“Strong soft skills”, “excellent communicator”, “takes initiative”, works well with others”, etc. These are just some of the expressions employers use to describe their skills requirements when they are recruiting, hiring and advancing talent. How can skills be accurately described and measured in order to mitigate bias when assessing the competencies of job candidates?
The document defines a profession as an occupation that requires specialized knowledge and training, regulated entry, and aims to provide a service to society. It states that management meets the criteria to be considered a profession as it has a distinct body of knowledge developed over decades, requires formal education and training to develop skills, and has representative bodies that prescribe codes of conduct, though membership is not mandatory. The document concludes that management can be viewed as a profession due to its specialized knowledge base, formal education and training requirements, professional associations, and service orientation.
This document discusses organizational culture and how to build and change culture. It provides advice on assessing current culture, defining desired culture, retaining key employees, and generating positive culture. Specific strategies are outlined, such as communicating core values, leading with passion and patience during cultural change, focusing efforts only on necessary changes, and creating an atmosphere where errors are learning opportunities rather than occasions for blame. Case studies and questions are provided to help apply the cultural insights. The document aims to equip readers with understanding and tools to develop sustainable cultures that meet organizational needs and employee expectations.
Coleman & Associates Consultants, led by Dr. Troy Coleman, provides diversity and inclusion services to organizations. These services include assessments, training, and interventions to help organizations manage employee diversity, promote inclusion, and improve workplace effectiveness and productivity. The goal is to bring together diverse employees to work toward common goals. Services help organizations enhance competencies, communication, infrastructure, and talent management to support inclusive environments and address issues related to diversity.
Human Resource Development (HRD) involves organized learning activities within an organization to improve job performance, personal growth, and the organization. The objectives of HRD include continuously developing human resources for better performance, providing development opportunities for employees, and meeting training needs. HRD functions encompass providing skills training, identifying training needs, competency mapping, and organizational development activities. HRD is needed due to business, technological, organizational, social, and legal changes that generate new training demands and skill requirements.
the slides speak about the various techniques using in human resource development programmes in an organization such as performance appraisal, potential appraisal, career planning, rewards, feedback, training, grievance mechanism, etc.
The document provides an overview of California's process for developing a preliminary leadership competency model. It discusses feedback received from expert panels and high performer interviews identifying the most important competencies. A preliminary competency model is then presented organized into clusters like "Promoting a Team Culture" and "Enabling Organizational Transformation." The model displays behavioral indicators for each competency at different leadership levels.
ADA is a Mumbai-based HR consulting firm specializing in organizational behavior and process consulting. Its vision is to create benchmark models for organizational health. ADA uses needs assessments, diagnostics, and customized solutions to improve client organizations. Interventions include training, coaching, counseling and diagnostics to promote organizational change. ADA's offerings address organizational health, relationship management, diversity and inclusion, leadership development, and organizational redesign. Client testimonials praise ADA's ability to understand organizational culture and design effective interventions. The executive team includes behavioral scientists, trainers and HR professionals with extensive domestic and international experience in consulting, coaching and conflict resolution.
This document discusses career management and planning. It defines career management as the process through which a person becomes aware of their career-related attributes and stages of career fulfillment over their lifetime. It outlines the internal and external aspects of a career. It also describes the typical career stages from growth to decline and the need for career planning to increase competence, job security, creativity, and employee retention. Finally, it provides the process of career planning and development including self-assessment, exploring opportunities, setting goals and implementing plans.
The document defines a profession as an occupation that requires specialized knowledge and training, regulated entry, and aims to provide a service to society. It states that management meets the criteria to be considered a profession as it has a distinct body of knowledge developed over decades, requires formal education and training to develop skills, and has representative bodies that prescribe codes of conduct, though membership is not mandatory. The document concludes that management can be viewed as a profession due to its specialized knowledge base, formal education and training requirements, professional associations, and service orientation.
This document discusses organizational culture and how to build and change culture. It provides advice on assessing current culture, defining desired culture, retaining key employees, and generating positive culture. Specific strategies are outlined, such as communicating core values, leading with passion and patience during cultural change, focusing efforts only on necessary changes, and creating an atmosphere where errors are learning opportunities rather than occasions for blame. Case studies and questions are provided to help apply the cultural insights. The document aims to equip readers with understanding and tools to develop sustainable cultures that meet organizational needs and employee expectations.
