The document summarizes a two-day conference on recruiting and retaining veterans in the workforce. The conference aimed to teach organizations how to develop training programs and strategic plans to assist veterans transitioning from military to civilian life. Speakers discussed creating job opportunities for disabled veterans and utilizing one-stop career centers. Sessions covered developing skills training, translating military experience into civilian jobs, and programs to help homeless veterans find work.
This two-day conference aimed to provide tools and strategies for assisting veterans transitioning from military to civilian life. The agenda covered developing job training programs, creating strategic reintegration plans, addressing challenges faced by disabled veterans, and utilizing one-stop career centers. Speakers shared best practices for recruiting, training, retaining and supporting returning veterans in the workforce.
The two-day conference aimed to provide tools and strategies for assisting veterans transitioning from military to civilian life. Topics included developing job training programs, creating strategic reintegration plans, assisting disabled veterans, and utilizing one-stop career centers. Speakers would discuss developing skills, addressing challenges, and aligning military experience with civilian jobs to promote a successful transition. The goal was to help organizations effectively recruit, train, and retain returning veterans.
This document provides information about a conference on veteran reintegration into the workforce held from February 17-19, 2010 in Arlington, VA. The conference aimed to help attendees develop skills and strategies to assist veterans transitioning from military to civilian life and employment. Over the three days, sessions covered topics such as creating job training programs, developing strategic reintegration plans, assisting disabled veterans, and utilizing one-stop career centers. The document provides an agenda and session descriptions to help attendees learn best practices for supporting veteran employment.
This document provides information about a conference on veteran reintegration into the civilian workforce held from February 17-19, 2010 in Arlington, VA. The conference aimed to help attendees develop strategies and programs to assist veterans transitioning from military to civilian life and employment. Over the three days, speakers covered topics such as creating job training programs, developing strategic reintegration plans, assisting disabled veterans, and utilizing one-stop career centers. The document provides an agenda, speaker bios, registration information, and details about networking opportunities.
This document provides information about a conference on veteran reintegration into the civilian workforce held from February 17-19, 2010 in Arlington, VA. The conference aimed to help attendees develop skills and strategies to assist veterans transitioning from military to civilian life, including developing job training programs, creating strategic reintegration plans, and assisting disabled veterans with employment. Sessions covered topics such as utilizing one-stop career centers, retaining veterans in the workforce, and understanding programs to aid veteran reintegration.
Leading change through Employee Engagement fricker67
The document discusses leading change at the Metropolitan Police Service (MPS) in London through engaging employees. It describes designing values for the MPS which included input from over 20,000 employees. The values were then embedded through leadership programs and other initiatives. Challenges to change included an existing blame culture and focus on targets. The document also discusses implementing change at the local level through a program called "LA local" which empowered employees and improved morale, community engagement, and performance.
Overview of work carried out by Flexility to help an NHS trust bring teams from different locations together and take advantage of new, smarter, more flexible ways of working to deliver better services at lower cost.
This document provides information about green jobs and training opportunities in Utah. It discusses the results of Utah's green jobs survey, which estimated about 1,100 annual green job openings in Utah, accounting for 3.3% of total job openings. It also outlines Utah's emphasis on developing four green career sectors and provides details on a State Energy Sector Partnership program that is providing training for green jobs through July 2012 at various institutions around the state.
This two-day conference aimed to provide tools and strategies for assisting veterans transitioning from military to civilian life. The agenda covered developing job training programs, creating strategic reintegration plans, addressing challenges faced by disabled veterans, and utilizing one-stop career centers. Speakers shared best practices for recruiting, training, retaining and supporting returning veterans in the workforce.
The two-day conference aimed to provide tools and strategies for assisting veterans transitioning from military to civilian life. Topics included developing job training programs, creating strategic reintegration plans, assisting disabled veterans, and utilizing one-stop career centers. Speakers would discuss developing skills, addressing challenges, and aligning military experience with civilian jobs to promote a successful transition. The goal was to help organizations effectively recruit, train, and retain returning veterans.
This document provides information about a conference on veteran reintegration into the workforce held from February 17-19, 2010 in Arlington, VA. The conference aimed to help attendees develop skills and strategies to assist veterans transitioning from military to civilian life and employment. Over the three days, sessions covered topics such as creating job training programs, developing strategic reintegration plans, assisting disabled veterans, and utilizing one-stop career centers. The document provides an agenda and session descriptions to help attendees learn best practices for supporting veteran employment.
This document provides information about a conference on veteran reintegration into the civilian workforce held from February 17-19, 2010 in Arlington, VA. The conference aimed to help attendees develop strategies and programs to assist veterans transitioning from military to civilian life and employment. Over the three days, speakers covered topics such as creating job training programs, developing strategic reintegration plans, assisting disabled veterans, and utilizing one-stop career centers. The document provides an agenda, speaker bios, registration information, and details about networking opportunities.
This document provides information about a conference on veteran reintegration into the civilian workforce held from February 17-19, 2010 in Arlington, VA. The conference aimed to help attendees develop skills and strategies to assist veterans transitioning from military to civilian life, including developing job training programs, creating strategic reintegration plans, and assisting disabled veterans with employment. Sessions covered topics such as utilizing one-stop career centers, retaining veterans in the workforce, and understanding programs to aid veteran reintegration.
Leading change through Employee Engagement fricker67
The document discusses leading change at the Metropolitan Police Service (MPS) in London through engaging employees. It describes designing values for the MPS which included input from over 20,000 employees. The values were then embedded through leadership programs and other initiatives. Challenges to change included an existing blame culture and focus on targets. The document also discusses implementing change at the local level through a program called "LA local" which empowered employees and improved morale, community engagement, and performance.
Overview of work carried out by Flexility to help an NHS trust bring teams from different locations together and take advantage of new, smarter, more flexible ways of working to deliver better services at lower cost.
This document provides information about green jobs and training opportunities in Utah. It discusses the results of Utah's green jobs survey, which estimated about 1,100 annual green job openings in Utah, accounting for 3.3% of total job openings. It also outlines Utah's emphasis on developing four green career sectors and provides details on a State Energy Sector Partnership program that is providing training for green jobs through July 2012 at various institutions around the state.
This document provides information about an upcoming seminar on developing strategic HR plans. The seminar will be held on August 8, 2009 at the Radisson MBD Hotel in Noida, India. It will focus on applying a practical systems approach to strategic HR planning and developing strategic and operational HR plans. Attendees will learn from case studies and examples, discuss real-life situations, and network with other HR professionals. The event is aimed at HR professionals from various industries across India.
The document provides an overview of Utah's economy in 2012 and an outlook for 2013:
1) Utah's economy fared comparatively well in 2012, with employment growth of around 3.3% or 40,200 new jobs. This was the first year since 2007 that Utah created more jobs than new labor force entrants.
