Organizational success depends on many factors, including choice of the right candidates. To achieve the highest quality, you must start with proper selection of not only students, but host families, club and district YEOs and committee members, and counselors. We will discuss the selection process holistically: its overall importance, timelines, and all of the people involved.
This document discusses factors that influence employee behavior. It identifies internal factors like motivation, attitude, and knowledge, skills, and abilities (KSA's) that are within the employee. External factors like supervisors, coworkers, and the organization also shape employee behavior. A model is presented showing how supervisor leadership, organizational rewards, motivation, coworker norms, and KSAs interact to determine employee behavior and personal and organizational outcomes. Motivation theories and the relationship between attitudes, intentions, and behavior are also examined. The success of training programs depends on employee motivation to learn and apply new skills.
Training and development in hospitality sector(hotel industry)Yutika Sonawane
The document discusses the hotel industry in India. It notes that the history of hotels in India dates back many years. The first western-style hotel was opened in 1840 in Mumbai. In the 20th century, many star-rated hotel chains were established. Recently, the hotel industry has boomed due to reduced airfares and increased tourism. However, a lack of trained staff is a key limitation for growth. The document then outlines different training methods used by hotels, both on-the-job and off-the-job, and provides some examples of specific hotel training programs.
Grievance procedure is a formal communication between an employee and the management designed for the settlement of a grievance. The grievance procedures differ from organization to organization.
This document discusses employee morale, including its definition, factors that influence it, symptoms of low and high morale, and ways to boost it. Morale is defined as the capacity of a group to work consistently towards a common purpose and resides in people's minds and emotions. Key factors that influence morale include job security, satisfaction, culture, management style, and perceptions of work and rewards. Symptoms of low morale include tardiness, absenteeism, and poor relationships, while high morale is indicated by feelings of belongingness, team spirit, and commitment. To boost morale, managers should motivate employees through communication, job enrichment, recognition, consultation, and empowerment while creating a healthy work environment. Morale is also related to productivity
Functions of Training & Development - Manu Melwin Joymanumelwin
New employee orientation is an important part of the hiring process.
It prepares the employees for new roles, and acclimates them to the company.
According to SHRM, employees who go through an orientation process feel more connected to their job.
The focus and length of orientation sessions are often determined by the employees' positions in the company.
While hourly employees may be in orientation for one day, manager-level employee orientation can last up to two weeks.
This document discusses evaluation of training and development programs. It begins by outlining Kirkpatrick's four levels of learning evaluation, including reaction, learning, behavior, and results. It then provides guidelines for conducting formative and summative evaluations using tools like questionnaires, surveys, tests, interviews, and observations. Common challenges in evaluating training like resistance are also addressed, with recommendations to emphasize feedback and continuous improvement. Overall, the document provides a comprehensive overview of evaluating the effectiveness of training programs using different models and metrics.
This document discusses factors that influence employee behavior. It identifies internal factors like motivation, attitude, and knowledge, skills, and abilities (KSA's) that are within the employee. External factors like supervisors, coworkers, and the organization also shape employee behavior. A model is presented showing how supervisor leadership, organizational rewards, motivation, coworker norms, and KSAs interact to determine employee behavior and personal and organizational outcomes. Motivation theories and the relationship between attitudes, intentions, and behavior are also examined. The success of training programs depends on employee motivation to learn and apply new skills.
Training and development in hospitality sector(hotel industry)Yutika Sonawane
The document discusses the hotel industry in India. It notes that the history of hotels in India dates back many years. The first western-style hotel was opened in 1840 in Mumbai. In the 20th century, many star-rated hotel chains were established. Recently, the hotel industry has boomed due to reduced airfares and increased tourism. However, a lack of trained staff is a key limitation for growth. The document then outlines different training methods used by hotels, both on-the-job and off-the-job, and provides some examples of specific hotel training programs.
Grievance procedure is a formal communication between an employee and the management designed for the settlement of a grievance. The grievance procedures differ from organization to organization.
This document discusses employee morale, including its definition, factors that influence it, symptoms of low and high morale, and ways to boost it. Morale is defined as the capacity of a group to work consistently towards a common purpose and resides in people's minds and emotions. Key factors that influence morale include job security, satisfaction, culture, management style, and perceptions of work and rewards. Symptoms of low morale include tardiness, absenteeism, and poor relationships, while high morale is indicated by feelings of belongingness, team spirit, and commitment. To boost morale, managers should motivate employees through communication, job enrichment, recognition, consultation, and empowerment while creating a healthy work environment. Morale is also related to productivity
Functions of Training & Development - Manu Melwin Joymanumelwin
New employee orientation is an important part of the hiring process.
It prepares the employees for new roles, and acclimates them to the company.
According to SHRM, employees who go through an orientation process feel more connected to their job.
The focus and length of orientation sessions are often determined by the employees' positions in the company.
While hourly employees may be in orientation for one day, manager-level employee orientation can last up to two weeks.
This document discusses evaluation of training and development programs. It begins by outlining Kirkpatrick's four levels of learning evaluation, including reaction, learning, behavior, and results. It then provides guidelines for conducting formative and summative evaluations using tools like questionnaires, surveys, tests, interviews, and observations. Common challenges in evaluating training like resistance are also addressed, with recommendations to emphasize feedback and continuous improvement. Overall, the document provides a comprehensive overview of evaluating the effectiveness of training programs using different models and metrics.
Performance Management and Performance Appraisalsminnoo
This document discusses performance management and performance appraisals. It defines performance as successfully accomplishing tasks through skills, knowledge and motivation. Performance management is establishing shared goals and developing employees to achieve organizational objectives. Key aspects of performance management include identifying, measuring, evaluating, improving and rewarding employee performance. Performance appraisals systematically evaluate employee performance against standards and provide feedback. They are used to provide rewards, training, determine potential and review performance. The document outlines the performance appraisal process and various appraisal techniques. It also discusses challenges in performance appraisals such as biases and ineffective practices.
