Great leaders build Trust, Engage and are Competent (TEC). After citing 187 white papers, articles and books on leadership, Ian Rheeder proved that leadership boils down to three TEC domains – Trust, Engagement and Competence. 649 leaders were trained to validate the TEC Leadership System (2013), and every single leader strongly agreed that the TEC System worked.
Great leaders build Trust, Engage and are Competent (TEC). After citing 187 white papers, articles and books on leadership, Ian Rheeder proved that leadership boils down to three TEC domains – Trust, Engagement and Competence. 649 leaders were trained to validate the TEC Leadership System (2013), and every single leader strongly agreed that the TEC System worked.
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Taking the Leadership roles has been one of my most rewarding parts of my career. It has also been the most challenging part - daunting even. Over the years I have learnt from my own experiences but also collected advice from inspirational leaders who I have had close contact with. I have boiled these down into the absolute most key principles that guide me - Core principles. When in a tough situation or dealing with a new challenge these pointers have helped me to lead successfully. Acting like a compass or guide. The purpose of my workshop for AMCHAM will be to share my Core principles with you and inspire you to start your own list. A list that will guide you through your Leadership journey. A journey I highly recommend that you take!
Diversity word steeds belangrijker in recruitment. De afgelopen jaren heeft de focus vooral gelegen op gender diversity, maar recent zien we ook andere vormen van diversity in belang toenemen. Hoewel we geen panklare diversity recruiting tool hebben, hebben we inmiddels wel de nodige ervaring opgedaan met hoe LinkedIn kan worden ingezet ten behoeve van diversity recruiting.
Tijdens de webcast zullen Henk en ik deze ervaringen met jullie delen. Zo zullen we ingaan op de mogelijkheid om LinkedIn campagnematig in te zetten en zullen we delen hoe creatief gebruik kan worden gemaakt van de grote hoeveelheid data die beschikbaar is.
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¿Aprovechas tu red de contactos en LinkedIn? Si tu respuesta es NO, esta presentación te vendrá de perlas. Tener una red de contactos de calidad es esencial a la hora de poder interactuar y tener éxito en esta red profesional. Por ello, anota estos consejos:
1.- Invita a los contactos de los que ya tienes el correo: importa a LinkedIn tus contactos de email para alimentar tu red.
2.- Acepta invitaciones a conectar pero con prudencia: sé selectivo para controlar la calidad de tu red.
3.- Conecta con grupos de afinidad: conecta con ex compañeros de clase, con colegas del trabajo, con “influencers” de tu comunidad…
4.- Utiliza los grupos de LinkedIn: los grupos de LinkedIn son una extraordinaria fuente de contactos.
5.- La búsqueda avanzada: es una forma magnífica de expandir tu red de contactos de forma estratégica. Probablemente sea una de las funcionalidades más desconocidas de LinkedIn.
Recuerda que: “Cuanto más poderosa sea tu red de contactos de LinkedIn más te ayudará”. Así que no te pierdas esta presentación y toma nota ¡te será muy útil!
Presentation given by CEO Jeff Weiner, and CFO Steve Sordello, at LinkedIn Q1 2016 Earnings Call. For more information, check out http://investors.linkedin.com/
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Read the full post here:
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Diversity in the workplace is more essential now than it’s ever been. If you’re wondering what that means and why it’s the case, we’re here to help shed some light on where things stand today, where we feel they’re headed in the future, and why there’s never been a better time to upgrade diversity and inclusion from buzzwords to business initiatives.
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Taking the Leadership roles has been one of my most rewarding parts of my career. It has also been the most challenging part - daunting even. Over the years I have learnt from my own experiences but also collected advice from inspirational leaders who I have had close contact with. I have boiled these down into the absolute most key principles that guide me - Core principles. When in a tough situation or dealing with a new challenge these pointers have helped me to lead successfully. Acting like a compass or guide. The purpose of my workshop for AMCHAM will be to share my Core principles with you and inspire you to start your own list. A list that will guide you through your Leadership journey. A journey I highly recommend that you take!
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Tijdens de webcast zullen Henk en ik deze ervaringen met jullie delen. Zo zullen we ingaan op de mogelijkheid om LinkedIn campagnematig in te zetten en zullen we delen hoe creatief gebruik kan worden gemaakt van de grote hoeveelheid data die beschikbaar is.
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¿Aprovechas tu red de contactos en LinkedIn? Si tu respuesta es NO, esta presentación te vendrá de perlas. Tener una red de contactos de calidad es esencial a la hora de poder interactuar y tener éxito en esta red profesional. Por ello, anota estos consejos:
1.- Invita a los contactos de los que ya tienes el correo: importa a LinkedIn tus contactos de email para alimentar tu red.
