Presentation given by Matt Harrison, CEO, Homeless Link, UK, at a FEANTSA seminar on "Funding strategies: Building the case for homelessness", hosted by the Committee of the Regions, June 2012
The document outlines a four-pronged approach to improving the mining sector in South Africa. It discusses challenges facing government, mine workers, and companies. Key aspects of the plan include improving labor conditions, health care access, housing and community development, and addressing environmental issues like acid mine drainage. The plan estimates it will cost $800 million USD over 10 years to implement initiatives across these four areas, with a focus on increasing productivity, health, and building sustainable communities.
The document discusses decision making in projects and how to make better decisions. It introduces Crew Resource Management (CRM) and Team Resource Integration Management (TRIM) as techniques. TRIM involves talking with the team, respecting each other, initiating action, and monitoring results. The document provides a checklist for project teams to use when making decisions, considering what needs to be decided, options, and involvement of the project manager and team.
The City of Hamilton Public Health Services established a Community of Practice to build knowledge and skills in Evidence-Informed Decision Making. They discussed barriers like lack of management support and determined key recommendations like securing management support, identifying mentors, and encouraging voluntary participation. Since implementing these strategies, participation has grown substantially and EIDM is becoming more embedded in organizational processes and culture.
The document provides information for commissioner basic training. It discusses evaluating unit operation using indicators like leadership, advancement, and attendance. Commissioners are instructed to use the Journey to Excellence program to set goals and measure unit performance. Effective counseling techniques for commissioners include active listening, understanding the leader's perspective, and guiding them to their own solutions rather than giving advice. The district committee structure includes functions for membership, finance, programs, and unit service to support units.
Funders and nonprofits alike are increasingly aware from published research and documented experience that the period after the departure of one leader and before the arrival of the next is too valuable to waste “standing still” in a holding action. This webinar will discuss the factors that every nonprofit needs to examine during the transition period – respecting the past, examining the present, and planning for the future, in order to complement the role of the Executive Search Consultant and prepare the way for a truly exciting next chapter in the life of the organization.
The document discusses the role of HR in supporting organizational transformation through engaging leadership. It provides examples of how employee ownership can strengthen transformation by shifting to a more decentralized structure with empowered employees and a flexible, no-blame culture. Effective leadership, communication, and organizational development programs are needed to embed transformation and develop employees. Case studies demonstrate some of the cultural and process challenges of transitioning to employee ownership.
World class leaders.
As leaders, in particular, we are in the unique position to engage others in reflecting on and learning from our experiences, entering into deeper questions and generative dialogue, developing and practicing new behaviours and paradigms, and designing a more sustainable way forward. Yet, in coping with the demands of day-to-day life we often don’t find the time or create the space to fulfil this important leadership responsibility.
The document outlines a four-pronged approach to improving the mining sector in South Africa. It discusses challenges facing government, mine workers, and companies. Key aspects of the plan include improving labor conditions, health care access, housing and community development, and addressing environmental issues like acid mine drainage. The plan estimates it will cost $800 million USD over 10 years to implement initiatives across these four areas, with a focus on increasing productivity, health, and building sustainable communities.
The document discusses decision making in projects and how to make better decisions. It introduces Crew Resource Management (CRM) and Team Resource Integration Management (TRIM) as techniques. TRIM involves talking with the team, respecting each other, initiating action, and monitoring results. The document provides a checklist for project teams to use when making decisions, considering what needs to be decided, options, and involvement of the project manager and team.
The City of Hamilton Public Health Services established a Community of Practice to build knowledge and skills in Evidence-Informed Decision Making. They discussed barriers like lack of management support and determined key recommendations like securing management support, identifying mentors, and encouraging voluntary participation. Since implementing these strategies, participation has grown substantially and EIDM is becoming more embedded in organizational processes and culture.
The document provides information for commissioner basic training. It discusses evaluating unit operation using indicators like leadership, advancement, and attendance. Commissioners are instructed to use the Journey to Excellence program to set goals and measure unit performance. Effective counseling techniques for commissioners include active listening, understanding the leader's perspective, and guiding them to their own solutions rather than giving advice. The district committee structure includes functions for membership, finance, programs, and unit service to support units.