Survey feedback - comprehensive OD interventions - Organizational Change an...manumelwin
Collecting data about the system and feeding back the data for individuals and groups at all levels of the organization to analyze, interpret meanings, and design corrective action steps.
These are having two components- the use of Attitude Survey and the use of Feedback workshops.
Organizational climate refers to employees' perceptions of the policies, practices and procedures in their workplace. It is shaped by both objective structural factors like rules and policies as well as subjective perceptual factors regarding how employees interpret and respond to their work environment. Organizational climate exists at multiple levels - the overall organization, individual work groups, and personal psychological experiences. It is measured through employee perceptions and influences important outcomes like job satisfaction, performance and retention. Managing organizational climate effectively requires understanding factors that create resistance to change as well as strategies to overcome resistance.
The document discusses consumer motivation and the motivational process. It defines motivation as the driving force that impels individuals to action. The motivational process involves needs, both innate and acquired, that give rise to motives. These motives then lead to the selection of goals, both positive and negative. Needs are never fully satisfied and new needs emerge as old needs are met. Motivation is influenced by success, failure, and defense mechanisms. Motives can be aroused physiologically, emotionally, and cognitively. The document also discusses measuring motivation through qualitative research methods.
It has PPT slides covering wide range of topics showcasing all the core areas of your business needs. This complete deck focuses on Restaurant Operations Management PowerPoint Presentation Slides and consists of professionally designed templates with suitable graphics and appropriate content. This deck has total of sixty one slides. Our designers have created customizable templates for your convenience. You can make the required changes in the templates like colour, text and font size. Other than this, content can be added or deleted from the slide as per the requirement. Get access to this professionally designed complete deck PPT presentation by clicking the download button below. https://bit.ly/3hxLDir
The document discusses performance appraisal concepts and methods. It defines performance appraisal and outlines its objectives for employees and organizations. Several traditional and modern appraisal methods are described, including paired comparison, graphic rating scales, forced choice, critical incidents, management by objectives, and 360 degree feedback. Issues with appraisal systems like biases and stress are covered. Advantages include feedback and goals, while disadvantages include potential negativity. Overall, 360 degree appraisal is presented as a popular emerging method when used appropriately.
The Engel-Kollat-Blackwell model views consumer behavior as a 4-step decision making process involving information processing, a central control unit, decision processes, and external influences. It was originally developed in 1968 to organize the growing body of knowledge around consumer decisions. The model accounts for differences in involvement between high-risk and low-risk purchases. It provides a framework for understanding how consumers actively seek, process, and evaluate information to make purchase decisions over time.
This document discusses service quality and the SERVQUAL model. It defines service quality as an assessment of how well a delivered service meets a customer's expectations. The SERVQUAL model measures service quality across five dimensions: responsiveness, assurance, tangibles, empathy, and reliability. It also identifies five gaps that can cause poor service quality if not addressed: the knowledge gap, policy gap, delivery gap, communication gap, and customer gap. Closing these gaps is important for improving customer satisfaction and delivering high quality services.
The document discusses organizational climate and how human resource practices can influence it. It describes factors that shape climate like involvement, supervisor support, and task orientation. Theories on climate are presented, like the shared-perception model focusing on performance and professional parameters. Key success factors for organizations include recruitment, training, talent management, and knowledge management. Suggestions are made around investing in branding and corporate social responsibility initiatives.
CRM involves collecting customer data to understand customers and enhance their value. It has several key aspects:
1) Acquire and retain customers by delivering value, maintaining interactions, and adapting to customer changes.
2) Understand customers through analysis and interactions to identify valuable segments and their needs.
3) Develop products, services, and channels based on customer segments to customize offerings.
4) Interact and deliver value across all parts of the organization based on customer information and needs.
This document outlines concepts related to decision making under uncertainty and risk. It discusses six steps to decision making, including defining the problem, listing alternatives and outcomes, and identifying payoffs. It then covers various decision making models for uncertainty, like maximax, maximin, and expected monetary value. Sensitivity analysis is introduced as a way to examine how decisions may change with different input data. The document uses examples and tables to illustrate key concepts in decision analysis.
Human Resource Management (HRM) involves managing the individuals within an organization, including hiring, firing, training, and other personnel issues. HRM applies disciplines like economics, psychology, and sociology to issues within an organization. The objectives of HRM include meeting the organization's strategic goals by finding employees with the right skills, as well as maintaining positive employee motivation and satisfaction. Managerial functions of HRM include planning human resource needs, organizing employee roles, directing employees, and controlling performance. HRM also considers external factors like changing laws, technology, and demographics that can impact an organization.
The document summarizes the role and functions of personnel management. It discusses key definitions of personnel management from various experts that focus on procuring, developing, and maintaining personnel to contribute to organizational objectives. The document also outlines the roles and objectives of personnel management such as building organizational culture, dealing with human relations, designing compensation packages, and ensuring the satisfaction of employees, customers, and the community. Finally, it discusses how the role of the personnel manager has evolved over time from a mediator and implementor of labor laws to a change agent, trainer, and business leader in the modern organization.
Human Resource Management vs Personnel Management SIMARAN SHAHEEN
Personnel management deals with recruitment, hiring, staffing, development, and compensation to achieve organizational objectives, focusing on procurement, development, compensation, and other operative functions. Human resource management takes a broader, more strategic approach that involves acquiring, maintaining, developing, utilizing, and coordinating people to optimize their performance and meet organizational needs through continuous processes like planning, selection, training, and appraisal. The key difference is that personnel management views workers as tools to be manipulated, while human resource management sees employees as organizational assets and promotes mutual goals and rewards.
Customer perceptions of service quality and satisfaction are influenced by four key factors: service encounters with staff, tangible evidence like people, processes and facilities, organizational image, and price. Perceptions are formed as customers receive and interpret sensory information from their environment. Managing customer satisfaction requires measuring quality, facilitating adaptability, managing quality dimensions at each customer encounter, and enhancing perceptions of value through pricing.