2) Looking ahead to 2013, the Utah economy is projected to continue improving with an estimated 3.2% employment growth or around 40,000 additional jobs.
3) While Utah's economy is recovering, it still lags behind accumulated labor force growth from the recession years. It may take 5-8 more years of job growth at the current pace to employ all those who otherwise
This document discusses various restorative justice and relationship building programs at a school including conferencing, circles, mediation, peer mediation, referral review, and relationship building training. It notes successes in some areas, ongoing needs like additional training, recruitment, and support. Implementing restorative practices more fully and building capacity district-wide is an ongoing goal.
Her Highness Sheikha Mozah bint Nasser Al Missned honored Eng Saad Al Muhannadi, Vice President of Capital Projects and Facilities Management at Qatar Foundation, for his 15 years of service. She praised him for being one of the main pillars that Qatar Foundation was built upon and for his dedication, problem-solving skills, and ensuring the realization of QF's vision. Al Muhannadi thanked Her Highness but said the ceremony honors his entire team's achievements. Her Highness said Al Muhannadi was one of the first to join QF and has greatly contributed to its success over the past 15 years.
Sustainability Edinburgh Personas introduction & workshopNeil Allison
The document discusses using personas to help focus website development on users' needs. It introduces the Sustainable Edinburgh website personas, including "Jack", a married father who works as a technician at the University. Jack prioritizes his family and hobbies over work and is skeptical that individual actions can address climate change. The personas are meant to represent real user groups and encourage empathy, consensus, and efficiencies in website design.
The document outlines the organizational structure of the UNCG library. It lists the dean and various directors who oversee different departments and services, including public services, collections and technical services, electronic resources, communications and development. Departments include access services, reference and instruction, music library, acquisitions, cataloging, special collections and university archives. The structure aims to align roles and divisions of labor to meet the library's goals and serve its users and community.
Aerospace D&I Action Plan / Kevin A CarterKevin Carter
This document discusses diversity and inclusion implications for five of Kevin A Carter Aerospace's key business goals: [1] Grow sales through worldwide opportunities; [2] Grow sales through improved customer value; [3] Expand margins by reducing costs; [4] Increase organizational capabilities and capitalize on efficiencies of acquisitions; [5] Improve operational productivity and throughput by implementing lean initiatives. For each goal, it clarifies implications for the workforce and work environment, and proposes initiatives to address those implications such as evaluating representation, conducting analysis of promotions and pay, and incorporating a diversity lens within acquisition and lean processes. It also develops proposed metrics to measure progress aligned with the business goals.
Social Media governance, tools and employee certification Goril Mathisen
1) Dell has implemented a comprehensive social media governance program that includes training employees through its Social Media and Community University (SMaC U) program.
2) SMaC U provides multiple levels of certification training to empower employees to engage appropriately on social media on behalf of Dell. Over 7,500 employees have been trained and certified so far.
3) Dell's social media strategy aims to have social media embedded throughout the company in areas like product development, marketing, sales, and customer service. The goal is to have all employees who want to engage on social media activated after receiving the appropriate training.
Unibet's strategy is to create moneytainment by reliably delivering a wide range of entertaining and diversified gambling products. They will pursue organic growth and enter new European markets dominated by monopolies. Unibet aims to offer better odds on major sporting events and reduce reliance on sports betting by expanding their product portfolio and developing mobile applications.
The document discusses a webinar on veteran-specific innovations in criminal justice held on April 17, 2012. It includes presentations from representatives of the Substance Abuse and Mental Health Services Administration (SAMHSA), the Veterans Administration (VA), and organizations implementing jail diversion and reentry programs for justice-involved veterans. Key areas addressed include initiatives in Texas, services provided by Goodwill Industries, and opportunities for collaboration between VA Justice Outreach programs and homeless veteran reentry projects.
"Principles of Post Captivity Care. Prisoners of War Reintegration and Care"
by Mr. Bradley J. K. Poppen, PhD, Deputy Director of Human Factors Joint Personnel Recovery Agency
Many veterans can be reached with your assistance. If you know a veteran who is in need of the services listed on the flyer, please contact me at 215-923-2600 ext. 174
Insights don't happen by accident, they're the process of thoughtful segmentation, designed to answer complex business questions. Join Steve Reeves, Sr. Solutions Architect for Dell Digital Business Services in this session to learn how they take a business-first approach to uncovering critical insights for their customers through social data, which drives change across the entire enterprise. Also, learn how Dell is using insights from social data as a foundational element for building a comprehensive customer 360 for their clients.
Jail Diversion Trauma Recovery Pilot - Veteran SpecificGilberto Gonzales
The document discusses a jail diversion and trauma recovery pilot program for veterans in Bexar County, Texas. It provides an overview of the diversion process from initial law enforcement contact through community-based treatment options. Key points of the diversion program include screening for veteran status and PTSD, trauma-informed treatment services through organizations like The Restoration Center, and monitoring service delivery and expanding community resources for veterans.
Summary of Chapter 1 What is Strategy - Understanding Strategic ManagementDonny Sitompul
This chapter discusses key concepts in strategic management including strategy, strategic management, and different perspectives on strategy formulation. Strategy aims to achieve competitive advantage by meeting customer needs better than rivals. Strategic management involves analyzing, formulating, and implementing strategy. There are two main perspectives on strategy - the design school which views strategy as planned and deliberate, and the learning school which sees strategy as more emergent and adaptive.
The document summarizes Michael Porter's five forces framework for analyzing industry competition and profitability. It discusses each of the five competitive forces - threat of new entrants, bargaining power of suppliers, bargaining power of buyers, threat of substitute products, and rivalry among existing competitors. For each force, it outlines how to assess the level of competition from that force and provides examples to illustrate how the forces shape industry competition and profitability. The five forces framework is used to understand the underlying structure of an industry and anticipate how profitability and competition may evolve over time.
Environmental Differentiation Strategy of PatagoniaJohannes Mahlich
As producer of outdoor cloth Patagonia considers the environment as their most important stakeholder in their decision-making. Their environmental efforts go far beyond required law and impose extra costs on their customers. As to basic economic logic providing environmental quality beyond required law will put a company in a competitive disadvantage.
Patagonia’s vision is environmental conservation and restoration. They consider their purpose of being in building the best product, cause no unnecessary harm, and use business to inspire and implement solutions to the environmental crisis. Patagonia wants to compete in the market by pursuing an environmental differentiation strategy.
Patagonia’s key tactics in providing value for their stakeholders are summarized under the so-called ‘Product Lifecycle Initiative’. This initiative is a holistic commitment to lengthen the product lifecycle and reduce landfill waste. Those tactics can be categorized into what Patagonia refers to as: Reduce, repair, reuse and recycle. To reduce their customers consumption Patagonia heavily invests into R&D to produce the most durable garments. In addition, they only use organic and recycled garments to reduce the footprint of their products. Patagonia offers a free repair service for all of their products for the whole product life. Furthermore, they offer a second market where consumers can resell their used products. Patagonia encourages their customers to return Patagonia products instead of throwing them away so that they can recycle them correctly.