Coleman & Associates Consultants, led by Dr. Troy Coleman, provides diversity and inclusion services to organizations. These services include assessments, training, and interventions to help organizations manage employee diversity, promote inclusion, and improve workplace effectiveness and productivity. The goal is to bring together diverse employees to work toward common goals. Services help organizations enhance competencies, communication, infrastructure, and talent management to support inclusive environments and address issues related to diversity.
Human Resource Development (HRD) involves organized learning activities within an organization to improve job performance, personal growth, and the organization. The objectives of HRD include continuously developing human resources for better performance, providing development opportunities for employees, and meeting training needs. HRD functions encompass providing skills training, identifying training needs, competency mapping, and organizational development activities. HRD is needed due to business, technological, organizational, social, and legal changes that generate new training demands and skill requirements.
the slides speak about the various techniques using in human resource development programmes in an organization such as performance appraisal, potential appraisal, career planning, rewards, feedback, training, grievance mechanism, etc.
The document provides an overview of California's process for developing a preliminary leadership competency model. It discusses feedback received from expert panels and high performer interviews identifying the most important competencies. A preliminary competency model is then presented organized into clusters like "Promoting a Team Culture" and "Enabling Organizational Transformation." The model displays behavioral indicators for each competency at different leadership levels.
ADA is a Mumbai-based HR consulting firm specializing in organizational behavior and process consulting. Its vision is to create benchmark models for organizational health. ADA uses needs assessments, diagnostics, and customized solutions to improve client organizations. Interventions include training, coaching, counseling and diagnostics to promote organizational change. ADA's offerings address organizational health, relationship management, diversity and inclusion, leadership development, and organizational redesign. Client testimonials praise ADA's ability to understand organizational culture and design effective interventions. The executive team includes behavioral scientists, trainers and HR professionals with extensive domestic and international experience in consulting, coaching and conflict resolution.
This document discusses career management and planning. It defines career management as the process through which a person becomes aware of their career-related attributes and stages of career fulfillment over their lifetime. It outlines the internal and external aspects of a career. It also describes the typical career stages from growth to decline and the need for career planning to increase competence, job security, creativity, and employee retention. Finally, it provides the process of career planning and development including self-assessment, exploring opportunities, setting goals and implementing plans.
Diversity and Inclusion in the workplace by Thandi ThankgeSABPP
This document discusses diversity and inclusion in the workplace. It summarizes the South African Board for People Practices' (SABPP) standards for employment equity, diversity management, and inclusion. It highlights the link between these practices and business strategy and human resources management. The document provides an overview of SABPP's standards and certification processes related to employment equity, diversity, and inclusion.
This document discusses career management and development. It covers traditional and protean career concepts, stages of career development including preparation, entry, early/mid/late career, and a four stage model of exploration, establishment, maintenance, and disengagement. The document also outlines the career management process, roles and responsibilities of managers, employees and HR in career development, and potential issues that can arise from a lack of career management.
The document discusses competency models and frameworks for human resources (HR). It defines competencies as underlying characteristics like skills, knowledge, and attitudes that result in effective job performance. An HR competency model consists of competencies, proficiency levels, and behavioral indicators to describe successful performance. The document provides examples of HR competency models and frameworks, including core HR competencies and roles like strategic partner, employee advocate, and functional expert. It also discusses how competency models can be developed and linked to HR systems.
This document discusses career development and the roles of both employers and employees in the career development process. It outlines several methods that organizations can use to support career development, including career planning workshops, career counseling, mentoring, and personal development plans. Both employers and employees have important roles to play - employers should encourage and reward employees, while providing development opportunities. Employees are responsible for assessing their own skills and knowledge, seeking career information, and establishing goals. The document also presents five typical career stages from preparation for work to late career.
The document discusses the redefined role of talent development professionals to create a competitive advantage for organizations. It outlines the ATD competency model, which provides a framework of the key knowledge and skills talent development professionals need to have in areas like building personal capabilities, developing professional capabilities, and impacting organizational capabilities. The model also establishes a five-level scale for talent development professionals to self-assess their proficiency.
Career development can help you achieve greater happiness and fulfillment. Research shows that people who actively manage their lives and careers are well-informed, success learners.
www.cbseresultnic.co.in/
This document discusses career development from both organizational and individual perspectives. It defines key terms like career, career development, employee development, and covers traditional career stages from exploration to decline. Holland's vocational themes and Myers-Briggs typologies for understanding personality types are also introduced. The document emphasizes that individuals are responsible for managing their own careers and provides tips for career enhancement, including knowing your strengths, managing your reputation, building networks, and documenting achievements.