Funders and nonprofits alike are increasingly aware from published research and documented experience that the period after the departure of one leader and before the arrival of the next is too valuable to waste “standing still” in a holding action. This webinar will discuss the factors that every nonprofit needs to examine during the transition period – respecting the past, examining the present, and planning for the future, in order to complement the role of the Executive Search Consultant and prepare the way for a truly exciting next chapter in the life of the organization.
The document discusses the role of HR in supporting organizational transformation through engaging leadership. It provides examples of how employee ownership can strengthen transformation by shifting to a more decentralized structure with empowered employees and a flexible, no-blame culture. Effective leadership, communication, and organizational development programs are needed to embed transformation and develop employees. Case studies demonstrate some of the cultural and process challenges of transitioning to employee ownership.
World class leaders.
As leaders, in particular, we are in the unique position to engage others in reflecting on and learning from our experiences, entering into deeper questions and generative dialogue, developing and practicing new behaviours and paradigms, and designing a more sustainable way forward. Yet, in coping with the demands of day-to-day life we often don’t find the time or create the space to fulfil this important leadership responsibility.
Police executives must make critical decisions around staffing and resource allocation, including how many officers are needed and how to assign and schedule them efficiently. There are four main approaches to deciding officer needs: authorized strength, population rates, minimum staffing, and workload-based. Workload-based models use data on community-generated calls for service to estimate officer obligations and build staffing models around performance objectives. Work schedules must be designed around both management and officer needs, balancing coverage with costs, fatigue, and other factors.
David A. Casavant is an international facility management consultant who trains over 2,500 professionals per year. He specializes in workplace productivity, process improvement, and risk planning. Some of his areas of expertise include innovative asset management, reliability, sustainability, and helping clients identify practical operations and maintenance solutions to achieve sustainable commercial real estate portfolios. He has received recognition for his book on emergency preparedness and safety planning.
The document discusses managing virtual teams, defining them as groups that work across time, space and boundaries using technology. It outlines 5 fundamentals for managing virtual teams: proactive management, respect and trust, rigor and discipline, ownership and accountability, and having fun. The document provides guidance on applying each of these fundamentals when leading remote employees.
Through strategic planning workshops, Dr. Tramel helped the NASA Metal Engineering Division develop a strategic plan from the bottom up. She engaged technicians, engineers, and managers to identify their organization's vision, mission, values, goals, and action steps. By applying servant leadership principles and an inclusive process, the workshops addressed the needs of employees experiencing uncertainty from changes at NASA. The bottom-up approach built ownership of the strategic plan.
This document outlines a strategic plan for the HSG CEOs' Club. It includes sections on positioning, options, norms, and recommendations. The club aims to establish a long-term network of 25-50 CEOs from the DACHLI region who meet quarterly. Key goals are creating a high-status network and stimulating dialogue among business leaders. The plan recommends annual retreats, marketing through word-of-mouth, and using technology to facilitate ongoing member engagement.
The document provides guidance and tips for developing an effective fundraising plan, including assessing existing resources, determining financial targets, identifying prospective donors, developing customized prospect lists, utilizing various solicitation tools, recognizing donor contributions, and implementing additional fundraising ideas such as social media campaigns, "Ten for Ten" challenges, and hosting fundraising events or "non-events". The overall focus is on thorough research and planning to optimize fundraising results.
Shows some considerations for HR Managers and Business Partners when it comes to decision making around the amount of work and people vs skills of people.
Can you be successful without a plan for rolling out your collaboration initiative to users? Maybe. But it's going to cost you more and take you longer, and there's no guarantee your users will fully embrace it in the long run. Join collaboration expert Michael Sampson as he explains how applying the necessary time and resources upfront pays dividends.
Black, White or Gray - The Change Management Imperative for Shared Services a...Deborah Kops
This document discusses the importance of change management for shared services and outsourcing initiatives. It notes that change management is needed to manage resistance, motivate employees through transitions, ensure knowledge transfer and establish the right culture. It then introduces Deborah Kops and her company Sourcing Change, which provides resources for outsourcing and shared services change management. The document goes on to discuss the challenges organizations face with change implementation and the risks that occur when change management is not adequately addressed. It emphasizes that change management is about controlling and ensuring compliance with new business models and that this requires a focus on managing the "grey areas" of change.