2.- Acepta invitaciones a conectar pero con prudencia: sé selectivo para controlar la calidad de tu red.
3.- Conecta con grupos de afinidad: conecta con ex compañeros de clase, con colegas del trabajo, con “influencers” de tu comunidad…
4.- Utiliza los grupos de LinkedIn: los grupos de LinkedIn son una extraordinaria fuente de contactos.
5.- La búsqueda avanzada: es una forma magnífica de expandir tu red de contactos de forma estratégica. Probablemente sea una de las funcionalidades más desconocidas de LinkedIn.
Recuerda que: “Cuanto más poderosa sea tu red de contactos de LinkedIn más te ayudará”. Así que no te pierdas esta presentación y toma nota ¡te será muy útil!
Presentation given by CEO Jeff Weiner, and CFO Steve Sordello, at LinkedIn Q1 2016 Earnings Call. For more information, check out http://investors.linkedin.com/
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Read the full post here:
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Building A Strong Engineering Culture - my talk from BBC Develop 2013Kevin Goldsmith
This is the keynote talk I gave at the BBC Develop conference in London, UK in November of 2013. In it I talk about what I believe makes a strong engineering culture, how to protect it if you have it, and how to fix it if you don't. I use a lot of examples from Spotify (where I am a Director of Engineering). As usual, I go a bit light on the bullets, since I prefer to talk, but I think you can still get the gist of my points.
Diversity in the workplace is more essential now than it’s ever been. If you’re wondering what that means and why it’s the case, we’re here to help shed some light on where things stand today, where we feel they’re headed in the future, and why there’s never been a better time to upgrade diversity and inclusion from buzzwords to business initiatives.
An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
Author: Wendy Cukier, Brenda Nadjiwan, Dave Crisp, Michael Bach, Beth Grudzinski
Description:
An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
How 2020 Changed the Job Search LandscapeFairygodboss
Fairygodboss surveyed 1,000 men and women to learn more about how they look for and evaluate potential employers and job opportunities. While men and women share some similarities when it comes to compensation, their priorities differ when it comes to additional benefits and social issues. Women are more likely to care about an employer's stance on gender and racial equality, so we surveyed an additional 500 women to learn more about how they believe media and corporate attention will, or will not, affect racial inequalities in the workplace. Read the full report to learn more.
We surveyed a representative sample of American adults to understand how Hispanics, Asian Americans, and African Americans prefer to identify among peers and in marketing and media.
Millennials@Work: Perspectives on Diversity & Inclusion Weber Shandwick
In this new study, co-sponsored by the Institute for Public Relations (IPR) and Weber Shandwick, we wanted to find out what the three generations currently in the workforce – Millennials (ages 18-35), Gen Xers (36-51) and Boomers (52-70) – think about diversity and inclusion at their workplaces. In an online survey by KRC Research, 1,002 adults were interviewed, including 634 employed respondents.
Why Attracting and Retaining Diverse Talent is a Strategic PriorityCenterfor HCI
To tackle longstanding workplace discrimination, many future-focused organizations are adding diversity officers to their leadership teams. If organizations want the best talent, they need to address any issues that are keeping diverse talent out of their ranks and out of their boardrooms.
Troubleshooting Recruiting: How To Recruit More Women Into Your WorkforceAggregage
In this session, Jeanette Leeds, Talent Acquisition Expert, Business Leader, and Tech Entrepreneur will teach you about the latest talent acquisition solutions to support your gender-diversity hiring journey.
Flex options AKA flexible work arrangements (FWA) should be at the center of your organization’s talent management strategy. Flex options will sustain your talent pool during a recession and they will help you gain a competitive business advantage during the recovery.
The Nonprofit Employment Practices Survey has been the leading source of data on nonprofit employment, talent and culture since 2007 and is trusted by human resources professionals and nonprofit leaders alike.
From this year's survey, we learned that nonprofits are continuing to hire more aggressively than for-profits, but the gap is narrowing. Yet nonprofits are not improving their talent and culture practices in order to keep up with the competition and advance their missions.
The Nonprofit Employment Practices Survey has been the leading source of data on nonprofit employment, talent and culture since 2007 and is trusted by human resources professionals and nonprofit leaders alike.
From this year's survey, we learned that nonprofits are continuing to hire more aggressively than for-profits, but the gap is narrowing. Yet nonprofits are not improving their talent and culture practices in order to keep up with the competition and advance their missions.
John Wrote· Explainthe main techniques used in employment plann.docxvrickens
John Wrote:
· Explainthe main techniques used in employment planning and forecasting.
After this week's reading, what stood out to me was the methods of ratio analysis where they increase or decrease staffing in relation to that of the demand of the company. such as increased staffing to help alleviate the demand and make the amount of work manageable among everyone. Another was trend analysis, this is usually seen with retails when they hire seasonal staff during the holidays. the last one was forecasting where if the company uses market analysis to make their decisions.