Talking about organization’s transformation, apart from technological advancement and organization’s process development, leading transformation requires competent people, dynamic organization and shared values & culture that enable the organization to resolve today’s issues, prepared for future challenges in dealing with changing trends and environment.
HRD refers to helping employees continuously develop their capabilities to perform current and future roles through training, learning, and developing an organizational culture of collaboration. An organization's culture is shaped by the underlying values and assumptions held by its members, while climate refers to the conscious environment as perceived by employees. HRD climate is influenced by how important human resource development is perceived to be, the level of openness, trust, and collaboration fostered, and how well HRD mechanisms like training and performance reviews are implemented. Developing an optimal HRD climate through supportive policies and practices can facilitate employee learning and development.
The document discusses HRD culture and its importance in organizations. It defines HRD culture and organizational culture. It outlines the significance of culture for communication and efficiency. It describes four common types of cultures - authoritarian, participative, mechanistic, and organic. Finally, it discusses how culture is learned through stories, rituals, symbols, and language in the organization.
This document discusses human resource development (HRD). It begins by defining HRD as concerned with developing and implementing people strategies to ensure organizational goals are achieved. Common HRD activities are listed as training, education, and development. The document then discusses the importance of training and development for achieving strategic goals in the 21st century. It notes that HRD practices may differ between countries and cultural differences are important to consider. The document also provides context on the history and development of HRD as a field in India. It identifies factors that have contributed to the growth of HRD as a profession and types of assistance provided by human resource departments.
The document discusses the importance of professional competence and developing one's abilities. It defines competence as a combination of experience, knowledge, attitudes, behaviors and abilities that are measurable and observable. Competencies are broken into three types - generic, functional, and managerial - and examples are provided for each. The document emphasizes that developing competencies allows one to learn, evolve, and achieve their potential and goals.
This document discusses organizational development (OD). It defines OD as a planned, systematic process aimed at improving an organization's effectiveness by implementing interventions at the individual, group, and structural levels. The key goals of OD are to align organizational elements with strategy, maintain organizational health, and improve capability. OD requires the involvement of all organizational levels and is led by an OD practitioner. The roles of an OD practitioner include diagnosing issues, facilitating change interventions, and evaluating impact. The document also explores the relationship between OD and human resource development (HRD), noting they work together but have distinct roles in driving organizational change.
Career development and Role of Human ResourcesRadhakrishnan
This document discusses career development and the role of human resources in career management. It begins by defining career and career development, noting that career development is an ongoing process through which individuals progress through changes to achieve their maximum potential. It then outlines some objectives and stages of career development. The document focuses on the role of HR in career management, including gauging employee potential, matching individual and organizational needs, and identifying career opportunities and requirements. It concludes by examining some issues in career development, such as career plateaus, dual career paths, skills obsolescence, and balancing work and family.
Challenges & Opportunities for Organizational Behaviored gbargaye
This document discusses challenges and opportunities for organizational behaviors. Some of the key challenges mentioned include globalization leading to increased competition, resistance to change from continuous innovation, and declining employee loyalty. However, the document also notes opportunities such as using advanced information technology to foster knowledge creation and sharing, stimulating creativity through new learning approaches, and designing workplaces and jobs to better balance work and life conflicts. Overall, the document examines how organizations can address diverse workforces, ethical dilemmas, and unpredictability while empowering employees and ensuring customer satisfaction.
It is a CEO Enablement Program. Launched as a flagship initiative by the School for Leadership Excellence, which is an emerging School for Entrepreneurs and CEOs in India, Bangalore.
This document discusses human resource development (HRD) issues and challenges in education management. It defines HRD as expanding human capital within an organization through developing both the organization and individual to improve performance. The document outlines HRD components like training, career development, and organizational development. It presents two issues with HRD - that it can be manipulative by controlling employees, and that HRD roles are unclear in many organizations. The presenter responds that HRD also seeks to develop human potential, and that its multi-disciplinary foundations support individual growth. For education managers, key challenges are linking individual and organizational goals through HRD, creating needs-based curriculums, and providing relevant professional development courses.
The document discusses the competencies required of HR professionals in the 21st century. It uses Rand Water, a South African water utility, as a case study. Rand Water transformed its HR function to focus on strategic priorities like managing change, culture, performance and diversity. It implemented participative structures and a performance management system. This helped Rand Water achieve labour peace and social transformation while expanding services. However, the HR function must now focus more on measurements and separating strategic and administrative roles to address new challenges in areas like talent management and customer focus.