• You are looking for cultural integration in a multicultural company
• You have to improve your productivity more than 7 %
• You want to implement self-directed teams
• You need new leadership for highly skilled power teams
• You have to solve conflicts that block more than 5% of your efficiency
• You need a successful lighthouse-style project to become the emotional
• master plan for other projects
• You want to change the lack of identification and need better employer
• image for new hires
The document discusses planning and conducting effective meetings. It notes that meetings cost businesses billions annually and outlines types of meetings. When planning a problem-solving meeting, the document recommends determining if a meeting is necessary, setting an agenda with goals and participants, and providing background. Key points for conducting a meeting include beginning by stating goals, using parliamentary procedure or other techniques to encourage participation, keeping discussions on track, maintaining a positive tone, and following up on assignments.
"Association 101" is a handy reference for "Everything you always wanted to know about bar leadership, but were afraid to ask – or didn’t even know to ask!". Nora's presentation covers the basics, responsibilities and steps necessary to form and maintain an effective bar association board.
Download a PDF of this presentation:
http://reallifepractice.com/wordpress/wp-content/uploads/2011/08/association-101.pdf
This document discusses the concepts of delegation and empowerment. It defines delegation as transferring responsibility for a specific task to another individual and empowering them to accomplish it effectively. Empowerment focuses on developing and empowering individuals. The document outlines principles for effective delegation, including deciding what to delegate, communicating expectations clearly, and focusing accountability on results. It also discusses five dimensions that are key to empowerment: self-efficacy, self-determination, personal consequences, meaningfulness, and trust. Leadership processes can range from passive to active in developing these dimensions among employees.
The document discusses the art of delegation for building effective teams. It emphasizes establishing trust through clear communication and feedback. An "Items of Importance" system is recommended where team members regularly update the leader on key events and discussions in writing. Proper delegation involves matching tasks to individuals' skills and providing opportunities to develop new skills over time. Periodic reviews should assess delegation capacities and identify gaps to address through goals, hiring, or training. The goal is to empower teams through transparency, accountability and motivation to achieve excellence.
The document discusses interfacing and influencing skills that are core to being an effective consultant. It provides tips on active listening, interviewing, establishing relationships, and handling questions to help with interfacing. Influencing skills discussed include persuading, negotiating, addressing different perspectives rationally and emotionally, creating a sense of urgency, transferring ownership, identifying others' motives and needs, and overcoming barriers. The document emphasizes the importance of these skills and provides guidance on practicing them, including through "hallway chats" with clients.
Effective Recruiting Strategies for Managers That Minimize Compliance Risks f...Human Capital Media
Many companies are being hit with costly fines for violations or discrimination claims related to recruiting efforts. That’s why Dr. Lisa Harpe will provide a framework for a compliant recruiting strategy in this complimentary webcast "Effective Recruiting Strategies for Managers That Minimize Compliance Risks for Business.”
In today’s intense regulatory environment, recruiting expands beyond just filling a position. As an HR professional, hiring manager or recruiter, your priority is to find and hire the right person for the right job. Federal agencies have another priority — ensure that the recruiting to hire practices are compliant. This session is designed to provide that insight to help you understand and avoid the hidden risks in recruiting. Join us to learn:
How to proceed if underutilization of a protected class exists.
Recommendations to collect accurate data on recruiting sources and measure the effectiveness of your programs.
How to leverage good faith efforts to overcome underutilization with women and minorities.
Tips on attracting veterans and people with disabilities into the workforce
Actionable steps to get managers and recruiters aligned toward recruiting goals.
The document provides an overview of Gemini Consulting's approach to leading organizational change. It discusses how the business environment is changing and requiring different approaches to change. Gemini's approach is grounded in tools developed from behavioral change insights that focus on changing individual behaviors through small groups. Gemini interventions create joint project teams of clients and consultants to serve as a safe environment to experiment with new ways of working and accelerate change. Gemini is evolving its approach to address continuous change and spreading learnings throughout organizations.
