The document discusses how social learning is becoming the future of workplace learning. It is driven by employees increasingly learning through informal social interactions using consumer technologies. This represents a fundamental shift away from formal training. For learning and development to be effective, it needs to embrace this social learning by supporting knowledge sharing, networking, and autonomy rather than trying to control or ban informal learning activities. Success will be measured by improved performance rather than traditional learning metrics.
Presentation to PACT Meeting, Minneapolis, 13 February 20145. [Links to references at http//c4lpt.co.uk/janes-articles-and-presentations/social-learning-in-the-workplace/
The session will provide you with a clear understanding of which social learning tools are available and fit-for-purpose for corporate use. Jane will discuss what tools organisations are using, and will provide practical advice on getting started and setting up informal and social learning tools so they add value to your organisation.
The workplace is changing – and it’s largely due to the impact of social technologies. More and more individuals are using their own devices and tools to address their own learning and performance problems, and the emergence of social businesses means that collaboration and community skills are becoming the new workplace skills. L&D departments around the world are grappling with how to makes sense of all this and how they can support the new ways of learning in the social workplace.
Presentation to PACT Meeting, Minneapolis, 13 February 20145. [Links to references at http//c4lpt.co.uk/janes-articles-and-presentations/social-learning-in-the-workplace/
The session will provide you with a clear understanding of which social learning tools are available and fit-for-purpose for corporate use. Jane will discuss what tools organisations are using, and will provide practical advice on getting started and setting up informal and social learning tools so they add value to your organisation.
The workplace is changing – and it’s largely due to the impact of social technologies. More and more individuals are using their own devices and tools to address their own learning and performance problems, and the emergence of social businesses means that collaboration and community skills are becoming the new workplace skills. L&D departments around the world are grappling with how to makes sense of all this and how they can support the new ways of learning in the social workplace.
A short presentation on some of the key shifts we are experiencing over the past few years, their impact on how work, learn, collaborate and the future of work.
Infusionsoft Socially Enabled Internal Communication ProposalKimberle Morrison
We're growing and needed a more effective and scalable way to communicate internally. This presentation outlines our process and the rationale behind how and why we decided to go with a socially enabled system for communication and collaboration
Professional Development Y3 ssp 12 13 l14Miles Berry
Many teachers might seem reluctant to make extensive use of ICT in their teaching or to teach the ICT curriculum as effectively as they might. Furthermore, the rapid pace of technological change ensures that you and your colleagues face the continual challenge of staying up to date with technology and its use in schools. Web based communities and networks provide many opportunities for professional development and peer support.
We consider the importance of ongoing CPD and explore a number of approaches to this. Within a community of practice model, you reflect on the process of your professional formation as a teacher, comparing and contrasting this with your subsequent professional development.
I discuss a number of online resources, networks and communities of relevance to primary ICT or e-learning coordinators and you explore a number of these. We look at how you might facilitate your future colleagues professional development, through face-to-face gatherings and online communities.
10 Ways to Use an Enterprise Social Network for Social LearningJane Hart
Using an ESN in these ways can help L&D play a significant part in inspiring, encouraging, supporting and embedding social learning in the organisation - and at the same time build widespread adoption of the ESN. (Presentation at LT16, London, 3 February 2016)
L&D Practices for Modern Workplace LearningJane Hart
The radically changing workplace needs a new definition, new mindset and new L&D practices for Modern Workplace Learning (MWL). Download the PDF with working hyperlinks. Note: this diagram is being continuously updated.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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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.
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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.
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1. Introduction and Key Concepts of Sustainability
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To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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3. Learning
"Social Business" is not about technology, or about
"corporate culture." It is a socio-political historical shift that
is bigger, broader and much more fascinating.
A new perspective is changing how we think about society,
politics, interpersonal relationships, science, government
and business. New approaches are emerging. Learning
and self-expression are exploding. Values are changing.
Leadership is changing. The economy is changing. Change
itself is changing — it is accelerating and becoming the
norm.”
Social Business doesn’t mean what you think it does
Deb Lavoy, 7 September 2011
C4LPT, 2011
4. Social Learning is NOT …
• a new training trend
• bolting “social” onto a course
• upgrading to a new LMS
It is a fundamental shift in the way people are learning in the
workplace …
5. what evidence do you have
that people are working and
learning differently
C4LPT, 2011 5
7. Consumerization of IT
“Today already 47% of business technology users
at North American and European companies report
using one or more website(s) to do parts of their jobs
that are not sanctioned by their IT department.