The document discusses various managerial competencies that are important for managerial effectiveness. It defines competency as a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness. Managerial competencies are sets of knowledge, skills, behaviors, and attitudes needed to be effective in various management positions and organizations. The document then describes six core managerial competencies: communication, planning and administration, strategic action, teamwork, global awareness, and self-management. It provides details on the key elements and importance of each competency.
Diversity and Inclusion in the workplace by Thandi ThankgeSABPP
This document discusses diversity and inclusion in the workplace. It summarizes the South African Board for People Practices' (SABPP) standards for employment equity, diversity management, and inclusion. It highlights the link between these practices and business strategy and human resources management. The document provides an overview of SABPP's standards and certification processes related to employment equity, diversity, and inclusion.
This document discusses career management and development. It covers traditional and protean career concepts, stages of career development including preparation, entry, early/mid/late career, and a four stage model of exploration, establishment, maintenance, and disengagement. The document also outlines the career management process, roles and responsibilities of managers, employees and HR in career development, and potential issues that can arise from a lack of career management.
The document discusses competency models and frameworks for human resources (HR). It defines competencies as underlying characteristics like skills, knowledge, and attitudes that result in effective job performance. An HR competency model consists of competencies, proficiency levels, and behavioral indicators to describe successful performance. The document provides examples of HR competency models and frameworks, including core HR competencies and roles like strategic partner, employee advocate, and functional expert. It also discusses how competency models can be developed and linked to HR systems.
This document discusses career development and the roles of both employers and employees in the career development process. It outlines several methods that organizations can use to support career development, including career planning workshops, career counseling, mentoring, and personal development plans. Both employers and employees have important roles to play - employers should encourage and reward employees, while providing development opportunities. Employees are responsible for assessing their own skills and knowledge, seeking career information, and establishing goals. The document also presents five typical career stages from preparation for work to late career.
The document discusses the redefined role of talent development professionals to create a competitive advantage for organizations. It outlines the ATD competency model, which provides a framework of the key knowledge and skills talent development professionals need to have in areas like building personal capabilities, developing professional capabilities, and impacting organizational capabilities. The model also establishes a five-level scale for talent development professionals to self-assess their proficiency.
Career development can help you achieve greater happiness and fulfillment. Research shows that people who actively manage their lives and careers are well-informed, success learners.
www.cbseresultnic.co.in/
This document discusses career development from both organizational and individual perspectives. It defines key terms like career, career development, employee development, and covers traditional career stages from exploration to decline. Holland's vocational themes and Myers-Briggs typologies for understanding personality types are also introduced. The document emphasizes that individuals are responsible for managing their own careers and provides tips for career enhancement, including knowing your strengths, managing your reputation, building networks, and documenting achievements.
Talking about organization’s transformation, apart from technological advancement and organization’s process development, leading transformation requires competent people, dynamic organization and shared values & culture that enable the organization to resolve today’s issues, prepared for future challenges in dealing with changing trends and environment.
HRD refers to helping employees continuously develop their capabilities to perform current and future roles through training, learning, and developing an organizational culture of collaboration. An organization's culture is shaped by the underlying values and assumptions held by its members, while climate refers to the conscious environment as perceived by employees. HRD climate is influenced by how important human resource development is perceived to be, the level of openness, trust, and collaboration fostered, and how well HRD mechanisms like training and performance reviews are implemented. Developing an optimal HRD climate through supportive policies and practices can facilitate employee learning and development.
The document discusses HRD culture and its importance in organizations. It defines HRD culture and organizational culture. It outlines the significance of culture for communication and efficiency. It describes four common types of cultures - authoritarian, participative, mechanistic, and organic. Finally, it discusses how culture is learned through stories, rituals, symbols, and language in the organization.
This document discusses human resource development (HRD). It begins by defining HRD as concerned with developing and implementing people strategies to ensure organizational goals are achieved. Common HRD activities are listed as training, education, and development. The document then discusses the importance of training and development for achieving strategic goals in the 21st century. It notes that HRD practices may differ between countries and cultural differences are important to consider. The document also provides context on the history and development of HRD as a field in India. It identifies factors that have contributed to the growth of HRD as a profession and types of assistance provided by human resource departments.