Patagonia provides a lot of value to the environment. This value needs to be captured via the consumers. Hence, the environmental quality they provide needs to find a willingness to pay among the customers. Some, but few people buy Patagonia products for altruistic reasons because they know that buying Patagonia products will do good to the environment. Patagonia bundles the public good of environmental quality, which is difficult to charge the customer for, with the private good being product quality. They do this by constantly communicating environment friendliness together with quality. Hence, consumer value environmental friendliness for the implicit quality Patagonia offers. Another aspect to buy their products is environmental prestige. Most importantly, however, environmentalism resonates with their customer values as Patagonia’s customers, as buyers of outdoor wear, usually love the nature. The fact that environmentalism is deeply integrated into their business model makes their engagement credible and difficult to imitate by competitors.
As the case of Patagonia shows basic economic logic has its limits when it comes to environmental differentiation strategies. A company can serve the environment as main stakeholder as long as it is able to capture those values perceived by the environment by finding willingness at the consumer to pay for those environmental qualities.
Lecture 2 strategic human resource management - Farooq OmarFarooq Omar
This document provides an overview of a lecture on strategic human resource management. It introduces various models of strategic HRM, including the matching model, control-based model, resource-based model, and integrative model. It also discusses important dimensions of SHRM such as organizational performance, re-engineering, leadership, workplace learning, and trade unions. The document outlines the chapter and provides learning objectives, definitions, and examples to illustrate strategic management and the relationship between business and human resource strategies.
The document provides an overview of several frameworks and models used for strategic analysis, including SWOT analysis, Porter's 5 forces, and the strategy diamond. It discusses the strengths and weaknesses of each framework. In particular, it explains that while SWOT analysis identifies strengths, weaknesses, opportunities, and threats, it does not provide guidance on what actions to take. The document also discusses different measures of industry concentration, including concentration ratios and the Herfindahl-Hirschman Index (HHI). The HHI gives more weight to larger firms and provides a more accurate picture of competition than concentration ratios alone. Thresholds for the HHI indicate whether an industry is highly competitive or concentrated.
Hyundai is launching the new Genesis model to target the premium car market and move away from its past strategy of focusing on low cost. To gain a competitive advantage, firms can pursue either a low cost strategy, differentiation strategy, or focused strategy. Michael Porter's model outlines how firms can analyze their value chain activities to lower relative costs or create unique differentiation to deliver extra value for customers.
The document summarizes a conference on assisting veterans with reintegrating into the civilian workforce. The conference will cover developing effective job training programs for veterans, creating strategic plans for veteran reintegration, assisting disabled veterans with employment, and utilizing one-stop career centers. Speakers will discuss transitioning from military to civilian life, challenges veterans face, utilizing employment resources to seek out veterans, developing skill training programs, translating military skills to civilian skills, and enabling veterans with disabilities to obtain employment. The conference aims to provide tools and strategies for organizations to better serve veterans during their reintegration process.
This document provides information about an upcoming seminar on developing strategic HR plans. The seminar will be held on August 8, 2009 at the Radisson MBD Hotel in Noida, India. It will focus on applying a practical systems approach to strategic HR planning and developing strategic and operational HR plans. Attendees will learn from case studies and examples, discuss real-life situations, and network with other HR professionals. The event is aimed at HR professionals from various industries across India.
The document provides an overview of Utah's economy in 2012 and an outlook for 2013:
1) Utah's economy fared comparatively well in 2012, with employment growth of around 3.3% or 40,200 new jobs. This was the first year since 2007 that Utah created more jobs than new labor force entrants.
2) Looking ahead to 2013, the Utah economy is projected to continue improving with an estimated 3.2% employment growth or around 40,000 additional jobs.
3) While Utah's economy is recovering, it still lags behind accumulated labor force growth from the recession years. It may take 5-8 more years of job growth at the current pace to employ all those who otherwise
This document discusses various restorative justice and relationship building programs at a school including conferencing, circles, mediation, peer mediation, referral review, and relationship building training. It notes successes in some areas, ongoing needs like additional training, recruitment, and support. Implementing restorative practices more fully and building capacity district-wide is an ongoing goal.
Her Highness Sheikha Mozah bint Nasser Al Missned honored Eng Saad Al Muhannadi, Vice President of Capital Projects and Facilities Management at Qatar Foundation, for his 15 years of service. She praised him for being one of the main pillars that Qatar Foundation was built upon and for his dedication, problem-solving skills, and ensuring the realization of QF's vision. Al Muhannadi thanked Her Highness but said the ceremony honors his entire team's achievements. Her Highness said Al Muhannadi was one of the first to join QF and has greatly contributed to its success over the past 15 years.
Sustainability Edinburgh Personas introduction & workshopNeil Allison
The document discusses using personas to help focus website development on users' needs. It introduces the Sustainable Edinburgh website personas, including "Jack", a married father who works as a technician at the University. Jack prioritizes his family and hobbies over work and is skeptical that individual actions can address climate change. The personas are meant to represent real user groups and encourage empathy, consensus, and efficiencies in website design.
The document outlines the organizational structure of the UNCG library. It lists the dean and various directors who oversee different departments and services, including public services, collections and technical services, electronic resources, communications and development. Departments include access services, reference and instruction, music library, acquisitions, cataloging, special collections and university archives. The structure aims to align roles and divisions of labor to meet the library's goals and serve its users and community.
Aerospace D&I Action Plan / Kevin A CarterKevin Carter
This document discusses diversity and inclusion implications for five of Kevin A Carter Aerospace's key business goals: [1] Grow sales through worldwide opportunities; [2] Grow sales through improved customer value; [3] Expand margins by reducing costs; [4] Increase organizational capabilities and capitalize on efficiencies of acquisitions; [5] Improve operational productivity and throughput by implementing lean initiatives. For each goal, it clarifies implications for the workforce and work environment, and proposes initiatives to address those implications such as evaluating representation, conducting analysis of promotions and pay, and incorporating a diversity lens within acquisition and lean processes. It also develops proposed metrics to measure progress aligned with the business goals.
Social Media governance, tools and employee certification Goril Mathisen
1) Dell has implemented a comprehensive social media governance program that includes training employees through its Social Media and Community University (SMaC U) program.
2) SMaC U provides multiple levels of certification training to empower employees to engage appropriately on social media on behalf of Dell. Over 7,500 employees have been trained and certified so far.
3) Dell's social media strategy aims to have social media embedded throughout the company in areas like product development, marketing, sales, and customer service. The goal is to have all employees who want to engage on social media activated after receiving the appropriate training.
