower, Motivate! Monthly leadership workshops in Southern California for current and future supervisors, managers, and HR professionals. HRCI recertification credit.
Five Steps to Delivering a Competency-Based Development PlanHuman Capital Media
A competency management strategy is key to an organization’s ability to deliver focused and efficient learning and development plans to employees. Job competencies provide a consistent way to assess and measure the success of learning initiatives, focusing on results of the programs themselves and the positive impact on the business. This webinar will discuss five critical steps in defining and implementing a job-specific competency-based approach to development.
Objectives:
Understand the challenges to deploying competency-based development plans.
Review the five-step methodology to deliver competency-based development.
Learn key tips and tools that can help you overcome common objections and delays.
There is a lot of misleading information about becoming an employer of choice. An employer of choice is about creating an organizational culture that meets the changing needs and interests of employees and organizations.
Browne & Mohan consultants conducted a survey on what factors constitutes the best workplace or a place where employees would love to work. Findings show three aspects which influence an organisation to move towards being a 'lovable workplace'.
There are many advantages to being recognised as an employer of choice. The first step is to diagnose the organisation before building a step-by-step approach to having a more engaged workforce. This approach is different to all the other approaches and way more effective. It starts with building a culture of a better employment relationship.
By the end of this broadcast, you will be able to:
• Understand the most constructive way forward for changing the culture of a workplace;
• Apply a range of effective strategies to enhance the culture that is reflective of an employer of choice; and
• Appreciate the value and importance of changing the employment relationship as a way to become a true employer of choice.
Change is often done poorly. This is because the focus is often on process and not people. Organisational change is about changing people, not processes.
Everybody is is the business of influence. we try to influence our boss, we try to influence our team, we try to influence our colleagues ... our partner ... our children. It never ends. And guess what: they are trying to influence us too. Influence is critical; to our success.
We spend a significant part of our lives in meetings, whether they are face-to-face or remote. Most meetings we attend are ineffective. Facilitating effective meetings is a core leadership skill.
If there are two people on a desert island there will be conflict. Therefore, learning to deal effectively with conflict is important to you and your success.
Feedback is the breakfast of champions. Feedback should be a conversation; I dialogue, not a monologue. In this video we consider the principles of feedback.
Assessing candidate’s potential, regardless of whether they’re within or outside the firm, is increasingly more important in a dynamic workplace. In a changing work setting, future potential is more valuable than past experience.
Experience still counts. But future potential is becoming increasingly important.
HR still relies on the behavioral interviewing technique. "Can you explain a time when you had to do ... " is a typical approach.
How then do we assess people based on their future potential? Is it reliable?
With the world transforming at a dizzying rate, beyond apparent major trends, it’s tricky to predict what the future holds. What’s worked in the past is therefore no guarantee that it will work in the future. With the relentless intrusion of AI, the way jobs are done is constantly transforming. Some jobs are disappearing. Some jobs are emerging. In this milieu, future potential rather than past competency is a more prized.
This short webinar will provide you with some practical ways of assessing future potential.
This information comes from Dr Tim Baker's forthcoming book, "The Future of Human Resources: Unlocking Human Potential."
Dr. Tim Baker, according to international coaching gutru, Marshall Goldsmith, is one of the world’s leading HR experts. In this short presentation, Tim introduces the 13 mindsets that need changing.
He acknowledges that many companies are in transit between the current and new thinking. It’s undoubtedly true too that a small number of businesses have made a successful shift to the necessary future states. And also there are many companies who are stuck in old thinking.
For example, they may have abolished their traditional appraisal system and moved to a process of regular developmental conversations between managers and team members (Shift 11). But that same company may still be wedded to selecting new hires solely based on their past experience and not developed a process to assess future potential (Shift 1). Regardless of where your organization may sit, the model gives you a useful tool to evaluate your HR practices in the context of the employee lifecycle.
This material comes from Dr. Tim Baker's new book, "The Future of Human Resources: Unlocking Human Potential."
Do you want to boost performance, build trust, enhance engagement, and create a culture of conversation?
The Five Conversations Framework is based on five themed conversations that you have with each of your people, one theme per month, for five months out of six. This means that each topic is covered twice in a year, helping you review their development easily.
A conversation with your team member should last around 15 minutes, and focus on one of the following themes:
Climate Review: To measure her job satisfaction and morale.
Strengths and Talents: To identify and develop her innate abilities.
Opportunities for Growth: To improve her performance and standards.