The document discusses the importance of professional competence and developing one's abilities. It defines competence as a combination of experience, knowledge, attitudes, behaviors and abilities that are measurable and observable. Competencies are broken into three types - generic, functional, and managerial - and examples are provided for each. The document emphasizes that developing competencies allows one to learn, evolve, and achieve their potential and goals.
This document discusses organizational development (OD). It defines OD as a planned, systematic process aimed at improving an organization's effectiveness by implementing interventions at the individual, group, and structural levels. The key goals of OD are to align organizational elements with strategy, maintain organizational health, and improve capability. OD requires the involvement of all organizational levels and is led by an OD practitioner. The roles of an OD practitioner include diagnosing issues, facilitating change interventions, and evaluating impact. The document also explores the relationship between OD and human resource development (HRD), noting they work together but have distinct roles in driving organizational change.
Career development and Role of Human ResourcesRadhakrishnan
This document discusses career development and the role of human resources in career management. It begins by defining career and career development, noting that career development is an ongoing process through which individuals progress through changes to achieve their maximum potential. It then outlines some objectives and stages of career development. The document focuses on the role of HR in career management, including gauging employee potential, matching individual and organizational needs, and identifying career opportunities and requirements. It concludes by examining some issues in career development, such as career plateaus, dual career paths, skills obsolescence, and balancing work and family.
Challenges & Opportunities for Organizational Behaviored gbargaye
This document discusses challenges and opportunities for organizational behaviors. Some of the key challenges mentioned include globalization leading to increased competition, resistance to change from continuous innovation, and declining employee loyalty. However, the document also notes opportunities such as using advanced information technology to foster knowledge creation and sharing, stimulating creativity through new learning approaches, and designing workplaces and jobs to better balance work and life conflicts. Overall, the document examines how organizations can address diverse workforces, ethical dilemmas, and unpredictability while empowering employees and ensuring customer satisfaction.
It is a CEO Enablement Program. Launched as a flagship initiative by the School for Leadership Excellence, which is an emerging School for Entrepreneurs and CEOs in India, Bangalore.
This document discusses human resource development (HRD) issues and challenges in education management. It defines HRD as expanding human capital within an organization through developing both the organization and individual to improve performance. The document outlines HRD components like training, career development, and organizational development. It presents two issues with HRD - that it can be manipulative by controlling employees, and that HRD roles are unclear in many organizations. The presenter responds that HRD also seeks to develop human potential, and that its multi-disciplinary foundations support individual growth. For education managers, key challenges are linking individual and organizational goals through HRD, creating needs-based curriculums, and providing relevant professional development courses.
The document discusses the competencies required of HR professionals in the 21st century. It uses Rand Water, a South African water utility, as a case study. Rand Water transformed its HR function to focus on strategic priorities like managing change, culture, performance and diversity. It implemented participative structures and a performance management system. This helped Rand Water achieve labour peace and social transformation while expanding services. However, the HR function must now focus more on measurements and separating strategic and administrative roles to address new challenges in areas like talent management and customer focus.
The document discusses various managerial competencies that are important for managerial effectiveness. It defines competency as a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness. Managerial competencies are sets of knowledge, skills, behaviors, and attitudes needed to be effective in various management positions and organizations. The document then describes six core managerial competencies: communication, planning and administration, strategic action, teamwork, global awareness, and self-management. It provides details on the key elements and importance of each competency.
The document discusses managerial competencies and their importance for effective management. It defines competency as a combination of knowledge, skills, behaviors and attitudes that contribute to effectiveness. Managerial competencies are sets of abilities needed to be effective in various positions and organizations. Six core competencies are identified: communication, planning and administration, teamwork, strategic action, multicultural awareness, and self-management. Each competency is then defined and its components or foundations are explained.
The document discusses diversity in the workplace and different paradigms for managing diversity. It outlines three paradigms: 1) the discrimination and fairness paradigm which focuses on assimilation, 2) the access and legitimacy paradigm which focuses on differentiation, and 3) the learning and effectiveness paradigm which focuses on integration. It argues the third paradigm is emerging as it recognizes how employees' perspectives can inform an organization's work. The document also notes challenges to diversity in Indian workplaces from differences in religion, language, caste, culture and more. It concludes that company leaders play a critical role in facilitating open discussion and ensuring diversity initiatives focus on learning over security.
Building Inclusive Excellence_ Strategies for Effective DEI Programs.pdfEnterprise Wired
In this guide, we'll explore strategies and best practices for developing and implementing successful DEI programs that drive positive change and create a more inclusive organizational culture.