This document discusses lessons learned from managing an IT project that had to serve both Agency and Center needs. The project aimed to consolidate multiple Active Directory forests into a single forest across 18 NASA Centers. [1] Meeting both sets of needs can seem impossible, as Centers find Agency initiatives difficult to implement and Agencies prioritize external requirements. [2] The project manager found success by having open communication, compromising to find common ground, and problem-solving issues actively as they arose. [3] With an emphasis on understanding all perspectives and frequent discussions, the project ultimately met requirements for both Agencies and Centers.
The document discusses trends in nonprofit leadership transitions that will need to be addressed between now and 2016. It notes that nonprofits will need to recruit over 600,000 to 1,250,000 new senior managers, and anticipate increased turnover beyond current levels. This is driven by factors such as the increasing number of nonprofits, baby boomer retirement, and lack of experienced younger professionals. Proper transition management is necessary to stabilize organizations and orient new executives through phases of ending the old relationship, establishing an interim plan, and launching the new beginning.
Engaging staff through change: PNNL IT's staff powered paradigmjmarkwort
Imagine if staff had an opportunity to flip years and years of status quo on its head by designing their new org chart, or how we build talent or do work. Does the thought scare or excite you? Either way, staff in IT at Pacific Northwest National Laboratory are doing just that.
Engaging staff through change is difficult, but usually because they are only engaged after the decision to change has already been made. Org charts are often introduced to staff for the first time at all hands meetings in a 'welcome to your new org' fashion. PNNL's Leadership decided to take a different approach by empowering and enabling staff to actually engage…even shape…the process and outcomes. In the process, these folks became change agents and champions for a new way to do work. This is only one of 4 PNNL efforts where staff are driving changes to the way we organize, do work, improve the work (Lean IT) and build talent.
7 key leadership learnings to help you to thrive on the challenges of changeIan Berry
This is my September 2014 changing what's normal strategies and tactics newsletter. To subscribe and therefore be able to download my Changing What's Normal book please visit http://www.ianberry.biz/complimentary/
In addition to regular in-depth articles I provide slideshares, special reports/papers, video interviews and teaching videos for my readers.
Police executives must make critical decisions around staffing and resource allocation, including how many officers are needed and how to assign and schedule them efficiently. There are four main approaches to deciding officer needs: authorized strength, population rates, minimum staffing, and workload-based. Workload-based models use data on community-generated calls for service to estimate officer obligations and build staffing models around performance objectives. Work schedules must be designed around both management and officer needs, balancing coverage with costs, fatigue, and other factors.
David A. Casavant is an international facility management consultant who trains over 2,500 professionals per year. He specializes in workplace productivity, process improvement, and risk planning. Some of his areas of expertise include innovative asset management, reliability, sustainability, and helping clients identify practical operations and maintenance solutions to achieve sustainable commercial real estate portfolios. He has received recognition for his book on emergency preparedness and safety planning.
The document discusses managing virtual teams, defining them as groups that work across time, space and boundaries using technology. It outlines 5 fundamentals for managing virtual teams: proactive management, respect and trust, rigor and discipline, ownership and accountability, and having fun. The document provides guidance on applying each of these fundamentals when leading remote employees.
Through strategic planning workshops, Dr. Tramel helped the NASA Metal Engineering Division develop a strategic plan from the bottom up. She engaged technicians, engineers, and managers to identify their organization's vision, mission, values, goals, and action steps. By applying servant leadership principles and an inclusive process, the workshops addressed the needs of employees experiencing uncertainty from changes at NASA. The bottom-up approach built ownership of the strategic plan.
This document outlines a strategic plan for the HSG CEOs' Club. It includes sections on positioning, options, norms, and recommendations. The club aims to establish a long-term network of 25-50 CEOs from the DACHLI region who meet quarterly. Key goals are creating a high-status network and stimulating dialogue among business leaders. The plan recommends annual retreats, marketing through word-of-mouth, and using technology to facilitate ongoing member engagement.
The document provides guidance and tips for developing an effective fundraising plan, including assessing existing resources, determining financial targets, identifying prospective donors, developing customized prospect lists, utilizing various solicitation tools, recognizing donor contributions, and implementing additional fundraising ideas such as social media campaigns, "Ten for Ten" challenges, and hosting fundraising events or "non-events". The overall focus is on thorough research and planning to optimize fundraising results.