Unibet's strategy is to create moneytainment by reliably delivering a wide range of entertaining and diversified gambling products. They will pursue organic growth and enter new European markets dominated by monopolies. Unibet aims to offer better odds on major sporting events and reduce reliance on sports betting by expanding their product portfolio and developing mobile applications.
The document discusses a webinar on veteran-specific innovations in criminal justice held on April 17, 2012. It includes presentations from representatives of the Substance Abuse and Mental Health Services Administration (SAMHSA), the Veterans Administration (VA), and organizations implementing jail diversion and reentry programs for justice-involved veterans. Key areas addressed include initiatives in Texas, services provided by Goodwill Industries, and opportunities for collaboration between VA Justice Outreach programs and homeless veteran reentry projects.
"Principles of Post Captivity Care. Prisoners of War Reintegration and Care"
by Mr. Bradley J. K. Poppen, PhD, Deputy Director of Human Factors Joint Personnel Recovery Agency
Many veterans can be reached with your assistance. If you know a veteran who is in need of the services listed on the flyer, please contact me at 215-923-2600 ext. 174
Insights don't happen by accident, they're the process of thoughtful segmentation, designed to answer complex business questions. Join Steve Reeves, Sr. Solutions Architect for Dell Digital Business Services in this session to learn how they take a business-first approach to uncovering critical insights for their customers through social data, which drives change across the entire enterprise. Also, learn how Dell is using insights from social data as a foundational element for building a comprehensive customer 360 for their clients.
Jail Diversion Trauma Recovery Pilot - Veteran SpecificGilberto Gonzales
The document discusses a jail diversion and trauma recovery pilot program for veterans in Bexar County, Texas. It provides an overview of the diversion process from initial law enforcement contact through community-based treatment options. Key points of the diversion program include screening for veteran status and PTSD, trauma-informed treatment services through organizations like The Restoration Center, and monitoring service delivery and expanding community resources for veterans.
Summary of Chapter 1 What is Strategy - Understanding Strategic ManagementDonny Sitompul
This chapter discusses key concepts in strategic management including strategy, strategic management, and different perspectives on strategy formulation. Strategy aims to achieve competitive advantage by meeting customer needs better than rivals. Strategic management involves analyzing, formulating, and implementing strategy. There are two main perspectives on strategy - the design school which views strategy as planned and deliberate, and the learning school which sees strategy as more emergent and adaptive.
The document summarizes Michael Porter's five forces framework for analyzing industry competition and profitability. It discusses each of the five competitive forces - threat of new entrants, bargaining power of suppliers, bargaining power of buyers, threat of substitute products, and rivalry among existing competitors. For each force, it outlines how to assess the level of competition from that force and provides examples to illustrate how the forces shape industry competition and profitability. The five forces framework is used to understand the underlying structure of an industry and anticipate how profitability and competition may evolve over time.
Environmental Differentiation Strategy of PatagoniaJohannes Mahlich
As producer of outdoor cloth Patagonia considers the environment as their most important stakeholder in their decision-making. Their environmental efforts go far beyond required law and impose extra costs on their customers. As to basic economic logic providing environmental quality beyond required law will put a company in a competitive disadvantage.
Patagonia’s vision is environmental conservation and restoration. They consider their purpose of being in building the best product, cause no unnecessary harm, and use business to inspire and implement solutions to the environmental crisis. Patagonia wants to compete in the market by pursuing an environmental differentiation strategy.
Patagonia’s key tactics in providing value for their stakeholders are summarized under the so-called ‘Product Lifecycle Initiative’. This initiative is a holistic commitment to lengthen the product lifecycle and reduce landfill waste. Those tactics can be categorized into what Patagonia refers to as: Reduce, repair, reuse and recycle. To reduce their customers consumption Patagonia heavily invests into R&D to produce the most durable garments. In addition, they only use organic and recycled garments to reduce the footprint of their products. Patagonia offers a free repair service for all of their products for the whole product life. Furthermore, they offer a second market where consumers can resell their used products. Patagonia encourages their customers to return Patagonia products instead of throwing them away so that they can recycle them correctly.
Patagonia provides a lot of value to the environment. This value needs to be captured via the consumers. Hence, the environmental quality they provide needs to find a willingness to pay among the customers. Some, but few people buy Patagonia products for altruistic reasons because they know that buying Patagonia products will do good to the environment. Patagonia bundles the public good of environmental quality, which is difficult to charge the customer for, with the private good being product quality. They do this by constantly communicating environment friendliness together with quality. Hence, consumer value environmental friendliness for the implicit quality Patagonia offers. Another aspect to buy their products is environmental prestige. Most importantly, however, environmentalism resonates with their customer values as Patagonia’s customers, as buyers of outdoor wear, usually love the nature. The fact that environmentalism is deeply integrated into their business model makes their engagement credible and difficult to imitate by competitors.
As the case of Patagonia shows basic economic logic has its limits when it comes to environmental differentiation strategies. A company can serve the environment as main stakeholder as long as it is able to capture those values perceived by the environment by finding willingness at the consumer to pay for those environmental qualities.
Lecture 2 strategic human resource management - Farooq OmarFarooq Omar
This document provides an overview of a lecture on strategic human resource management. It introduces various models of strategic HRM, including the matching model, control-based model, resource-based model, and integrative model. It also discusses important dimensions of SHRM such as organizational performance, re-engineering, leadership, workplace learning, and trade unions. The document outlines the chapter and provides learning objectives, definitions, and examples to illustrate strategic management and the relationship between business and human resource strategies.
The document provides an overview of several frameworks and models used for strategic analysis, including SWOT analysis, Porter's 5 forces, and the strategy diamond. It discusses the strengths and weaknesses of each framework. In particular, it explains that while SWOT analysis identifies strengths, weaknesses, opportunities, and threats, it does not provide guidance on what actions to take. The document also discusses different measures of industry concentration, including concentration ratios and the Herfindahl-Hirschman Index (HHI). The HHI gives more weight to larger firms and provides a more accurate picture of competition than concentration ratios alone. Thresholds for the HHI indicate whether an industry is highly competitive or concentrated.
Hyundai is launching the new Genesis model to target the premium car market and move away from its past strategy of focusing on low cost. To gain a competitive advantage, firms can pursue either a low cost strategy, differentiation strategy, or focused strategy. Michael Porter's model outlines how firms can analyze their value chain activities to lower relative costs or create unique differentiation to deliver extra value for customers.
The document summarizes a conference on assisting veterans with reintegrating into the civilian workforce. The conference will cover developing effective job training programs for veterans, creating strategic plans for veteran reintegration, assisting disabled veterans with employment, and utilizing one-stop career centers. Speakers will discuss transitioning from military to civilian life, challenges veterans face, utilizing employment resources to seek out veterans, developing skill training programs, translating military skills to civilian skills, and enabling veterans with disabilities to obtain employment. The conference aims to provide tools and strategies for organizations to better serve veterans during their reintegration process.