Build Inclusive and Diverse Workplaces in 2023 | The Enterprise WorldTEWMAGAZINE
Let's examines strategies for establishing inclusive and diverse workplaces: 1. The Value of Diversity 2. Fostering Inclusion 3. Crafting Inclusive Policies and Practices 4. Promoting Diversity At All Levels 5. Training and Education 6. Continuous Assessment
Value Proposition for Inclusive LeadershipFreddie Alves
A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.
Chapter 6 - Managing Change: Innovation and Diversitydpd
The document discusses managing change and diversity in organizations. It identifies different types of change, sources of resistance to change, and ways to overcome resistance. It also discusses diversity, innovation, and organizational development interventions like team building, process consultation, forcefield analysis, and survey feedback that are used to implement change.
This document discusses diversity management in organizations. It defines diversity as bringing a variety of backgrounds and perspectives that are assets to groups. Diversity management is defined as a comprehensive process to plan for, organize, direct and support a diverse workforce in a way that improves organizational performance. It discusses the benefits of diversity such as improved creativity, problem solving and customer service. Elements of diversity include factors like age, gender, race, religion and education. Managing diversity effectively can improve corporate culture, employee morale and productivity.
The document discusses promoting diversity in the workplace. It emphasizes the importance of leadership commitment to diversity and establishing an inclusive organizational culture. It also addresses developing employees, collecting workforce demographics data, engaging with the community, and measuring return on investment from diversity initiatives. Sample metrics for evaluating diversity goals and an individual development plan template are provided.
Unlocking the potential of diversity in executive search, this blog explores the pivotal role of top executive search firms in Bangalore, fostering inclusive leadership teams and driving organizational success.
Leadership and management and the differenceAboodZidan2
This document discusses managing cultural diversity in organizations. It begins by defining cultural diversity as having many groups of people from different backgrounds like language, traditions, and beliefs living together. It then discusses how organizations can manage diversity through their culture, recruitment, training, promotion practices, and addressing biases. It notes both challenges like potential conflicts but also opportunities like diverse perspectives that diversity provides. The document provides examples of how diversity can impact cohesiveness, communication, and morale. It concludes that fostering diversity gives competitive advantages like reduced costs, a strong workforce, and benefits like creativity, problem-solving, and adaptability that are crucial for organizations to be successful.
The document discusses leadership capital and how measuring leadership can help determine a company's market value. It introduces the Leadership Capital Index as a tool to help investors assess leadership confidence from 5% to 30-40%. The index has two domains - individual leader competencies and organizational human capital systems. Each domain contains elements that can be measured through interviews, surveys, and observations. Metrics are provided to evaluate factors like a leader's personal proficiency, strategic abilities, talent management skills, and an organization's culture, accountability, and information processes. The goal is to help investors better understand and value the intangible asset of leadership.
Dominic D'Souza is seeking a senior leadership role in corporate affairs, communications, or CSR. He has over 15 years of experience in these fields, currently serving as Associate Vice President and head of four departments at Wockhardt Limited. He aims to make a positive difference through integrity, loyalty, and honesty. He is well-connected, with strong influencing, negotiation, and public relations skills.
This document discusses establishing a strategic approach to diversity and inclusion. It introduces Integrity Development, the presenting company, and their mission to help clients develop leadership and value diversity to meet customer needs. The document outlines Integrity's expertise, client list, and a framework for understanding an organization's interests and defining diversity and inclusion. It makes the business case for diversity and choosing the right partner to establish an effective dialogue.
Strategic Human Resources and GlobalizationJJAnthony
This document discusses strategic considerations for human resources in supporting globalization. It outlines key topics including defining globalization, causes and trends driving it, developing strategies and visions, adapting core competencies, and the changing roles of managers. HR professionals must integrate corporate strategies with HR strategies to develop skills like cultural awareness, managing a diverse global workforce, and supporting organizations as they evolve toward more geocentric structures.
Organizations exist to allow people to work together towards shared goals. This increases specialization, use of large-scale technology, managing the external environment, and reducing transaction costs. Organizational behavior is the study of human behavior in organizational settings and how to apply this knowledge to improve organizational effectiveness. It examines how individuals, groups and structure influence behavior. Understanding organizational behavior helps motivate employees and achieve organizational goals. Managing diversity, changing employee expectations, globalization, and technology transformation present challenges that require flexibility from management. Promoting ethical behavior in decision-making and respecting principles is also important.