The document discusses service culture and managing service delivery. It defines service culture as an organizational culture that promotes behaviors that lead to high customer service. Building a strong service culture requires sustained efforts to develop employees, hire the right people, provide support systems, and retain top performers. The presentation also examines gaps in service delivery, such as differences between customer expectations and management perceptions, service standards, and actual performance. It provides strategies to close these gaps, like improving communication between managers and customers, establishing clear quality standards, and ensuring employee roles meet customer needs.
MOTIVATION IN HUMAN RESOURCE MANGEMENT; WHAT IS MOTIVATION, NEED FOR MOTIVATING EMPLOYEES, PROCESS OF MOTIVATION, TYPES OF MOTIVATION- INTRINSIC AND EXTRINSIC. MOTIVATION THEORY. METHODS OF MOTIVATION.
The Tampa Rotaract Club is sponsored by two Rotary clubs with over 100 members total. They hold one formal meeting, one social event, and at least one service project per month. The Boston Rotaract Club is 13 years old and sponsored by two Rotary clubs with 30 members total, meeting twice a month plus one social. Building a strong relationship with sponsor clubs requires taking initiative to connect on a personal level, finding the best fit, having patience to build trust and respect, and promoting Rotaract widely to expand networks and opportunities for members.
The service continuum goes from nice to important to
essential. Too often clubs do nice projects because they
haven’t developed effective criteria for determining what
they should do. This interactive session will demonstrate the
process of reviewing current and potential service projects,
identifying criteria, and prioritizing them. You can use
this procedure on committees, at board meetings, or with
the club as a whole. Get ready for serious conversations on
practical matters and ethical issues, with some great tools
for discussion and engagement.
Performance Management and Performance Appraisalsminnoo
This document discusses performance management and performance appraisals. It defines performance as successfully accomplishing tasks through skills, knowledge and motivation. Performance management is establishing shared goals and developing employees to achieve organizational objectives. Key aspects of performance management include identifying, measuring, evaluating, improving and rewarding employee performance. Performance appraisals systematically evaluate employee performance against standards and provide feedback. They are used to provide rewards, training, determine potential and review performance. The document outlines the performance appraisal process and various appraisal techniques. It also discusses challenges in performance appraisals such as biases and ineffective practices.
Survey feedback - comprehensive OD interventions - Organizational Change an...manumelwin
Collecting data about the system and feeding back the data for individuals and groups at all levels of the organization to analyze, interpret meanings, and design corrective action steps.
These are having two components- the use of Attitude Survey and the use of Feedback workshops.
Organizational climate refers to employees' perceptions of the policies, practices and procedures in their workplace. It is shaped by both objective structural factors like rules and policies as well as subjective perceptual factors regarding how employees interpret and respond to their work environment. Organizational climate exists at multiple levels - the overall organization, individual work groups, and personal psychological experiences. It is measured through employee perceptions and influences important outcomes like job satisfaction, performance and retention. Managing organizational climate effectively requires understanding factors that create resistance to change as well as strategies to overcome resistance.
The document discusses consumer motivation and the motivational process. It defines motivation as the driving force that impels individuals to action. The motivational process involves needs, both innate and acquired, that give rise to motives. These motives then lead to the selection of goals, both positive and negative. Needs are never fully satisfied and new needs emerge as old needs are met. Motivation is influenced by success, failure, and defense mechanisms. Motives can be aroused physiologically, emotionally, and cognitively. The document also discusses measuring motivation through qualitative research methods.
It has PPT slides covering wide range of topics showcasing all the core areas of your business needs. This complete deck focuses on Restaurant Operations Management PowerPoint Presentation Slides and consists of professionally designed templates with suitable graphics and appropriate content. This deck has total of sixty one slides. Our designers have created customizable templates for your convenience. You can make the required changes in the templates like colour, text and font size. Other than this, content can be added or deleted from the slide as per the requirement. Get access to this professionally designed complete deck PPT presentation by clicking the download button below. https://bit.ly/3hxLDir
The document discusses performance appraisal concepts and methods. It defines performance appraisal and outlines its objectives for employees and organizations. Several traditional and modern appraisal methods are described, including paired comparison, graphic rating scales, forced choice, critical incidents, management by objectives, and 360 degree feedback. Issues with appraisal systems like biases and stress are covered. Advantages include feedback and goals, while disadvantages include potential negativity. Overall, 360 degree appraisal is presented as a popular emerging method when used appropriately.
The Engel-Kollat-Blackwell model views consumer behavior as a 4-step decision making process involving information processing, a central control unit, decision processes, and external influences. It was originally developed in 1968 to organize the growing body of knowledge around consumer decisions. The model accounts for differences in involvement between high-risk and low-risk purchases. It provides a framework for understanding how consumers actively seek, process, and evaluate information to make purchase decisions over time.
This document discusses service quality and the SERVQUAL model. It defines service quality as an assessment of how well a delivered service meets a customer's expectations. The SERVQUAL model measures service quality across five dimensions: responsiveness, assurance, tangibles, empathy, and reliability. It also identifies five gaps that can cause poor service quality if not addressed: the knowledge gap, policy gap, delivery gap, communication gap, and customer gap. Closing these gaps is important for improving customer satisfaction and delivering high quality services.
The document discusses organizational climate and how human resource practices can influence it. It describes factors that shape climate like involvement, supervisor support, and task orientation. Theories on climate are presented, like the shared-perception model focusing on performance and professional parameters. Key success factors for organizations include recruitment, training, talent management, and knowledge management. Suggestions are made around investing in branding and corporate social responsibility initiatives.
CRM involves collecting customer data to understand customers and enhance their value. It has several key aspects:
1) Acquire and retain customers by delivering value, maintaining interactions, and adapting to customer changes.
2) Understand customers through analysis and interactions to identify valuable segments and their needs.