Kenneth Kwan is a motivational speaker and team strategist who speaks to thousands of leaders and professionals. His impactful presentations inspire managers to display his concepts in meeting rooms. He advocates changing mindsets before typical skills training and has helped organizations achieve peak performance and alignment through values, team spirit, and trust-building. His popular programs include connecting with people quickly and emotionally, building high performance teams, and instilling a desire for self-growth. He has worked with many large companies across various industries in Asia.
The 2009 STEM Workforce Development Conference was held November 2-4, 2009 in Arlington, VA. The conference focused on developing strategies and partnerships to strengthen the STEM workforce through training programs, career development, and attracting underrepresented groups. Over two days, sessions provided best practices on topics such as aligning workforce and education initiatives, developing skill training programs, and identifying STEM funding streams. An optional post-conference workshop on November 4th focused on procuring grants and dedicated funding for STEM workforce programs.
This document provides information about the Talent Management Solutions 2010 conference being held on April 14-15, 2010 in Arlington, VA. The conference will focus on topics related to talent management, such as understanding the changing landscape of talent management, establishing a strong talent pipeline, creating an effective onboarding process, and using an ROI approach to talent retention. Speakers will provide insights and case studies on these topics. The document outlines the agenda, speaker biographies, registration information, and logistics for the two-day conference.
The 2009 STEM Workforce Development Conference was held November 2-3 in Arlington, Virginia. The conference focused on building and sustaining demand-driven workforce development partnerships to cultivate skills and talent in STEM fields. Sessions covered topics such as aligning STEM workforce development with higher education initiatives, understanding the role of community colleges in developing tomorrow's STEM workforce, and developing skill training programs to manage the STEM workforce. The conference provided information to help attendees promote STEM jobs as a career choice, enhance workforce development through collaboration, and identify STEM funding streams for workforce programs.
Ready to Serve: How and Why You Should Recruit VeteransKip Michael Kelly
Some of the most sought-after competencies employers look for include: leadership, teamwork, critical thinking and problem solving.The U.S. military builds these competencies in every soldier, sailor, marine, and airman--many of whom are now veterans looking to work outside the military.To help HR and talent management professionals recruit, employ, onboard, and retain military veterans, this UNC Executive Development white paper specifically covers:• The upside of hiring and retaining military veterans• Government incentives for employers who employ veterans• The challenges posed by hiring veterans and suggestions for addressing them• Resources available for HR and talent management professionals interested in recruiting and hiring veterans• Examples of three organizations who have successfully developed and implemented programs for hiring veteransThe U.S. military is currently producing the finest workforce the U.S. has ever seen. Read this white paper, and you will quickly learn that hiring veterans is not only good for the country, but also good for your organization.
This document provides an agenda for a two-day conference on excellence in law enforcement focusing on recruitment and retention during difficult economic times. Day one will cover developing innovative recruitment techniques, understanding generational differences, analyzing applicant pools, using social media for promotion, and leveraging community partnerships. Day two will discuss building professional development programs, obtaining grants, understanding today's applicants, and collaborating with community partners. The goal is to provide law enforcement agencies with tools and strategies to attract and retain high quality officers during times of budget constraints.
This document discusses how military skills and values can benefit corporate success. It outlines areas like social responsibility, personnel development, managerial operations, and leadership. For example, it notes how the military instills ethics, diversity, and physical fitness. It also discusses counseling, evaluations, and mentorship. The document presents case studies of veterans who became CEOs and shows research that veterans tend to have longer tenure as leaders. Overall, it argues that experience in the military cultivates skills and values around professionalism, planning, development, and teamwork that are highly applicable to corporate environments.
The 2009 STEM Workforce Development Conference was held November 2-4, 2009 in Arlington, VA. The conference focused on developing strategies and partnerships to strengthen the STEM workforce through training, education, recruitment, and funding opportunities. Over two days, presentations and workshops provided tools and best practices for aligning STEM workforce development with higher education initiatives, sustaining public-private partnerships, developing skill training programs, and securing STEM funding. A post-conference workshop on November 4th focused on strategies for procuring grants and dedicated funding streams for STEM workforce programs.
The 2009 STEM Workforce Development Conference was held November 2-4, 2009 in Arlington, VA. The conference focused on developing strategies and partnerships to strengthen the STEM workforce through training, education, recruitment, and funding opportunities. Over two days, presentations and workshops provided best practices for aligning workforce development with higher education, developing apprenticeships and internships, securing grants, and collaborating across industries and educational institutions. A post-conference workshop on November 4th focused on procuring dedicated funding streams for STEM workforce programs.
This document provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Day one will cover topics such as talent management strategies, workforce planning, employee branding, and using social media for engagement. Day two will discuss communication strategies, employee retention, leadership development, and succession planning. The document provides details on registration, hotel accommodations, speakers, and session content to help attendees understand how the conference will address current challenges in talent management.
The Value Of a Veteran is a small, veteran-owned consulting firm that educates employers on hiring and retaining military veterans. It provides an employer's guide, six on-demand webinars on topics like translating military resumes and retaining veteran employees. The firm also offers in-person and virtual workshops to help companies develop veteran recruitment and retention strategies. The owner, Lisa Rosser, is a Lieutenant Colonel in the Army Reserve who has deployed multiple times and now advocates for organizations to recognize the value that veterans can bring.
This document provides information about the Talent Management Solutions 2010 conference, which will take place April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include understanding the changing talent management landscape, creating effective onboarding programs, using social media to connect the workforce, and revitalizing employee retention. Speakers will provide case studies and techniques for talent management best practices. Participants can learn how to develop comprehensive talent management strategies to build a thriving workforce.
This document provides information about the Talent Management Solutions 2010 conference, which will take place April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include understanding the changing talent management landscape, creating effective onboarding programs, using social media to connect the workforce, and revitalizing employee retention. Speakers will provide case studies and techniques for talent management best practices. Participants can attend the full conference or a follow-up workshop on succession planning.
This document provides information about the Talent Management Solutions 2010 conference, which will take place April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include understanding the changing talent management landscape, creating effective onboarding programs, using social media to connect the workforce, and revitalizing employee retention. Speakers will provide case studies and techniques for talent management best practices. Participants can learn how to develop comprehensive talent management strategies to build a thriving workforce.
This document provides information about the Talent Management Solutions 2010 conference to be held on April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media, onboarding programs, employee retention, and succession planning. Speakers will provide case studies and techniques for talent management in changing economic conditions.
This document provides information about the Talent Management Solutions 2010 conference to be held on April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, employee onboarding and retention. Speakers will provide case studies and techniques for communication, leadership development, and succession planning. The conference aims to help attendees create comprehensive talent management strategies.