Shows some considerations for HR Managers and Business Partners when it comes to decision making around the amount of work and people vs skills of people.
Can you be successful without a plan for rolling out your collaboration initiative to users? Maybe. But it's going to cost you more and take you longer, and there's no guarantee your users will fully embrace it in the long run. Join collaboration expert Michael Sampson as he explains how applying the necessary time and resources upfront pays dividends.
Black, White or Gray - The Change Management Imperative for Shared Services a...Deborah Kops
This document discusses the importance of change management for shared services and outsourcing initiatives. It notes that change management is needed to manage resistance, motivate employees through transitions, ensure knowledge transfer and establish the right culture. It then introduces Deborah Kops and her company Sourcing Change, which provides resources for outsourcing and shared services change management. The document goes on to discuss the challenges organizations face with change implementation and the risks that occur when change management is not adequately addressed. It emphasizes that change management is about controlling and ensuring compliance with new business models and that this requires a focus on managing the "grey areas" of change.
• You are looking for cultural integration in a multicultural company
• You have to improve your productivity more than 7 %
• You want to implement self-directed teams
• You need new leadership for highly skilled power teams
• You have to solve conflicts that block more than 5% of your efficiency
• You need a successful lighthouse-style project to become the emotional
• master plan for other projects
• You want to change the lack of identification and need better employer
• image for new hires
The document discusses planning and conducting effective meetings. It notes that meetings cost businesses billions annually and outlines types of meetings. When planning a problem-solving meeting, the document recommends determining if a meeting is necessary, setting an agenda with goals and participants, and providing background. Key points for conducting a meeting include beginning by stating goals, using parliamentary procedure or other techniques to encourage participation, keeping discussions on track, maintaining a positive tone, and following up on assignments.
"Association 101" is a handy reference for "Everything you always wanted to know about bar leadership, but were afraid to ask – or didn’t even know to ask!". Nora's presentation covers the basics, responsibilities and steps necessary to form and maintain an effective bar association board.
Download a PDF of this presentation:
http://reallifepractice.com/wordpress/wp-content/uploads/2011/08/association-101.pdf
This document discusses the concepts of delegation and empowerment. It defines delegation as transferring responsibility for a specific task to another individual and empowering them to accomplish it effectively. Empowerment focuses on developing and empowering individuals. The document outlines principles for effective delegation, including deciding what to delegate, communicating expectations clearly, and focusing accountability on results. It also discusses five dimensions that are key to empowerment: self-efficacy, self-determination, personal consequences, meaningfulness, and trust. Leadership processes can range from passive to active in developing these dimensions among employees.
The document discusses the art of delegation for building effective teams. It emphasizes establishing trust through clear communication and feedback. An "Items of Importance" system is recommended where team members regularly update the leader on key events and discussions in writing. Proper delegation involves matching tasks to individuals' skills and providing opportunities to develop new skills over time. Periodic reviews should assess delegation capacities and identify gaps to address through goals, hiring, or training. The goal is to empower teams through transparency, accountability and motivation to achieve excellence.
The document discusses interfacing and influencing skills that are core to being an effective consultant. It provides tips on active listening, interviewing, establishing relationships, and handling questions to help with interfacing. Influencing skills discussed include persuading, negotiating, addressing different perspectives rationally and emotionally, creating a sense of urgency, transferring ownership, identifying others' motives and needs, and overcoming barriers. The document emphasizes the importance of these skills and provides guidance on practicing them, including through "hallway chats" with clients.
Effective Recruiting Strategies for Managers That Minimize Compliance Risks f...Human Capital Media
Many companies are being hit with costly fines for violations or discrimination claims related to recruiting efforts. That’s why Dr. Lisa Harpe will provide a framework for a compliant recruiting strategy in this complimentary webcast "Effective Recruiting Strategies for Managers That Minimize Compliance Risks for Business.”
In today’s intense regulatory environment, recruiting expands beyond just filling a position. As an HR professional, hiring manager or recruiter, your priority is to find and hire the right person for the right job. Federal agencies have another priority — ensure that the recruiting to hire practices are compliant. This session is designed to provide that insight to help you understand and avoid the hidden risks in recruiting. Join us to learn:
How to proceed if underutilization of a protected class exists.