Learning and Development: To identify and support future learning opportunities.
Innovation and Continuous Improvement: To improve her own and your team's effectiveness in line with business needs.
This approach comes from Dr. Tim Baker's latest book, "The Future of Human Resources: Unlocking Human Potential."
More research is emerging that the key to high-performing teams is the effectiveness of the relationship dimension within the team. Yet, it is the task dimension that gets the most focus in teams. Join me to identify the three elements of the relationship dimension that makes all the difference and how this can be harnessed.
What are these three elemets and how can they be cultivated to move a team from a mediocre performing to high performing team?
This information comes from Dr. Tim Baker's book, "Winning Teams: The Eight Characteristics of High Performing Teams.
What is team identity and why is it critical for team success?
Join me to discover the three key factors that make up team identity and how these factors can be boosted by the team leader to accelerate performance.
Team identity is the extent to which a team member identifies with the team they belong to, rather than the organization. It is not the same as team cohesion. All high performing teams have a healthy team identity.
Not only will you have a better understanding of the attributes of team identity, you will have the practical steps to shape this.
The content from this session comes from Dr. Tim Baker's latest book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams".
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
In our outrageously busy world we don't have time to attend to improving how our team functions. And when we do find time, it's usually because of a crisis and then the need to change is a necessity.
We have plenty of time to work in the business, but not on the business. When was the last time you took time out to look under the bonnet of the car? When was the last time you downed tools and looked at team improvements?
All high performing teams are in a constant state of improvement.
Continuous improvement doesn't need to take up too much time and can make a huge difference to performance.
Learn a simple tool for continuous improvement that can be applied with powerful results that will massively improve performance.
This information comes from Dr. Tim Baker's book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams."
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
The After-Action Review is one of the most powerful learning tools known. It doesn't take much time and can reap brilliant results.
About this event
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
Feedback is not always received the way it is intended. How can defensiveness be overcome?
About this event
Surveys consistently show that employees feel they aren't getting enough feedback. We also know that frequent feedback and high levels of engagement go hand-in-hand.
How do we encourage leaders to give more constructive feedback? What are the ways to make feedback palatable and impactful?
There are several ways to give feedback without the other person getting defensive. The key is to get the recipient of the feedback engaged in the feedback. Feedback should be a dialogue, not a monologue.
This presentation considers four practical and easy-to-implement ways of giving feedback. This material comes from Tim Baker's new book, "Breaking The Proactive Paradox."
Feedback is challenging face-to-face. But remote feedback is even more challenging.
About this event
Giving feedback can be challenging in any situation. But remote feedback has its own challenges, whether it's positive or constructive. This webinar canvasses a few of main challenges.
The obvious difficulty is that you’re not in the same physical space. Although some managers might think that’s positive! Furthermore, you don’t have a first-hand observation of what your team member is doing, or not doing. So how does one get feedback under these conditions?
It’s natural for constructive feedback to have a stronger emotional reaction then positive feedback. We tend to ruminate more over criticism, even if its constructive.
Given the additional stress that people are facing with Covid-19, negative feedback becomes even more tricky to give and receive. During this pandemic, employees are easily going to feel defensive when they receive criticism.
This webinar is based on Dr. Tim Baker's latest book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
Giving feedback is an art and science. But there are several elements that can make the difference.
About this event
Surveys constantly show that employees want more feedback from their managers. Furthermore, the surveys suggest that employees want more constructive as well as positive feedback. Often managers are reluctant to give more feedback because of a fear that it won't be received the right way by the recipient.
Studies show that more feedback leads to higher levels of engagement.
This webinar explores several key elements that are critical for feedback to be effective. They are simple to implement and will make a significant difference in its impact, if done by the manager.
This content comes from Dr. Tim Baker's new book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
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/
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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. 📊
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.
[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
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
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
4. Changing World of Work …
Longer working life and shorter working hours
Retirement age will reach 70.
By 2025 over 20% of people will be 65 and over
.