This document discusses mentorship programs and their effects on organizational culture. It begins with an abstract that introduces the topic and poses several questions about mentorship programs. It then provides a situation analysis on the rise of mentorship programs in large companies. The document goes on to present literature on defining mentorship, the need for mentorship programs, and factors that affect mentorship programs. It describes the methodology used in a study on mentorship programs at Fort Irwin, including participants, apparatus, and procedures. Finally, it discusses conclusions and recommendations based on the findings of the study.
Succession planning is important for organizational stability and continuity. Henri Fayol recognized the need for succession planning in the early 20th century. Succession planning identifies potential successors for key positions and develops their skills through training and experience. It helps ensure positions are filled internally by prepared candidates. Effective succession planning requires identifying critical roles, assessing candidates' competencies, providing leadership development, and regularly reviewing the process. Several common pitfalls to avoid include lack of transparency, underestimating internal talent, and failing to offer training opportunities. Succession planning requires commitment from leadership and human resources.
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The document discusses five common workplace legal pitfalls and provides strategies to avoid them. It addresses issues related to employee classification, health and safety litigation, equal employment opportunity laws, social media use, and limiting supervisor liability. For each pitfall, it provides tips such as carefully auditing employee classifications, establishing clear expectations and accountability, asking consistency questions during EEO investigations, defining appropriate social media use policies, and conducting harassment training for supervisors.
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and drive business results. The conference will provide an overview of Lean Six Sigma and the DMAIC process, techniques for selecting and managing Six Sigma projects in IT, and case studies on implementing Six Sigma in IT departments. Sessions will also address change management, integrating Six Sigma with ITIL, and migrating from waterfall to lean development models. Attendees can earn up to 18 CPE credits. The conference will be held in Arlington, VA on September 29-30, 2010.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This 3-day course provides comprehensive exam preparation for the Project Management Professional (PMP)® certification exam. Participants will learn the essential terminology, tools, and techniques to navigate the five process groups and nine knowledge areas of the PMBOK® Guide. The course covers key topics like scope, time, cost, quality and risk management, and communication skills. Participants receive a complimentary copy of the PMBOK® Guide and take practice questions and a full-length mock exam to prepare for the real PMP® exam.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and functions. The conference will provide an overview of Lean Six Sigma and the DMAIC process, discuss specific case studies, and offer a pre-conference certification option. Sessions will address topics such as change management, process transformation, and integrating Six Sigma with other frameworks like ITIL. Attendees will learn techniques for enhancing the quality, efficiency and results of their IT operations through Lean Six Sigma.
This document provides information about a 3-day training course on preparing for the Project Management Professional (PMP) certification exam. The course will cover the key concepts and processes needed to understand the PMP exam, provide sample questions and a practice exam, and help attendees create a personalized study plan. It will be held in Arlington, VA in October 2010. Attendees will learn about the latest PMBOK guide, tips for passing the exam, and how to apply and prepare to take the PMP exam.
This document provides an agenda for a three-day training on implementing a balanced scorecard for government. The training will cover developing a strategy map, identifying key performance measures, building balanced scorecards, setting targets, and creating strategic initiative maps. Attendees will learn best practices for rolling out a balanced scorecard and creating a strategy-focused organization through presentations, exercises and case studies.
This 3-day training event provides government employees with the skills to implement a balanced scorecard performance management system. Attendees will learn how to create strategy maps, develop performance measures, link individual performance plans, and build organizational strategies. The training will cover building scorecards, setting targets, prioritizing initiatives, and communicating results. Attendees can earn 18 continuing education credits, and the training is offered at the Performance Institute in Arlington, VA from October 18-20, 2010.
The document announces an environmental performance summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on measuring and improving environmental performance in government through workshops on developing quality performance measures, performance-based budgeting, and selecting the right performance measures for environmental programs. Featured speakers will discuss renewable energy contributions to environmental sustainability and innovations for utilizing performance measures. Attendees include environmental managers, specialists, researchers, and sustainability coordinators.
The document describes a Lean Six Sigma Yellow Belt certification course that will teach participants to apply Six Sigma tools and the DMAIC process to solve organizational challenges and improve processes. The 2-day course will cover Six Sigma concepts and methods, process mapping, project management, and tools for defining problems, measuring performance, analyzing causes of defects, improving processes, and controlling gains. Attendees will learn techniques to support continuous improvement through team problem solving and complete a work-related project.
The document announces an upcoming training event on auditing and evaluating government program performance held from September 27-30, 2010 in Arlington, VA. The event features two interactive courses on performance auditing and program evaluation. Performance auditing focuses on achieving maximum impact through relevant program measures and improving program objectives. Program evaluation teaches how to determine if a program is accomplishing its intended outcomes and how to build an evaluation system. Attendees will learn how to use performance information to drive decision making and capture accurate data to prove government programs are achieving their goals.
The document announces an upcoming training event on auditing and evaluating government program performance held from September 27-30, 2010 in Arlington, VA. The event features two interactive courses on performance auditing and program evaluation, with the goal of helping participants use performance information to drive decision making and prove that government programs are achieving intended outcomes. The performance auditing course will cover creating successful auditing strategies, developing relevant program measures, and learning how to improve program objectives. The program evaluation course will teach how to determine if a program is accomplishing its goals and how to build an evaluation system within an organization.
The document describes two interactive courses on performance auditing and program evaluation taking place from September 27-30, 2010 in Arlington, VA. The performance auditing course will focus on creating strategies to improve performance auditing and developing relevant program measures. The program evaluation course will teach how to determine if a program is achieving its intended outcomes and how to build an evaluation system. The courses will provide techniques for using performance data to drive decision making, assessing risks and vulnerabilities, developing audit objectives, and selecting appropriate data collection and analysis methods. Attendees include government auditors, inspectors general, program managers, and other professionals.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and functions. The conference will provide an overview of Lean Six Sigma and the DMAIC process, discuss specific case studies, and offer a pre-conference certification option. Sessions will address topics such as change management, process transformation, innovation, and combining Six Sigma with the ITIL framework. Attendees include IT professionals seeking to enhance quality, efficiency and results. CPE credits are offered.
This document provides an agenda and information for the "Budgeting and Forecasting Conference 2010" event being held from September 13-15, 2010 in San Diego, CA. The agenda outlines keynote speeches and sessions on each day that will discuss implementing tools for budgeting and forecasting, utilizing balanced scorecard techniques, developing rolling forecasts, and identifying key business drivers to improve forecasts. A post-conference workshop on September 15th will focus on modeling and forecasting key business drivers. The document provides information on registration, CPE credits, hotel accommodations, and pricing for the conference and workshop.
The document provides information about a conference on implementing balanced scorecards effectively that will take place from August 23-25, 2010 in Washington DC. The conference will include workshops on the first day covering balanced scorecard fundamentals and using business intelligence to enable strategy-aligned scorecards. Day two will focus on developing key measures and cascading scorecards throughout an organization. Speakers will provide guidance on topics such as change management, strategy mapping, monitoring performance, and motivating employees. Attendees include CEOs, CFOs, and other executives seeking to transform strategy into action using balanced scorecards.