We expect this number to grow to close to 60%
in 2011 as frustrated workers work around
IT to self-provision technology”
How democratization of technology empowers employees, Forrester, 2011
C4LPT, 2011 7
8. Consumerization of Learning
“between one-third and two-thirds of your
employees are meeting their needs
by working around you”
Jensen & Klein, Blind Spots, CLO Magazine, April 2011
C4LPT, 2011 8
9. how can IT and L&D deal with
this? Should they ..
Ignore it – it’s not important
Ban it – it’s disruptive
Embrace it – it’s an important aspect
of learning in the workplace
C4LPT, 2011 9
13. IMPROVING PRODUCTIVITY
FINDING & USING
Personal Finding content CONTENT
Team productivity
productivity
Keeping up
to date
with new
content
Sharing
links,
resources
& ideas
Co-creating
content
JOINING & BUILDING CREATING & SHARING
NETWORKS & COMMUNITIES
C4LPT, 2011 CONTENT 13
14. 8 key features
how the Smart Worker
works and learns
today
…and what this
means for L&D
C4LPT, 2011 14
15. 1 - The Smart Worker :
recognises she learns
continuously as she does
her job
“today’s work environment doesn’t
tolerate learners stepping out of their
workflow to learn unless it is absolutely
vital to do so”
Gottfredson, 2011
C4LPT, 2011 15
16. The future is ….
• valuing informal and social
learning
• integrating learning in the
workflow.
17. 2 - The Smart Worker :
wants immediate access
to solutions to his
performance problems
“People don’t want to study a
problem they want to solve it.”
C4LPT, 2011 17
18. The future is ….
• de-focusing on courses and
re-focusing on performance
aids
• good information design
• not reinventing the wheel
• encouraging effective use of
the Social Web
19. 3 - The Smart Worker : is happy to share
what she knows
C4LPT, 2011 19
20. The future is ….
• recognising YOU can’t create
everything your people need
• tapping into the growing
phenomenon of sharing
• enabling the infrastructure
for sharing
• letting groups organise their
own content
22. 4 - The Smart Worker :
relies on a trusted
network of friends and
colleagues
C4LPT, 2011 22
23. “I’ve learned more in the last few
weeks by monitoring this
community than I have in the
past year in class….. It’s an
amazing group – I have seen
discussions on questions I hadn’t
thought about and received
pointers towards great articles.”
C4LPT, 2011 23
24. The future is ….
• helping individuals build their
own Personal Knowledge /
Learning Networks (PKNs or
PLNs)
• Helping groups set up and
maintain their own
communities of practice, etc
25. 5 - The Smart Worker :
learns best with and from others
C4LPT, 2011 25
26. The future is ….
• recognising you cannot
force/enforce social learning
• providing a framework for
conversations and discussions
to take place
• encouraging others to set up
their own learning
communties
28. 6 - The Smart Worker : keeps up to date
with his industry and profession
C4LPT, 2011 28
29. The future is ….
• helping individuals with their
Personal Knowledge
Management (PKM), e.g.
helping them deal with
information overload
• encouraging others to curate
content to share with their
teams
30. 7 - The Smart Worker :
constantly strives to
improve her productivity
C4LPT, 2011 30
31. The future is ….
• encouraging the use of
personal devices
• providing workflow audits
• offering a performance
consulting approach to
business/job problems
32. 8 - The Smart Worker :
thrives on autonomy
"Human beings have an innate
drive to be autonomous, self-
determined and connected to
one another.
The opposite of autonomy is
control. And since they sit at
different poles of the
behavioural compass, they
point us to different
destinations. Control leads to
compliance; autonomy leads to
engagement
A sense of autonomy has a
powerful effect on individual
performance and attitude.“
C4LPT, 2011 32
33. The future is ….
• letting go!
• understanding learning is not
the end goal, but the means
to an end - the end is
performance
• keeping out of the way of
self-reliant learners
• helping others become more
self-reliant
34. how do we measure success?
- employee learning
- L&D’s interventions
C4LPT, 2011 34
35. The future is ..
• measuring success differently
• moving from quantity to
quality
• “quantity is an antiquated
way of measuring success”
• defining performance
objectives and measuring
how well individuals meet
their objectives
• moving from LMS to social
and collaboration tools/
platforms