· List and briefly describe the basic categories of selection tests, with examples.
Selection tests generally are designed to test the level of competency of potential employees. For a few jobs that I have applied to, I have encountered a typing test where I had to type so many words in a set time, math test, scenario examinations where i had to provide a list of possible solutions based on a workplace scenario, another was for more of a technical position where I was given a piece of machinery and a maintenance sheet to conduct the work. They would sometimes add a malfunction to see how we handled the situation as well. A lot of these test our level of knowledge, problem resolution, and methods of communication.
Miriam Wrote:
· Explain the main techniques used in employment planning and forecasting.
In employment planning, is identifying the gaps between current staff and projected staff needs (Dessler, 2016, pg. 128). One technique is utilizing a strong recruitment and selection process. Gathering data, identify positions needed (or not needed), and putting together a strategic plan on who’s filling those gaps. Then it should be implementation, this should include any training programs.
Forecasting is estimating what your workforce demand will be in the future. This can be looking at different reports, such as turnover rates and ratio analysis, and determine the outcome from that.
· List and briefly describe the basic categories of selection tests, with examples.
Selection test is different types of employee selection tests that staff authorities can issue. Depending on the job, the following are types of test:
· Intelligence Test – test general intellectual abilities such as memory, vocabulary, and numerical abilities. These abilities are measured and assessed using such test like the Stanford-Binet and the Wechsler test.
· Aptitude Test – test that measures cognitive or mental abilities such as reasoning, comprehension and memory.
· Personality Test – test that measures aspects of personality “such as introversion, stability, and motivation. These test in its self also focused on different dimensions of personality such as emotional stability, extraversion, and openness to experience.
· Interest Test – Or Interest inventories “compare one’s interests with those of people in various occupations.” This assumes that the employee that choose a job that they a ...
Answer questions separately in 2 pages single spaced 12 font size..docxSHIVA101531
Answer questions separately in 2 pages single spaced 12 font size.
Can put questions in and increase font size for questions to 25 and make it to two pages.
Questions are listed on the bottom of this page. There are 5 questions in total.
What is the role of an organization in Diversity?
Organizations that are committed to equality and inclusion must take steps to combat the examples of discrimination and harassment that have been covered in this chapter. And they must take steps to make diversity a goal in the pre-employment stages as well as in the post-employment stages. Anyone with managerial or supervisory responsibilities should pay careful attention to hiring and performance-rewarding practices, and make sure to rely on relevant information for making decisions and ignore race-based stereotypes. The following are examples of what leaders and organizations can do make sure employees feel valued.
Interview Selection Process
To ensure fairness for all applicants, organizations should use
highly structured interviews
during the selection process to avoid bias based on race or gender Highly structured interviews consists of the following 15 characteristics: “(1) job analysis, (2) same questions, (3) limited prompting, (4) better questions, (5) longer interviews, (6) control of ancillary information, (7) limited questions from candidates, (8) multiple rating scales, (9) anchored rating scales, (10) detailed notes, (11) multiple interviewers, (12) consistent interviewers, (13) no discussion between interviews, (14) training, and (15) statistical prediction.” Similarity bias can occur when interviewers prefer interviewees with whom they share similar traits. Organizations can mitigate this challenge if all 15 characteristics of a structured interview are used consistently with each job applicant.
Diversified Mentoring Relationships
Thanks to the rapid growth of international travel and globalization, managers are often called upon to manage a workforce that is increasingly diverse. Research has shown that racially and ethnically diverse firms have better financial performance than more homogeneous firms, because, as mentioned, employees from different backgrounds and with different experiences can give the firm a competitive advantage in various ways. It is necessary, however, that managers and those in positions of power are adequately equipped to manage diverse workforces in ways that are beneficial to all.
Diversified mentoring relationships
are relationships in which the mentor and the mentee differ in terms of their status within the company and within larger society. The differences could be in terms of race, gender, class, disability, sexual orientation, or other status. Research has found that these types of relationships are mutually beneficial and that the mentor and the mentee both have positive outcomes in terms of knowledge, empathy, and skills related to interactions with people from different power groups.
MANAGERI.