3) Develop products, services, and channels based on customer segments to customize offerings.
4) Interact and deliver value across all parts of the organization based on customer information and needs.
This document outlines concepts related to decision making under uncertainty and risk. It discusses six steps to decision making, including defining the problem, listing alternatives and outcomes, and identifying payoffs. It then covers various decision making models for uncertainty, like maximax, maximin, and expected monetary value. Sensitivity analysis is introduced as a way to examine how decisions may change with different input data. The document uses examples and tables to illustrate key concepts in decision analysis.
Human Resource Management (HRM) involves managing the individuals within an organization, including hiring, firing, training, and other personnel issues. HRM applies disciplines like economics, psychology, and sociology to issues within an organization. The objectives of HRM include meeting the organization's strategic goals by finding employees with the right skills, as well as maintaining positive employee motivation and satisfaction. Managerial functions of HRM include planning human resource needs, organizing employee roles, directing employees, and controlling performance. HRM also considers external factors like changing laws, technology, and demographics that can impact an organization.
The document summarizes the role and functions of personnel management. It discusses key definitions of personnel management from various experts that focus on procuring, developing, and maintaining personnel to contribute to organizational objectives. The document also outlines the roles and objectives of personnel management such as building organizational culture, dealing with human relations, designing compensation packages, and ensuring the satisfaction of employees, customers, and the community. Finally, it discusses how the role of the personnel manager has evolved over time from a mediator and implementor of labor laws to a change agent, trainer, and business leader in the modern organization.
Human Resource Management vs Personnel Management SIMARAN SHAHEEN
Personnel management deals with recruitment, hiring, staffing, development, and compensation to achieve organizational objectives, focusing on procurement, development, compensation, and other operative functions. Human resource management takes a broader, more strategic approach that involves acquiring, maintaining, developing, utilizing, and coordinating people to optimize their performance and meet organizational needs through continuous processes like planning, selection, training, and appraisal. The key difference is that personnel management views workers as tools to be manipulated, while human resource management sees employees as organizational assets and promotes mutual goals and rewards.
Customer perceptions of service quality and satisfaction are influenced by four key factors: service encounters with staff, tangible evidence like people, processes and facilities, organizational image, and price. Perceptions are formed as customers receive and interpret sensory information from their environment. Managing customer satisfaction requires measuring quality, facilitating adaptability, managing quality dimensions at each customer encounter, and enhancing perceptions of value through pricing.
The document discusses service culture and managing service delivery. It defines service culture as an organizational culture that promotes behaviors that lead to high customer service. Building a strong service culture requires sustained efforts to develop employees, hire the right people, provide support systems, and retain top performers. The presentation also examines gaps in service delivery, such as differences between customer expectations and management perceptions, service standards, and actual performance. It provides strategies to close these gaps, like improving communication between managers and customers, establishing clear quality standards, and ensuring employee roles meet customer needs.
MOTIVATION IN HUMAN RESOURCE MANGEMENT; WHAT IS MOTIVATION, NEED FOR MOTIVATING EMPLOYEES, PROCESS OF MOTIVATION, TYPES OF MOTIVATION- INTRINSIC AND EXTRINSIC. MOTIVATION THEORY. METHODS OF MOTIVATION.
The Tampa Rotaract Club is sponsored by two Rotary clubs with over 100 members total. They hold one formal meeting, one social event, and at least one service project per month. The Boston Rotaract Club is 13 years old and sponsored by two Rotary clubs with 30 members total, meeting twice a month plus one social. Building a strong relationship with sponsor clubs requires taking initiative to connect on a personal level, finding the best fit, having patience to build trust and respect, and promoting Rotaract widely to expand networks and opportunities for members.
The service continuum goes from nice to important to
essential. Too often clubs do nice projects because they
haven’t developed effective criteria for determining what
they should do. This interactive session will demonstrate the
process of reviewing current and potential service projects,
identifying criteria, and prioritizing them. You can use
this procedure on committees, at board meetings, or with
the club as a whole. Get ready for serious conversations on
practical matters and ethical issues, with some great tools
for discussion and engagement.
This document summarizes insights from a recent Rotary survey on members' visions for the organization. Over 28,000 Rotarians, Rotaractors, and alumni provided input. Key findings include: For an ideal Rotary, members want diversity and community impact. Members see Rotary's strengths as its humanitarian work and values. Attracting new members and engaging current ones are top challenges. Younger members place more importance on diversity. Retention is higher for newer and younger members. Most recommend Rotary for the friendships and community it provides at the club level through varied service projects. The survey insights will inform Rotary's strategic plan and vision for the future.
Establishing and Maintaining a Successful Paul Harris SocietyRotary International
The Paul Harris Society recognizes Rotary members and
friends of The Rotary Foundation who contribute $1,000
or more each year to the Annual Fund, PolioPlus Fund, or
approved global grants. Learn how you can help achieve the
Foundation’s goal of establishing a Paul Harris Society in
each district, or work to maintain those that already exist.
Zika and Dengue: Creating Partnerships to Interrupt Transmission (Honein)Rotary International
Zika, a mosquito-borne virus, can be passed from a pregnant
woman to her fetus, potentially causing microcephaly and
other devastating defects. Environmental factors may
contribute to the spread of the viruses that cause Zika,
dengue, and other tropical diseases, as a changing climate
may allow their mosquito carriers to flourish. Though
no vaccines exist for Zika or dengue, Rotary clubs can
implement service projects to provide education, clean up
mosquito habitats, promote prevention, and implement
an exciting new method to interrupt mosquitoes’ ability to
transmit these viruses.
If you have some experience with global grants and a firm
grasp on the basics, this session is for you. Learn how to
take the next steps toward developing a quality global grant
project, including conducting needs assessments and
making sure your project aligns with the areas of focus goals.