This document provides information about a 5-day training seminar on project management titled "Project Management for Results". The seminar will be held from October 4-8, 2010 in Arlington, VA and offers 35 PDUs and 30 CPE credits. Over the 5 days, participants will learn about project initiation, planning, execution, closing, tracking projects, using earned value management tools, understanding the project life cycle, developing estimates and schedules, and more. The seminar is aimed at project managers, program managers, procurement managers, IT specialists, and others involved in project management. Attending the seminar will help professionals bring projects from initiation to execution, develop performance measurements, understand factors for improving troubled projects, and prepare
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
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Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
1. February 18 – 19, 2010
Arlington, VA
Recruit and Retain Returning Veterans to
Your Vacant Positions
Veteran Reintegration
into the Workforce
Identify Best Practices in Assisting Veterans
with a Successful Transition from Military to Civilian Life
You Will Learn to:
Develop an Effective Job Training Program for Returning Veterans
Equip your office with the tools necessary to train veterans returning to the civilian workforce
Create a Strategic Plan for Your Veteran Reintegration Strategy
Align your veteran reintegration workforce strategy with long term reachable goals
Assist Disabled Veterans with Employment
Learn how to work with veterans and employers to provide equal job placement opportunities
for those with service-connected disabilities
Utilize One-Stop Career Center Approaches to Reintegration
Properly screen veterans to ensure the right candidates are selected for interviews
In Association with: Make the Most of One-Stop Career
Center Veteran Services
www.PerformanceInstitute.org/Veterans
2. Veteran Reintegration into the Workforce
Day One
February 18, 2010
8:30
Conference Registration and Continental Breakfast
9:00
Keynote Address: Transition Assistance into Civilian Life
For any soldier returning from duty, the transition from military to civilian life can be challenging. By providing
veterans the opportunity to develop skills that will enhance their academic, social and professional success, you
can ensure a smooth and successful transition into the civilian workforce. During this Keynote Address, you will
learn to:
• Recognize the fundamentals of transitioning from a military job to a civilian job
• Identify the possible challenges for soldiers entering into the workforce
• Understand how the current economic situation affects veterans
John Campbell
Founder and CEO, MyVetwork
10:00 11:15
Break and Refreshments Utilize Employment Resources to Actively Seek
Returning Veterans
10:15 • Discuss the resources that are available for organizations
to assist in the hiring of returning veterans
Create and Execute a Strategic Plan for Your
Short-Term and Long-Term Veteran Reintegration • Use current best practices and disability management
Strategy to help address the needs of veterans during their
reintegration back into civilian positions
• Create a strategic plan for the organization, dividing
• Discuss a lost of potential red flags that may indicate an
workforce goals into short-term and long-term initiatives
individual is struggling with reintegration
• Identify the strategies, goals and demonstrated results that
you want to outline Tony Cropper
• Develop unique ways to align your veteran reintegration Veteran Services Manager, Virginia Employment Commission
workforce strategy with long term reachable goals
12:15
Angela Guidroz
Lunch Break
Employers Support of Guard and Reserve
State of Louisiana Ombudsman
“Great energy, appropriate examples that
were transferable.”
BRIAN HOUGHTON, TALENT MANAGEMENT ANALYST, 3M
www.PerformanceInstitute.org/Veterans
3. Veteran Reintegration into the Workforce
Who
Day One (continued) Should
February 18, 2010
Attend:
1:15 • State and Local Workforce
Develop Skill Training Programs to Manage the Veteran Workforce Agencies
• Heighten awareness amongst managers and supervisors to better manage veterans • Human Resource Directors
• Learn strategies for developing a sound military reintegration process
• Directors of Workforce
• Understand ways to address veteran preferences, appreciation and support Planning
Allen Bergeron • One-Stop Administrators
Veterans Consultant, City of Austin Human Resources Department and Operational Staff
2:15 • Job Corps Center Directors
Break and Refreshments • Directors of Organizational
Development and Career
Administration
2:30
Properly Translate Military Talent into Civilian Skills • Workforce Investment Program
Managers and Coordinators
• Clearly identify the person’s talents, skills and what motivates them
• Encourage development of skills regarding information gathering and problem-solving
through employment training Top Five
• Create an environment in which veterans can feel comfortable enough to seek
support due to transitional troubles or issues associated with military duty Reasons to
Matthew J. Cary Attend:
National President, Veterans and Military Families for Progress
1. Learn how to better
serve veterans in the
3:30
reintegration process
Enable Veterans with Disabilities
2. Assist veterans in
• Enable veterans with service-connected disabilities to become employable, and
overcoming the mental
obtain and maintain suitable employment
and physical challenges of
• Address the unique and specific needs of veterans with service-connected active duty
disabilities in order to help them transition to civilian life
• Identify benefit packages that rehabilitate veterans by focusing on their strengths 3. Prepare veterans to find
while remaining mindful of their wounds job success and stability
through vocational
Angela Guidroz rehabilitation
Employers Support of Guard and Reserve, State of Louisiana Ombudsman
4. Educate employers on the
4:30 value of hiring veterans
Day One Adjourns 5. Enable veterans to
confidently integrate into
the civilian workforce
www.PerformanceInstitute.org/Veterans
4. Veteran Reintegration into the Workforce
Day Two
February 19, 2010
8:30 11:15
Conference Registration and Continental Breakfast Understand the Veterans’ Workforce Investment
Program (VWIP)
9:00 • Identify how VWIP funding aids veterans
Reintegrate Veterans into the Workforce • Learn which organizations are eligible for VWIP funding
through Vocational Rehabilitation and how to obtain funding if currently ineligible
• Recognize the program features and activities required
The training and skills a soldier learns while in the military
for a competitively funded VWIP program
can prove to be valuable and effective in many civilian
vocations. When those skills are harnessed and developed, Bob Simpson
a veteran can successful find placement in a stable job Maryland Workforce Promise, Way Station Inc.
situation. During this Keynote Address, you will learn to:
• Access employment and training services veterans need 12:15
to re-enter the labor force Lunch Break
• Institute vocational assessments to assist in vocational
job placement decisions 1:15
• Make connections between military skills and Retain Veterans Integrated Into the Workforce
appropriate civilian jobs
• Create follow-up programs to keep track of veterans
Barry Denton currently in the workplace
Sergeant, Louisville Metro Police Department
• Identify opportunities for veterans to improve skills and
advance in the civilian workforce
10:00
• Remain up-to-date with the VA’s retention programs to
Break and Refreshments
keep veterans informed
Barry Denton
10:15 Sergeant, Louisville Metro Police Department
Reintegration Assistance for Homeless Veterans
2:15
• Harness productive life skills to aid homeless veterans in
work readiness Break and Refreshments
• Recognize resources and requirements determined by the
HVRP (homeless veterans reintegration program)
• Identify funding opportunities for your organization and
ways to obtain funding specifically for homeless veterans
Bob Simpson
Maryland Workforce Promise, Way Station Inc.
www.PerformanceInstitute.org/Veterans
5. Veteran Reintegration into the Workforce
Day Two (continued)
Sponsorship
February 19, 2010 Opportunities
2:30 As a conference and training
Engage Veterans in the Reintegration Process provider, The Performance
Institute is an expert in
• Create a sense empowerment in veterans to want to return to the civil workforce
bringing together leaders
• Develop ways to encourage veterans to actively participate in the reintegration
to share and discuss best
process
practices and innovations. We
• Maintain a positive outlook on reintegration despite a down economy
connect decision-makers with
Richie Whiteside respected solution providers.