Recommendations to collect accurate data on recruiting sources and measure the effectiveness of your programs.
How to leverage good faith efforts to overcome underutilization with women and minorities.
Tips on attracting veterans and people with disabilities into the workforce
Actionable steps to get managers and recruiters aligned toward recruiting goals.
The document provides an overview of Gemini Consulting's approach to leading organizational change. It discusses how the business environment is changing and requiring different approaches to change. Gemini's approach is grounded in tools developed from behavioral change insights that focus on changing individual behaviors through small groups. Gemini interventions create joint project teams of clients and consultants to serve as a safe environment to experiment with new ways of working and accelerate change. Gemini is evolving its approach to address continuous change and spreading learnings throughout organizations.
This document discusses lessons learned from managing an IT project that had to serve both Agency and Center needs. The project aimed to consolidate multiple Active Directory forests into a single forest across 18 NASA Centers. [1] Meeting both sets of needs can seem impossible, as Centers find Agency initiatives difficult to implement and Agencies prioritize external requirements. [2] The project manager found success by having open communication, compromising to find common ground, and problem-solving issues actively as they arose. [3] With an emphasis on understanding all perspectives and frequent discussions, the project ultimately met requirements for both Agencies and Centers.
The document discusses trends in nonprofit leadership transitions that will need to be addressed between now and 2016. It notes that nonprofits will need to recruit over 600,000 to 1,250,000 new senior managers, and anticipate increased turnover beyond current levels. This is driven by factors such as the increasing number of nonprofits, baby boomer retirement, and lack of experienced younger professionals. Proper transition management is necessary to stabilize organizations and orient new executives through phases of ending the old relationship, establishing an interim plan, and launching the new beginning.
Engaging staff through change: PNNL IT's staff powered paradigmjmarkwort
Imagine if staff had an opportunity to flip years and years of status quo on its head by designing their new org chart, or how we build talent or do work. Does the thought scare or excite you? Either way, staff in IT at Pacific Northwest National Laboratory are doing just that.
Engaging staff through change is difficult, but usually because they are only engaged after the decision to change has already been made. Org charts are often introduced to staff for the first time at all hands meetings in a 'welcome to your new org' fashion. PNNL's Leadership decided to take a different approach by empowering and enabling staff to actually engage…even shape…the process and outcomes. In the process, these folks became change agents and champions for a new way to do work. This is only one of 4 PNNL efforts where staff are driving changes to the way we organize, do work, improve the work (Lean IT) and build talent.
7 key leadership learnings to help you to thrive on the challenges of changeIan Berry
This is my September 2014 changing what's normal strategies and tactics newsletter. To subscribe and therefore be able to download my Changing What's Normal book please visit http://www.ianberry.biz/complimentary/
In addition to regular in-depth articles I provide slideshares, special reports/papers, video interviews and teaching videos for my readers.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
As a leader, you spend a lot of your time making sure that your team is working well together. Here are the secrets that every manager should know to make your team successful.
Subscribe to our free 11-day email course on HOW TO BE A BETTER LEADER:
http://officevi.be/29Sx4bK
Read more on employee engagement on Officevibe blog:
https://www.officevibe.com/blog
Build Your NGO: Monitoring & Evaluation Allie Hoffman
This document provides an introduction to monitoring and evaluation (M&E) systems for projects. It defines monitoring and evaluation, explains why organizations conduct M&E, and outlines key aspects of developing an M&E system including developing a theory of change, result chain, indicators, targets, and data collection methods. The document emphasizes establishing a participatory M&E system that evolves over time to provide useful feedback for improving projects and assessing their impact.
This document summarizes a customer insight project conducted by Wakefield Council and Job Centre Plus. Through stakeholder events, focus groups, interviews, and user groups, they gathered insights about unemployed customers. Key findings included the need for personalized support, help with skills and finances, and barriers like fragmented services, health issues, and lack of work experience. The document outlines reforms to better coordinate support through flexible interventions, work experience programs, sector-based work academies, and enterprise clubs. It also discusses implementing the Work Programme to help more customers find jobs.