This document outlines strategies for promoting Rotary within local communities. It discusses running a "People of Action" campaign to highlight how Rotarians solve community problems. The campaign would share stories of Rotarians working with community partners and experts to develop and implement lasting solutions. The strategy also aims to narrow the gap between awareness and understanding of Rotary by defining what Rotary is and its impact, and allowing clubs to localize advertising to make it more relevant locally. It concludes by providing information on how to access additional Rotary convention presentations.
Fundraising for The Rotary Foundation can be fun and
inspiring, and come with personal benefits. Interested?
Join us to explore strategies for engaging members, creating
innovative campaigns, recognizing and connecting with
potential donors, and effectively sharing our story: Rotarians
and The Rotary Foundation are Doing Good in the World.
The Rotary Foundation transforms donations into sustainable projects in six areas of focus: promoting peace, fighting disease, providing clean water, saving mothers and children, supporting education, and growing local economies. It has spent $3 billion on projects over 100 years. Donations of as little as $0.60 can protect a child from polio. The presentation outlines Rotary Foundation expenditures and impact areas as well as ways Rotaract clubs can get involved in Foundation projects.
Whether you’re a future club president, Rotary Foundation
committee chair, or just passionate about fundraising, this
session will teach you about the Annual Fund and how to
establish or promote a culture of philanthropy in your club.
We’ll discuss ways to encourage first-time donors and thank
and recognize people who give.
Do you have a club website or app to keep your members
connected and up to date? Does your club manage member
and officer updates online? Over 14,000 clubs are already
integrated directly with Rotary International’s membership
database using tools provided by our licensed vendors. These
club management systems help you keep your membership
and club officer information up to date, connecting it to RI
in real time. They also provide easy-to-use templates for
your club’s website and tools to facilitate communication
among members. Come meet some of our vendors, see the
possibilities, and let us help you get started.
Rotarians are our best brand ambassadors, and the ideal
spokespeople for communicating the value we bring to the
communities we serve around the world. Come learn about
the new public image resources you can use to increase
others’ understanding of Rotary and inspire them to take
action, or even become members.
Global grants support large international activities with
sustainable, measurable outcomes in Rotary’s areas of focus.
If you haven’t participated in a global grant project, this
session is for you. You’ll learn the basics of global grants and
understand how to get started.
What if a project could be completed by the end of your next
club meeting? Learn how to design innovative activities that
are cost effective, time restrained, and beneficial to your
community. Harness your creativity and start thinking about
potential mini-projects that will engage your members and
leave them with a real sense of accomplishment at the end of
your meeting.
This document provides instructions for promoting Rotary Global Rewards, a member benefits program that offers discounts to Rotarians. It demonstrates how to access the program on desktop and mobile devices and highlights new features. Tips are given for promoting the program, including presenting it at PETS and district conferences, emailing members, encouraging Rotarians to create offers for their businesses, and adding links to club websites. The document shows how to find promotional materials and encourages sharing success stories.
Learn about recent updates to Rotary.org, and My Rotary,
what we’re working on now, and what’s in store for the future.
We’ll listen to your feedback, talk about our decision-making
process, share how we’re measuring success, and offer tips
for sharing your Rotary success stories with our team.
New Generations Service Exchange (NGSE) is a Rotary International program that allows young adults aged 18-30 to participate in cultural and professional exchanges in groups between districts. NGSE exchanges go beyond traditional youth exchanges by enhancing participants' professional skills and providing foreign cultural experiences. The document provides examples of how to set up partner districts, recruit exchange teams, and coordinate group activities. It outlines eligibility criteria, logistics of agreements and orientations, and sample itineraries for past exchanges between District 1841/1842 in Germany and District 3480 in Taiwan. The scope of NGSE exchanges includes visiting companies, public institutions, experiencing local cultures and history, enjoying scenic destinations, participating in vocational services, and having
How does club and district planning drive membership
growth? Hear about actual Rotary club experiences from
panelists, along with metrics to illustrate how planning
increases retention, attracts new members, and boosts our
impact on the world.
Intended for district leaders who are responsible for organizing
grant management seminars, this session will provide tips for
organizing and running a successful event in person or online.
Since the first contribution of $26.50, our Endowment
Fund has grown to more than $350 million in net assets
and $770 million in promises of future gifts. Learn how the
endowment continues to grow, how it is invested, how it
supports grants, and how we are working to strengthen its
impact over the Foundation’s second century of service.
Creating your personal legacy within the endowment
is covered in two complementary sessions: “Rotary’s
Tomorrow Depends on What We Do Today” and “Enhance
Your Rotary Legacy with U.S. Tax-Wise Gift Options.”
Webinar: From Surviving to Thriving - Building Resilience Laura O'Connor
Cheif Psychologist Jo Maddocks and Principal Consultants Jackie Grier and Bill Davies introduce our new Thrive model of Resilience and Resilience report. They look at the ways organisations can apply resilience to help support changing climates and build stronger leaders and teams.
The document summarizes the mission, vision, values and final words of the Battle Back Centre Lilleshall. The mission is to help armed forces personnel recover from injuries and illnesses through adaptive sports and training to facilitate a return to service or transition to civilian life. The vision is to create a dynamic learning environment that promotes personal and organizational success. The values center around inspiring, supporting and trusting those in their care while focusing on health, safety, responsibility, collaboration and continual learning.
The document summarizes Georgia Southern University's response to challenges over the past few years, current successes, and plans for continuous improvement and achieving its Vision 2026 strategic plan goals. It discusses navigating budget cuts and the pandemic, record enrollment, fundraising, and facility growth. Metrics from employee surveys and a leadership scorecard show engagement and accountability improvements. The vision outlines aspirations for student success, research, community impact, and more to position the university as a top public institution through strategic investments in people, programs, and facilities.
This document summarizes a study conducted on employee perceptions of financial planning at Welspun India Ltd. The objectives were to understand perceptions and differences based on demographics. A survey was administered to 75 employees using closed-ended questions in Likert scale format. The results found that most employees agree that financial planning is beneficial and reduces burdens. However, many still save less than 30% of their salary each month. Most also felt that past financial planning was helpful during the COVID-19 pandemic.