The document discusses employability skills that are important for MBA graduates when seeking jobs. It lists eight key skills employers look for including technical expertise, business acumen, communication skills, and ability to work with diverse teams. It also provides five solutions for the education sector to improve employability like collaborating with industry and establishing relationships with professional organizations. The last part of the document discusses job requirements for a Head of Learning and Development role at an IT company.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
4. Why Competencies
Observable abilities,skills,knowledge, motivations or
traits definedintermsofthebehaviors needed for
successful job performance.
Term that describes a pattern or cluster of actions taken
to achieve a result.
?
5. Why are competencies powerful?
Translate organizational
vision, mission and values
into observable,
measurable behaviours
Define jobs in terms of
behaviours required for
success
Provide a common
language and understanding
Are highly reusable and
transferable
7. 7
Level 1 Level 2 Level 3 Level 4 Level 5
Recognizes the need to
adapt
Adapts to the situation Adapts to widely varied
needs
Adapts plans and goals Adapts organizational
strategies
Expresses willingness to do
things differently.
Changes own behavior or
approach to suit the
situation.
Adapts to new ideas and
initiatives across a wide
variety of issues or
situations.
Adapts organizational or
project plans to meet new
demands and priorities.
Adjusts broad/macro
organizational strategies,
directions, priorities,
structures and processes to
changing needs in the
environment.
Acknowledges the value of
other points of view and
ways of doing things.
Adjusts rules or procedures,
based on the situation, while
remaining guided by the
organization's values.
Supports major changes that
challenge traditional ways of
operating.
Revises project goals when
circumstances demand it.
Adapts behavior to perform
effectively amidst
continuous change,
ambiguity and, at times,
apparent chaos.
Displays a positive attitude in
the face of ambiguity and
change.
Adapts behavior to perform
effectively under changing or
unclear conditions.
Adapts interpersonal style to
highly diverse individuals and
groups in a range of
situations.
Responds quickly to shifting
opportunities and risks.
Shifts readily between
dealing with macro-strategic
issues and critical details.
Anticipates change in order
to adapt own plans and
priorities.
Capitalizes on emerging
opportunities and risks.
Adaptability
Adapting in order to work effectively in ambiguous or changing situations, and with diverse individuals and groups.
8. 8
Why diversity and inclusion matters?
Diversity and inclusion is a competitive differentiator.
More likely
to outperform
15% 35%
More likely
to outperform
Gender-diverse
companies
Ethnically-diverse
companies
9. 9
How can you use competencies to
increase diversity?
Include diversity competencies as part of your
corporate culture
Review existing competencies for biases
Hire and promote based on merit
Be careful when hiring for “fit”
Diversity Competencies Success
11. 11
Level 1 Level 2 Level 3 Level 4 Level 5
Values individual differences
and invites participation while
working with others.
Leverages diversity and
advocates for inclusion in a
team.
Builds relationships with teams
across lines of differences.
Integrates diversity and
inclusion into the organization’s
strategy and culture.
Promotes diversity and
inclusion in the community.
Supports fair treatment and equal
opportunity for all, regardless of
differences.
Actively seeks and integrates
diverse thoughts and perspectives
in order to develop more robust
plans and solutions.
Encourages teams with varied
backgrounds to contribute their
experiences and views in the
organization’s work.
Promotes a culture that provides
organization members a sense of
belonging.
Culturally educates community
members /stakeholders,
encouraging cross-cultural
interaction, both inside and
outside the organization.
Recognizes the uniqueness of
individuals and the value they
bring to the organization.
Expresses appreciation of the
uniqueness of each team member.
Builds consensus in cross-
functional collaborations.
Evaluates the organization’s
processes and practices to identify
systemic barriers to diversity and
inclusion.
Gives public recognition for
diversity and inclusion
achievements.
Respects others’ preferences,
opinions, and beliefs, which may
be different from one’s own.
Builds consensus when working
with diverse individuals in a team.
Promotes collaboration and
exchange of ideas between
different teams.
Provides programs to foster and
enrich cultural understanding and
promotes cross-cultural
interaction.
Ensures that the organization’s
workforce reflects the diversity in
the community.
Solicits input from team members
that think differently from one self.
Puts diverse individuals in a team
to build a sense of community and
facilitate new opportunities.
Seeks to understand other teams’
expertise and work style, in order
to identify opportunities for
synergy.
Fosters a climate of inclusion,
where diverse thoughts are freely
shared and integrated..