This document discusses trends in facility management and strategies for an integrated approach. It advocates that facility management be visible, strategic, and active rather than invisible, tactical, and supportive. Key trends include linking facility management to organizational strategy, emergency preparedness, change management, sustainability, technology, diversity, and aging buildings. An integrated approach provides benefits like increased effectiveness, productivity, customer service, and reduced costs. It recommends engaging stakeholders, developing strategic facility plans aligned with business plans, clarifying roles and responsibilities, and continually evaluating services.
Administaff is a professional employer organization (PEO) founded in 1985 that now serves over 6,500 client companies and 108,000 employees nationwide. As a PEO, Administaff establishes a co-employment relationship with its clients to provide comprehensive human resources outsourcing including benefits administration, payroll processing, regulatory compliance, and training and development services. This allows client companies to focus on their core business operations while gaining access to expert HR support typically only available to large enterprises.
This document discusses the benefits and challenges of insourcing help desk resources to other teams within an organization. The Kroger Support Center provides tier 1 and 2 technical support for over 330,000 employees and manages over 1 million contacts annually. The support center has achieved metrics like 88% of issues resolved on first contact. Insourcing help desk resources can reduce project costs versus outside contractors, improve collaboration, provide career development opportunities, and increase job satisfaction through variety. However, insourcing also presents challenges like ensuring organizational maturity, defining eligible candidates, managing supply and demand for resources, and anticipating positive turnover.
This document summarizes a book about managing change in IT outsourcing from the service provider perspective. It discusses research showing that providers often struggle with sustainable performance for clients over time. The book examines factors that influence sustainable performance, such as organizational structure, capabilities, and adapting to changing client needs. It presents findings on issues during the transition phase, benefits of customizing structures while standardizing back-office functions, the importance of client knowledge, and keys to dynamic fit and long-term adaptability. Measuring holistic performance over multiple years and including the client perspective were found to positively impact sustainable results.
Moving your organization into the fast lane metroMike Vincent
Move your organization into the fast lane - making Scrum stick
Scrum is not just for software development. Use the principles of Scrum to move your whole organization into the fast lane. It's a big culture change and hard work but immensely rewarding.
Testing Resource Models - Pros and ConsTony Barber
This document discusses the pros and cons of different sources of testing resources: permanent staff, contractors, and consultancies. Some key advantages of permanent staff are lower costs, increased productivity over time, and easier motivation. However, permanent staff can be more difficult to retain and utilize fully. Contractors can be recruited quickly but are more expensive, while consultancies provide management overhead but are the most expensive option. The document recommends considering permanent staff for roles over 2 years, contractors for high demand roles under 2 years, and consultancies for specialized roles that are difficult to recruit for.
This document discusses using benefits as a way to differentiate an employer and attract top talent. It provides examples of how benefits can be aligned with an organization's employee value proposition. Specifically, it outlines ITC's approach of aligning benefits like pension plans, medical coverage, housing, and work-life balance perks to their goals of long-term engagement, talent development, and employee wellness. The document also discusses externalizing versus internalizing human capital and how benefits strategies may differ depending on whether a job is considered core, ancillary, or compulsory human capital.
This document contains lecture notes on the topic of human resources management from a class at Yanbu University College. It covers several key aspects of HRM including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. The notes provide definitions and explanations of these human resources concepts in 3-7 bullet points per section.
This three-day training conference provides administrative professionals the opportunity to acquire skills to advance their careers. Attendees can earn up to 18 CPE credits. The conference focuses on change management, customer service, and critical thinking and problem solving. It aims to help attendees become confident problem solvers, handle change effectively, and create excellent customer experiences. The document provides details on session topics, speakers, location, registration, fees, and contact information.
Project management is a special skill or a common sense? most imp is to track,b alert, reviews & mitigate risks
"
"Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.
Read http://tl.gd/jm1gh5
Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!
- Earthsoft Foundation of Guidance
Let us make earth little softer..
"
The document discusses human resources management in service businesses. It covers topics like the strategic importance of recruiting, training, and retaining employees; different approaches to HR management and their impact on customer satisfaction; the concept of "emotional labor"; designing jobs and recruiting the right people; retaining employees and linking it to customer retention; and managing people through empowerment versus a production-line approach. The key is choosing a management approach that meets employee and customer needs.