The document summarizes Brian Miller's role in preparing for the 2016 Rio Olympics after conducting reviews of several Australian sporting organizations following the 2012 London Olympics. It discusses Miller being involved in the Australian Olympic Committee and Australian Institute of Sport's "Campaign Rio" program to better prepare for Rio. It also notes Miller's roles with Athletics Australia and Synchronized Swimming Australia. The document covers various presentations Miller gave on lessons learned from London and strategies for improving preparation, team climate, staff enhancement, and other areas for Rio.
Workshop at Spanish Chamber of Commerce in Great Britain, London the 11th of february, 2015. Covers the concept of Corporate Health, the impact of executive coaching and team coaching in the results of the companies, melioora advantages and two real dinamics
This document discusses techniques for predicting and creating the future. It argues that the best way to predict the future is to create it through envisioning desired future states and defining goals and plans to achieve them. The document outlines a desired state planning model involving defining a current state, transition state, and desired state. It emphasizes defining a compelling vision and involving stakeholders to drive change. Researchers are challenged to move beyond just analyzing current and past states, and to help clients envision and build momentum to achieve desired futures. The key is to challenge satisfaction and status quos by developing dissatisfaction with the present and inspiration for an achievable future state.
The document discusses interviews and assessment centres for job applications. It provides advice on preparing for interviews, including common interview questions, tips for assessing interpersonal skills, and details about assessment centre activities. The purpose of interviews and assessments is to evaluate applicants' knowledge, skills, and fit for an organization beyond just their resume. The document also provides sources for additional information on the application process for both domestic and international students.
The document discusses strategic leadership and provides information on its objectives, functions, and models. It describes strategic leadership as providing vision and direction for organizational growth by developing a roadmap to achieve goals. It outlines seven functions, including purpose/vision, strategic thinking and planning, and lists four leadership styles in the managerial grid. The document emphasizes that great leadership challenges processes, inspires shared visions, enables others, models the way, and encourages others.
This document provides tools and strategies for developing business agility. It discusses establishing a clear vision and priorities, aligning stakeholders, and using empirical data to understand customer needs. The document emphasizes creating a learning culture, continuous innovation, and scaling down processes. Critical success factors include sustainable culture change, collaboration, and emphasizing people over processes. Tools presented include lean canvases, customer journey maps, and design thinking techniques to help organizations focus on customer value and adapt quickly to changing conditions.
This document discusses how organizations can balance control and growth in changing times. It is from a consulting firm called StrataBridge that helps companies achieve sustainable growth. The document poses 7 questions for organizations to consider to balance control and growth, such as understanding internal wiring for control vs growth, ensuring strategic clarity on sources of growth, and adapting decision-making processes. It emphasizes an ecosystem approach to strategy and highlights the importance of coherence across the organization to translate strategy into results.
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Curiosity Classes
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1. SERDAR KELAHMET
EEMA President 2016-2018
Asistant Governor for Central Asia
Clubs
District 2430 TurkeyIskenderun R.C.
R.I. Convention/Atlanta 10.06.2017
4. Optional Head treatment
...from the Rome 2013 | 61st EEMA Conference
Consensus Conferences dedicated to
Youth Exchange Program
with SPECIFIC TOPIC
every year
21. Optional Head treatment
TRAINING
As a matter of facts, to improve the quality, it is
not necessary to reinvent the wheel or rediscover
America.
The answer is very simple;
TRAINING
TRAINING
TRAINING
22. Optional Head treatment
SELECTION
However to achieve the quality you must start
with proper selection.
As the quality of the selection will lead to the
quality of the program the proper selection is
set as the primary rule.
24. Optional Head treatment
SELECTION
The selection process, therefore, might be
regarded as a risk management procedure to help
eliminate unsuitable applicants, and be an important
way to ensure that selected individuals maintain the
objectives of Rotary Youth Exchange.
25.
26.
27. Optional Head treatment
THE PARTIES OF THE SELECTION
Students
Host Families
Club- YEO/Counselors/Committees
District YE Chair/Committees
41. Successful YEOSuccessful YEO
AA
cc
cc
ee
pp
tt
RR
ee
jj
ee
cc
tt
Unsuccessful YEOUnsuccessful YEO
Correct DecisionCorrect Decision Incorrect DecisionIncorrect Decision
Incorrect DecisionIncorrect Decision
(False Positive)(False Positive)
(False Negative)(False Negative)
Correct DecisionCorrect Decision
44
DISTRICT YEO
42. Optional Head treatment
HOW DID YOU CHOSEN AS
DISTRICT CHAIR,ETC.?
They didn’t tell me how much work itThey didn’t tell me how much work it
would be, until after I accepted!would be, until after I accepted!
I wasn’t at the meeting when they electedI wasn’t at the meeting when they elected
me.me.
No one else would do it.No one else would do it.
44. Optional Head treatment
THE BUSİNESS OFTHE BUSİNESS OF
ROTARY YOUTH EXCHANGEROTARY YOUTH EXCHANGE
AL KALTER, SCOTT WİSNERAL KALTER, SCOTT WİSNER
IdeasIdeas
InvestorsInvestors
SuppliersSuppliers
CustomersCustomers
ProductsProducts
MarketingMarketing
45. Optional Head treatment
WHATWHAT IIS MS MIISSSSIING FROMNG FROM THISTHIS
GLOBAL CORPORATGLOBAL CORPORATIION?ON?
Employees!Employees!
46. Optional Head treatment
ROTARY YOUTH EXCHANGE İS AROTARY YOUTH EXCHANGE İS A
GLOBAL CORPORATİONGLOBAL CORPORATİON
Who are our employees?
1. Students
2. Host Families
3. District and Club YEOs
Our product is:
“The advancement of international
understanding, goodwill, and
peace…”
One exchange at a time.