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Webinar Slides: How to Tailor Diversity Initiatives in Your Recruitment Strategy Using Online Surveys
1. Using Online Surveys to Tailor Diversity Initiatives in your Recruitment Strategy 09/2010
2. Introductions Andrea Briggs, Project Manager, Talent Intelligence and Consulting ABD in Industrial/Organizational Psychology from DePaul University Professional and personal commitment to diversity Brian Di Bartolomeo, Director, Talent Intelligence and Consulting Masters in Industrial/Organizational Psychology from Elmhurst College Expertise in survey design, team leadership, project management, contract negotiation and client retention
3. Agenda Introductions About Personified Why is diversity important? Findings Diversity factors Diversity search strategies What does it all mean? Wrap-up and questions
4. Who is Personified? Consulting division of CareerBuilder.com specializing in: Job seeker and employer research Human capital consulting Talent sourcing and screening Access to over 40 billion data points Real-time access to 25 percent of the workforce, the largest candidate pool of any consulting company
5. Why we are here? Diversity is all around us: Diverse populations are the majority in America’s 10 largest cities The U.S. Census reports minorities, which are roughly one-third of the U.S. population, are expected to become the majority in 2042, with the nation projected to be 54 percent minority in 2050 Bureau of Labor Statistics (BLS) – Worker demographics (approx.):
6.
7. Companies do not feel they are successful at achieving their diversity goals:
8. More than 25% of hiring managers feel that their organizations are not successful at achieving their diversity initiatives *
9. Over 10% of hiring managers say their organization does not measure their success with diversity goals**(Personified Diversity Survey, 2010)
10. Diversity Defined What is workplace diversity? Workplace diversity is the variety of differences among people in an organization, encompassing race, gender, ethnic group, age, personality, sexual orientation, tenure, organizational function, education, background and more
11. Personified Research Applicant Experience Standard Demographic employment survey What were the top 3 reasons you applied for the position? How important are the following factors when you consider a job or an employer (Rating) Please rank the following factors based on how important they are when you consider a job or an employer (Ranking) Examples of options: Advancement, Balance, Benefits, Culture, Diversity, Financials, Location, Outreach, Salary, Training, etc. When looking for a job, how likely are you to use the following search strategies? Demographic Site, Employer Site, Newspaper Advertisement, Professional Organization Site, Social Networking Site, Online Job Board, etc. Diversity study 515 hiring managers 2,047 job seekers
12. What have we learned? Overall, very few notable differences between males and females. Gen Y(18-30) has the most differences when compared to both the Gen Xers (31-45) and the Baby Boomers (46-64). Advancement opportunity is a bigger factor in employment for minorities than it is for Caucasians. Asians and Caucasians find personal fit with boss a bigger factor in employment than Hispanics or African-Americans. Different search strategies are used by all job seekers without one strategy being utilized more than another.
13. Diversity—Factors What employment factors really matter to talent? Salary, location and benefits are consistently found to be in the top three for employment factors considered. Do you know what employment factors really matter to your talent?
14. Top Three Reasons AES and Demographic Study Age 18-30 More frequently ranked personal fit with boss as a top three reason when compared to all other age groups. * 46-64 More frequently ranked company reputation as a top three reason when compared to 31-45 year olds. More frequently ranked work-life balance as a top three reason when compared to 31-45 year olds. *This question only asked in the demographic study
15. Top Three Reasons, continued… Ethnicity African Americans More frequently ranked advancement opportunities as a top three reason as compared to Caucasians. More frequently ranked salary as a top three reason as compared to Caucasians. Caucasians More frequently ranked industry as a top three reason as compared to Asians, African Americans and Hispanics. More frequently ranked location as a top three reason as compared to Asians, African Americans and Hispanics. More frequently ranked personal fit with boss as a top three reason as compared to African Americans and Hispanics.* *This question only asked in the demographic study 1, 2, 3…
16. Top Three Reasons, continued… Asians More frequently ranked advancement opportunities as a top three reason as compared to Caucasians. More frequently ranked personal fit with boss as a top three reason as compared to African Americans and Hispanics.* Hispanics More frequently ranked advancement opportunities as a top three reason as compared to Caucasians. *This question only asked in the demographic study 1, 2, 3…
17. Diversity – Search Strategies How does your organization search and find qualified talent? The top three strategies used by hiring managers in organizations are their own company website (40%), major online job boards (36%), and informal networking (30%).
18. Search Strategies Gender Females are more likely to use demographic-specific sites as a search strategy as compared to males. Age 18- to 30-year-olds are more likely to use social networking sites as a search strategy as compared to all other age groups.
19. Search Strategies, continued… Asians More likely to use professional networking sites as a search strategy as compared to African Americans. More likely to use social networking sites as a search strategy as compared to African Americans, Caucasians and Hispanics. More likely to use demographic-specific sites as a search strategy as compared to Caucasians. Hispanics More likely to use social networking sites as a search strategy as compared to African Americans. More likely to use demographic-specific sites as a search strategy as compared to Caucasians.
20. Search Strategies, continued… African Americans More likely use demographic-specific sites as a search strategy as compared to Hispanics, Asians and Caucasians. More likely to use career fairs as a search strategy as compared to Caucasians. Caucasians More likely to use social networking sites as a search strategy as compared to African Americans.