Career Diversity
People will change employment more frequently
Growth Industries
surveillance (self-monitoring & self-repair)
distraction
insurance
Government Influence will Decline
More outsourcing of services
The rise of the hyper nomads
Consumer marketplace
Rise of the Independent-thinking Worker
33% of the workforce are contingent & self-employed
Yuk/Wow Generation
Role of Management
Managers will be more involved in influencing and workplace culture
5. Changing Needs of Employees
20th Century 21st Century
• Job security • Employability
• Technical capacity • Communication capacity
• Jobs • Roles
• Functional work • Cross functional work
• Careers • Meaningful work
• Long-term loyalty • Short-term commitment
• Qualifications • Lifelong learning
• Reliability • Enterprise
6. Changing Needs of Employers
20th Century 21st Century
• Stability • Manoeuvrability
• Quality assurance • Customer responsiveness
• Clearly defined jobs • Clearly defined performance indicators
• Hierarchy • Malleability
• Career paths • Engagement
• Loyal workforce • Committed workforce
• Qualified staff • Learning organisation
• Compliance • Initiative
7. Traditional HR strategies & programmes are
unsustainable attempts to change behaviour
•TQM
•JIT
•Kaizened
•QFDed
•Activity-based costed
•Reengineered
•Flattened
•Rightsized
•Downsized
•Self-directed Work Teams
•Empowered
•Engagement
10. Psychological Contract
Individual Functional Organisation
Relational The
I offer organisation
expects
The
I expect organisation
offers
11. The Changing Employment Relationship Values
Old Values New Values
Specialised Employment Flexible Deployment
Internal Focus Customer-focus
Focus on Job Performance-focus
Functional-based Work Project-based Work
Human Dispirit & Work Human Spirit & Work
Loyalty Commitment
Learning & Development
Training
Closed Information Open Information
“The 8 Values of Highly Productive Companies: Creating Wealth from a New Employment
Relationship”
(Baker, 2009)
12.
13. New Mindset Matrix
Corresponding Mindsets
Values
Employee Employer
Willingness to work in a variety Encourage employees to work in
Flexible Deployment
of organisational roles & settings. other organisational roles.
Serve the customer before your Provide information, skills &
Customer Focus
manager.
incentives to focus externally.
Performance Focus Focus on what you do, not where Link rewards and benefits with
you work. performance rather than
organisational dependency.
Project-Based Work Accept yourself as a project- Structure work around projects
based worker rather than a rather than organisational
functional-based employee.
Human Spirit & Work
functions.
Valuing work that is meaningful. Provide work (wherever possible)
that is meaningful.
Commitment
Commit to assisting the Commit to assisting employees to
organisational achieve its achieve their personal objectives.
Learning & outcomes.
Development Commit to lifelong learning. Enter into a partnership for
Open Information employee development.
Willing to show enterprise and Providing employees with access
initiative. to a wide range of information.
14.
15. MasterClass
Dr Tim Baker
www.winnersatwork.com.au
17. Psychological Contract
Individual Functional Organisation
Relational The
I offer organisation
expects
The
I expect organisation
offers
18. The Changing Employment Relationship Values
Old Values New Values
Specialised Employment Flexible Deployment
Internal Focus Customer-focus
Focus on Job Performance-focus
Functional-based Work Project-based Work
Human Dispirit & Work Human Spirit & Work
Loyalty Commitment
Learning & Development
Training
Closed Information Open Information
“The 8 Values of Highly Productive Companies: Creating Wealth from a New Employment
Relationship”
(Baker, 2009)
19. New Mindset Matrix
Corresponding Mindsets
Values
Employee Employer
Willingness to work in a variety Encourage employees to work in
Flexible Deployment
of organisational roles & settings. other organisational roles.
Serve the customer before your Provide information, skills &
Customer Focus
manager.
incentives to focus externally.
Performance Focus Focus on what you do, not where Link rewards and benefits with
you work. performance rather than
organisational dependency.
Project-Based Work Accept yourself as a project- Structure work around projects
based worker rather than a rather than organisational
functional-based employee.
Human Spirit & Work
functions.
Valuing work that is meaningful. Provide work (wherever possible)
that is meaningful.
Commitment
Commit to assisting the Commit to assisting employees to
organisational achieve its achieve their personal objectives.
Learning & outcomes.
Development Commit to lifelong learning. Enter into a partnership for
Open Information employee development.
Willing to show enterprise and Providing employees with access
initiative. to a wide range of information.
20.
21. Multi-skilling
Flexible deployment Job enlargement Human spirit & work
Job enrichment
Job rotation Good working conditions
Matching interests
Open information Finding meaning in work
Goal alignment Customer focus
Commuication of
boundaries 8 Values Role clarity
Career paths
Active accountability
CRM
Information sharing
Internal service
Performance focus
Team
Innovation
Project-based work
Career
Commitment Learning and development
Spanning
Wants Production-cenred Buffering
Cost Person-centred Bringing up boundaries
Obligation Problem-centred