47. Optional Head treatment
WANT AD FOR A STUDENTWANT AD FOR A STUDENT
“POS“POSIITTIION”:ON”:
““Global corporation (RI) with an internationalGlobal corporation (RI) with an international
subsidiary (YE), specializing in the advancementsubsidiary (YE), specializing in the advancement
of international understanding, goodwill, andof international understanding, goodwill, and
peace, seeks temporary employees (ages 15-18)peace, seeks temporary employees (ages 15-18)
for a one year assignment in one of our overseasfor a one year assignment in one of our overseas
departments.departments.
Only highly motivated individuals, in agreementOnly highly motivated individuals, in agreement
with our mission statement, willing to representwith our mission statement, willing to represent
one of our local departments somewhere else inone of our local departments somewhere else in
the world need apply. Some travel required”.the world need apply. Some travel required”.
48. Optional Head treatment
INTERVIEWS:INTERVIEWS:
EMPLOYEES NEED TO BEEMPLOYEES NEED TO BE
IINTERVNTERVIIEWEDEWED
A typical YE Interview:
Tell us something about yourself.
Why do you want to be an exchange
student?
Where would you like to go?
What kind of experience do you have living
in another culture?
50. Successful StudentSuccessful Student
AA
cc
cc
ee
pp
tt
RR
ee
jj
ee
cc
tt
Unsuccessful StudentUnsuccessful Student
Correct DecisionCorrect Decision
(True Positive)(True Positive)
Incorrect DecisionIncorrect Decision
Incorrect DecisionIncorrect Decision
(True Negative)(True Negative)
(False Positive)(False Positive)
(False Negative)(False Negative)
Correct DecisionCorrect Decision
53
51. Optional Head treatment
Some promising research being doneSome promising research being done
in RYE Florida, Ohio-Eriein RYE Florida, Ohio-Erie
The Resiliency Scales for Children and Adolescents
All Outbounds are given the test early in the training year
Has given us specific areas to assist students individually
in preparing for the exchange
52. Optional Head treatment
RESILIENCYRESILIENCY
Resilience is the ability to adapt well and recover
quickly after stress or adversity. If you have a
resilient personality, you are better able to maintain
poise and a healthy level of physical and
psychological wellness in the face of life's challenges
53. Optional Head treatment
SOME OF THE RESSOME OF THE RESIILLIIENCYENCY
SCALES MEASURESCALES MEASURE
• optimismoptimism
• ability to set and achieve goalsability to set and achieve goals
• adaptabilityadaptability
• ability to develop trustability to develop trust
• ability to seek and utilize supportability to seek and utilize support
• general level of comfortgeneral level of comfort
• tolerance of differencestolerance of differences
• sensitivity to otherssensitivity to others
• ability to recover from stressability to recover from stress
54. Optional Head treatment
ASK INTERVASK INTERVIIEW QUESTEW QUESTIIONS FORONS FOR
WHWHIICH STUDENTS CANNOTCH STUDENTS CANNOT
PREPAREPREPARE IIN ADVANCE, ANDN ADVANCE, AND
WHWHIICH RELATE TO SKCH RELATE TO SKIILLS THATLLS THAT
SEEM TO BE RELATED TO SUCCESSSEEM TO BE RELATED TO SUCCESS
AS AN EXCHANGE STUDENTAS AN EXCHANGE STUDENT
55. Optional Head treatment
QUESTQUESTIIONS FROM THEONS FROM THE
RESRESIILLIIENCY SCALESENCY SCALES
What has been the greatest challenge you have had to
deal with in your life? Tell us how you have dealt with it.
Tell us about a problem you have had in your life and
how you went about solving it.
Tell us about a time when you failed at some task but
kept on working on it until you succeeded.
Tell us about some ways you have learned from your
mistakes.
Tell us about a time when you have had to ask for help
with a problem.
Tell us about a time when you have disagreed strongly
with someone else that you had to interact with. How
did you deal with it?
56. Optional Head treatment
ALL EMPLOYEES NEED JOBALL EMPLOYEES NEED JOB
DESCRDESCRIIPTPTIIONSONS
Students
Host Families
Club- YEO/Counselors/Committees
District YE Chair/Committees
57. Proposed by and led byProposed by and led by
Erwin ZellerErwin Zeller 50% reported seeing50% reported seeing
their club counselortheir club counselor
less than 1/monthless than 1/month
Student Post-Student Post-
Exchange SurveyExchange Survey
60
58. Optional Head treatment
The #1 problem, globally, is Club
/YEO/ Counselor support
The #1 problemThe #1 problem
59. Optional Head treatment
CLUB YEO/COUNSELOR/CLUB
COMMITTEE
Counselor = student’s “best
friend”
Getting student involved early
(Rotary club, school activities,
community)
Marketing program at schools …
Student interviews
60. Optional Head treatment
THE CLUB COUNSELOR SHOULDTHE CLUB COUNSELOR SHOULD
Establish contact with the student before departure
or after arrival, explaining the expectations of the club
and the district and maintaining and documenting
regular contact (at least once a month)
Counsel the student in matters such as choosing
classes, making friends, and participating in activities.
Help the student adapt to the culture and language
Work with the community and the student’s school to
ensure that the student is involved in positive activities
and community life
61. Optional Head treatment
THE CLUB COUNSELOR SHOULDTHE CLUB COUNSELOR SHOULD
Informs the student about abuse and harassment
prevention and creating a supportive atmosphere in which
the student feels comfortable discussing any concerns
Serving as an advocate for the student in any matter
The Rotarian counselor should be trained to respond to
problems or concerns that may arise during the exchange,
including allegations of abuse or harassment
Etc.
62. Optional Head treatment
STUDENT
HINTS FOR THE BEST AND CAREFUL SELECTION
Students should be asked if they really want to go abroad,
if they are eager to learn new ways of life, if they know what
Rotary is. They should be well behaved and have a good
general knowledge of the country they will go to as well as
the World and should relate well with others when in
groups.