Founder, Veteran Reintegration Center of Jacksonville
The Institute offers four different
3:30 pre-designed sponsorship
The One-Stop Career Center Approach packages:
to Reintegration
• Event Co-Sponsor
• Align your one-stop to provide employers with access to the veteran labor pool
• Session Sponsor
• Recruit, screen, and refer veterans ranging from entry-level workers to highly skilled
professionals • Luncheon Sponsor
• Screen veterans to ensure the right workers with the right skills are selected for • Exhibit Booth Sponsor
interviews
4:30 For more information on
Day Two Adjourns sponsorships or to get
started, contact Meredith
Mason at 202-739-9707
or Meredith.Mason@
PerformanceInstitute.org
“ I loved hearing what other
organizations are doing to
attract talent- great conference!”
KIM KOSTEK, U.S. ARMY
www.PerformanceInstitute.org/Veterans
6. Veteran Reintegration into the Workforce
Logistics & Registration
Venue & Hotel QUALITY ASSURANCE
The Performance Institute strives to provide you with the most productive and effective
Veteran Reintegration into the Workforce will be held at The Performance educational experience possible. If after completing the course you feel there is some way
Institute Conference Center in Arlington, VA, just one block east of the we can improve, please write your comments on the evaluation form provided upon your
Courthouse Metro stop on the Orange Line. A public parking garage is arrival. Should you feel dissatisfied with your learning experience and wish to request a
located just inside of the building for $10/day. credit or refund, please submit it in writing no later than 10 business days after the end of
the training to:
The Performance Institute Conference Center
Corporate Headquarters:
1515 N. Courthouse Road, Sixth Floor
The Performance Institute
Arlington, VA 22201 805 15th Street, NW – 3rd Floor
877-992-9521 | www.PerformanceInstitute.org Washington, DC 20005
A limited number of rooms have been reserved at the Arlington Rosslyn Note: As speakers are confirmed six months before the event, some speaker changes or
Courtyard by Marriott at the prevailing rate of $209 until January topic changes may occur in the program. The Performance Institute is not responsible for
speaker changes, but will work to ensure a comparable speaker is located to participate
17, 2010. Please call the hotel directly and reference code “Veteran
in the program.
Reintegration” when making reservations to get the discounted rate. The
hotel is conveniently located three blocks from the Rosslyn Metro station. If for any reason The Performance Institute decides to cancel this conference, The
Please ask the hotel about a complimentary shuttle that is also available for Performance Institute accepts no responsibility for covering airfare, hotel or other costs
incurred by registrants, including delegates, sponsors
your convenience.
and guests.
Arlington Rosslyn Courtyard by Marriott DISCOUNTS
1533 Clarendon Blvd.
Arlington, VA 22209 •All ‘Early Bird’ Discounts must require payment at time of registration and before the cut-
off date in order to receive any discount.
703-528-2222 •Any discounts offered whether by The Performance Institute (including team discounts)
www.CourtyardArlingtonRosslyn.com must also require payment at the time of registration.
•All discount offers cannot be combined with any other offer.
•Discounts cannot be applied retroactively
Tuition & Group Discounts:
The tuition rate for attending the Veteran Reintegration into the Workforce
is as follows:
Offerings Early Bird Rate* Regular Rate
Conference $699 $799
*For the early bird rate, register by November 25, 2009.
For information about group discounts, please contact Melvin Hall at
202-739-9630 or Melvin.Hall@PerformanceInstitute.org
“ Very useful information from knowledgeable
and experienced speakers.”
CARMEN ORTIZ, HUMAN RESOURCES SPECIALIST, DEPARTMENT OF TREASURY
www.PerformanceInstitute.org/Veterans
7. Veteran Reintegration into the Workforce
Logistics & Registration
Visit Fax this form to Call
www.PerformanceInstitute.org/Veterans 866-234-0680 877-992-9521
Registration Form
Yes! Register me for the whole week of Veteran Reintegration into the Workforce
Please call me. I am interested in a special group discount for my team
Delegate Information
Name Title
Organization Dept.
Address
City State Zip
Telephone Fax
Email
Payment Information
Check Purchase Order/Training Form Credit Card
Credit Card Number Expiration Date Verification no.
Name on Card
Billing Address
Please make checks payable to: The Performance Institute
CANCELLATION POLICY: The Performance Institute will provide a full refund less a $399 administration fee for cancellations requested four weeks prior to the event start
date unless cancellation occurs within two weeks prior to the event start date. If a cancellation is requested less than two weeks prior to the event start date, no refund
will be issued. Registrants who fail to attend and do not cancel prior to the event will be charged the entire registration fee. All cancellations must be requested through
the cancellation link found in your attendance confirmation email. Please note that cancellation is not final until you receive a cancellation confirmation email.
I have read and accepted the Cancellation Policy above.
ACKNOWLEDGED AND AGREED
By: ______________________________________________________________________________________________ Date: ________________________________________
Priority Code: W235-WEB
www.PerformanceInstitute.org/Veterans
8. About the
Performance Institute
Called “the leading think tank in performance measurement for government” on OMB’s
ExpectMore.gov, The Performance Institute has been a leader in Performance Management
training and policy since the 2000 administration transition. As part of the Government
Performance Coalition, a group of good government organizations, the Institute worked in 2000
to deliver recommendations to the then new administration on what would become the President’s
Management Agenda.
In 2009, the Institute is leading Innovations in Government: From Transition to Transformation,
or InnoGOV.org, a collection of forums, research and recommendations to bring insight and
transformation to the federal government. The goal of InnoGOV.org is to centralize the importance
of performance, accountability and transparency in government and to disseminate the leading
best practices to government managers.
The Performance Institute has published several research reports regarding performance management
initiatives and trains over 10,000 government managers per year on performance-based topics.
Dedicated to improving citizen services and taxpayer transparency, the Institute uses a best-practices
foundation to deliver the most effective and tested methodologies for improving performance.
805 15th Street, NW – 3rd Floor
Washington, DC 20005
PerformanceInstitute.org