Seeks opportunities to work with
other organizations to promote
diversity and inclusion in the
community/industry.
Reflects on own behaviors to
identify personal biases in dealing
with individual differences.
Identifies differences in how team
members work and learn,
incorporating such considerations
in managing and developing them.
Builds ideas, products, and
solutions based on a range of
perspectives.
Incorporates consideration of all
classes, races, nationalities,
cultures, disabilities, and genders
into organizational policy and
promotional processes
Serves on committees/workforces
to address diversity and inclusion
issues in the community/industry.
Adjusts own behaviors to adapt to
diverse work teams and client
groups.
Encourages team members to
challenge status quo that
undermines diversity and inclusion
at work
Leads cross-functional
initiatives/programs to address
diversity and inclusion issues.
Implements processes to resolve
complaints as a result of unfair or
discriminatory practices.
Explains the dynamics of cross-
cultural and inclusion-related
conflicts, tensions,
misunderstandings, or
opportunities in a community.
Embracing Diversity
Recognizing, valuing, and leveraging the unique perspectives, experiences, and talents of every individual; promoting cross-cultural understanding,
fairness and inclusion throughout the organization.
12. 12
TORONTO
3250 Bloor Street
West, Suite 600
Toronto, Canada
EMAIL
info@hrsg.ca
AIDA HADZIOMEROVC
ahadziomerovic@hrsg.ca
PHONE
(613) 745-6605
(647) 775-1641
OFFICES
6 Antares Dr, Nepean, ONK2E
8A9
Ottawa, Canada
Thank You!
Let’s Connect
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13. WORLD LEADER
IN COMPETENCY BASED MANAGEMENT
ABOUT HRSG
For 25+ years, we have helped our clients use competencies to:
• define their talent needs,
• address skill deficiencies, and
• improve individual and organizational performance.
Editor's Notes
Competency-based management is an approach towards managing talent that defines the competencies required for organizational success, and provides a framework for ensuring employees are hired, promoted and developed according to these competencies.
It helps to understand the value of having a comprehensive picture of all the competencies needed for success within jobs by considering the iceberg as an analogy. While one can see the iceberg in the ocean, the majority of its bulk is hidden under water.
First, let me talk about diversity and why companies should care about having a diverse workforce
According to McKinsey research, ethnically diverse companies are 35% and gender-diverse companies are 15% more likely to financially outperform the industry median. A report by Catalyst found that Fortune 500 companies with high ratios of women board directors financially outperformed those with the lowest ratios. And in an HBR article, Todd L. Pittinsky, an academic and author who specializes in workplace diversity, suggests that bias stifles creativity. While bias creates negative emotions, including fear, anger, and contempt, recent research links positive emotions such as joy, interest, and anticipation with novel, varied, and exploratory thoughts and actions—a recipe for innovation and a range of enhanced skills and resources.
Going back to the idea that competencies define organizational goals into observable behaviours, it’s easy to see how diversity can be defined in terms of behaviours required for organizational success. For example, one of the best-known ways to enhance workplace diversity is to introduce a core competency into the organization that supports this objective. Core competencies offer a powerful and focused way to shift and reinforce a new organizational culture because they define and direct, in behavioral terms, the values and strengths that every employee must demonstrate in order to differentiate the organization in a competitive marketplace. Championing a competency such as “valuing diversity” at every level and in every position can make a strong statement about the organization’s commitment to diversity. It also enables the organization to measure its progress and evaluate its employees according to their ability to encourage behaviors that embrace new perspectives and encourage social cohesion.
Validated competencies reveal the blind spots
While research shows that self-awareness among individuals within the organization is a key element in achieving greater diversity, it also shows that we chronically underestimate or fail to recognize our biases. And without warning systems in place to alert us to our biases, we will continue to justify them as
Even the way job requirements are defined can inadvertently disadvantage diverse candidates. Competencies help to address bias by filtering out extraneous considerations and focusing on the behaviors that define job success. However, some competencies can still contain content that excludes certain candidates. To ensure that your competencies are inclusive, it’s a good idea to contract a competency and diversity expert to validate your competencies. This type of specialist can analyze your competency content to uncover any biases hidden in your behavioral indicators that could dissuade applicants, exclude candidates, and undervalue employees.
It helps to understand the value of having a comprehensive picture of all the competencies needed for success within jobs by considering the iceberg as an analogy. While one can see the iceberg in the ocean, the majority of its bulk is hidden under water.