64. Optional Head treatment
HINTS FOR THE BEST AND
CAREFUL SELECTION
Assessments of individuals should include:
Optimism, ability to set and archive goals,
adaptability, ability to develop trust, ability to seek and
utilize support, good level of self esteem, tolerance of
differences, sensitivity to others, ability to recover from
stress.
65. Optional Head treatment
HINTS FOR THE BEST AND
CAREFUL SELECTION
Students selected should:
a.Be aged 15-18 for the long-term exchange program.
b.Have above-average academic ability
c.Be able to express themselves clearly and effectively
d.Demonstrate community leadership skills
66. Optional Head treatment
HINTS FOR THE BEST AND
CAREFUL SELECTION
Additional criteria may include:
a.Adaptability (outgoing, confident, and willing to adjust
to changing surroundings)
b. Potential for being an excellent Rotary ambassador
c.Complete support of parents
d.Proficiency in, or capacity to learn, the language of the
host country
67. Optional Head treatment
HINTS FOR THE BEST AND
CAREFUL SELECTION
Final selection may incorporate the following
criteria:
a.Level of maturity of the student
b.Ability to exercise good judgment
c.Compatibility with goals of Rotary
d.Good health, both physical and mental
e.The number of students that the district can support
Interviews and other assessment tools
68. Optional Head treatment
INTERWIEWS
Every prospective exchange student must be interviewed by
members of the district committee. It is recommended that the
interview committee includes at least
a.One rebound.
b.One experienced Host Mother.
c.Two members of YEP local committee.
69. Optional Head treatment
INTERWIEWS
First interview is at the club level.
Second interview: the district chair and his/her
team interview the candidate alone, his/her family
alone and then all together.
An orientation weekend where careful
observation of students is made is a good method of
assessment of suitability.
70. Optional Head treatment
INTERWIEWS
Use of Rotaract and ROTEX with selection
and orientation.
Use of interview questions for which students
cannot be prepared in advance.
Accuracy of the application is essential to a
successful selection.
71. Optional Head treatment
SELECTION TIME
Students should be selected and applications
completed by December of the year before they are to
go on exchange, but must be at least 6 months before
the date of departure.
This will allow time for the students to take part in
orientation meetings, for their district or multi-district
to make a placement in another country and for all
parties to comply with all RI and government
requirements.
72. Optional Head treatment
WHO IS THE RESPONSIBLE FOR
THE SELECTION
The club has the first responsibility for selection of
the student.
a.It is closer to the applicant’s home and often a member
knows the candidate and his/her family.
b.The Club YE Committee identifies and interviews
prospective exchange students.
c.It ensures completion of the preliminary application,
with appropriate student and parent signatures, and
submits it to the district.
73. Optional Head treatment
STUDENT
Good student (upper half of class)
Willingness to adapt to new situations
Initiative to get involved in activities
Willingness to speak to groups
Attitude for giving to others
75. Optional Head treatment
HOST FAMILIES
RI recommends three host families during a long term exchange. Families
do not have to be Rotarians and do not have to have school aged children.
It does helps the inbound student if in the first host family there are
students of his/her age.
According to the RI Code of Policies, parents of outbound long-term
exchange students cannot be required to host as a condition of their child’s
participation in the program. However, if willing, they may host inbound
students or may be asked to assist in finding other suitable host families.
The short-term exchange program often includes a “family to family”
component. Districts can require reciprocal hosting for a student to
participate.
Individual districts may establish guidelines that are more specific than
those provided by RI
76. Optional Head treatment
HOST FAMILIES
The selection of host families is in almost all cases, a joint effort and
responsibility shared by the local club and the district. The multi-district
may be involved in a monitoring and compliance role.
Host families are often found by the candidate’s family. The club meets
with the host families before the candidate is interviewed at district level.
The local club:
a.checks host family application
b.provides the necessary related documentation (for example Volunteer
Agreement, background check form) and any other required information.
The Club YE Committee interviews the prospective host families
reviews all documentation and makes the final decision as to their
suitability to host an inbound student.
77. Optional Head treatment
CLUB YEO’S
Club YEO’s should be:
a.Club members who have been trained by experienced
committee member.
b. Determined Rotarians, willing to accept the task .
c.Knowledgeable of the world of young people.
78. Optional Head treatment
WHOM SHOULD WE TRAIN
First of all we have to train the trainers.
YEO’s
YEO’s have been serving in different youth exchange committees
for years but still they should be trained from time to time.
If the YEO that will serve in Youth Exchange Committee is
competent and trained, the program will start in the correct
way and as a natural consequence the success will be very high .
80. Optional Head treatment
WHOM SHOULD WE TRAIN
HOST FAMILIES
Most important part of the program.
Host families that attend the training programs and interviews
only can take part in the program.
81. Optional Head treatment
WHOM SHOULD WE TRAIN
STUDENTS
Students pass through the following courses in order to join
program.
-"Rotary"
-The rules they have to OBEY
- Being an ambassador of their country.
- 6 Be’s and +++++
-We put forward our expectations from them very clearly
and neatly .
82. Optional Head treatment
CONCLUSION
The secret of success is the proper selection. Training
improves the Quality.
Rotex members are the bridges. We have many Rotarians in
the Disrtrict Youth Exchange committee comes from Rotex.
Once you breaks the rules you can never rebuild them .
Love people- Love what you do
Love Rotary Youth Exchange
83. This presentation and others
from throughout the convention
are available through the
convention mobile app and on
SlideShare at
www.SlideShare.net/Rotary_International.
84. Rate this session in the
Rotary Events app,
available in your Apple or
Android app store.
[Keep this slide at the end, and read this suggested text]
Your feedback is valuable so remember to complete the brief session evaluation in the convention mobile app. To download the app, search for “Rotary Events” in your Apple or Android app store.