Increasing your SharePoint ROI with End-User Trainingjendodd
This document discusses the importance of end-user training for SharePoint implementations. It begins by introducing the presenter and their background. Several case studies are then referenced showing the top challenges with SharePoint include development time, end-user adoption, and governance. The document argues that if organizations train their end-users, it will lead to increased adoption. Both the direct and indirect costs of training are outlined, as well as the tangible benefits it provides like increased accuracy, motivation, and satisfaction. Examples are given of how training can positively impact an organization's business through improved retention, quality, and competitiveness. The document concludes by offering suggestions for effective SharePoint training approaches and stretching limited training budgets.
A quick introduction to Sustainable Futures at Edinburgh Napier UniversityStephen Yorkstone
An overview of Edinburgh Napier University's Sutainable Futures initiative, looking at motivation, methodology, and the practical process of involvement.
The document provides an overview of performance management. It defines performance management as managing the performance of an organization or individual. It also discusses broader aspects of performance management beyond just measurement, including managing people, leadership, decision making, motivation, and innovation.
The scope of performance management is outlined, including strategy formulation, implementation, communication, evaluation, establishing priorities, benchmarking, and encouraging improvement. Major traits of effective organizations are listed as vision, clear objectives, and trust/open communication. Common minor traits include leadership, skill development, and policies/methodologies.
Merit rating and management by objectives (MBO) are introduced as performance management approaches, with MBO noted as having yielded to other approaches. Features
ERA is an expense reduction consulting firm that has helped over 14,000 clients globally reduce expenses by an average of 19.7%. They work on a contingent fee basis, only earning a fee if they achieve measurable savings for the client. Their process involves analyzing a client's expenses over 6-8 weeks, defining options to reduce expenses over another 6-8 weeks, and then implementing solutions and monitoring for 24 months. ERA has expertise across many expense categories and a proven track record of success with many large clients across diverse industries. Their goal is to help clients reduce expenses through more cost-effective suppliers and processes, with no fee charged if no savings are achieved.
3B - How to effectively engage users and managers in IT projects - Richard Co...CFG
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1. WHERE TO MAKE SAVINGS IN
HOMELESSNESS SERVICES
Matt Harrison
CEO – Homeless Link, UK
WWW.HOMELESS.ORG.UK
2. Introduction
• Homeless Link is the national membership organisation for
homelessness services in England
• We have over 500 members working with homeless people across the
country to end homelessness
• Our role is to lobby government on behalf of homeless people and our
members and to support and help them in practical ways
• We provide advice and support to them through our network of
regional managers
• These are tough times – most of our members are facing cuts and
having to make savings
• We’re not yet seeing massive closures of services, but they are
happening (4.6% of services closed in 2011/12)
WWW.HOMELESS.ORG.UK
3. Why is there a need to make
savings?
• The recession has led to an “Age of austerity”
• Massive public spending cuts in the UK
• Funding cuts to local authorities of 28% over 4 years
• Much of this being passed on to our sector
• Local authorities provide 70% of our members’ funding
• Cuts at a local level varying from 0% to 50% - in year 1
• Most of our members (58%) have been cut already by 15% on average
• Most organisations (57%) expect further cuts this year
• So far the sector has just about coped – 10 years of public investment
means we have a strong and resilient sector
• But the risks are growing…
WWW.HOMELESS.ORG.UK
4. Main areas to make savings
• Organisational changes
• Staffing
• Methods of delivery
WWW.HOMELESS.ORG.UK
5. Organisational savings
• Mergers and collaborations
• Sharing resources
• Outsourcing back-office services
• Alternative income streams – Social Enterprise
WWW.HOMELESS.ORG.UK
6. Case Study
North East
•4 small local agencies have formed a partnership to share all
their back-office functions.
•Not a merger - a collaboration
•Share IT, HR and training and finance staff
•Use staff to cover holidays and sick leave – reduce locum costs
•Now employing a Business Development Manager to bid for
contracts as a consortium
WWW.HOMELESS.ORG.UK
7. Case study
North West
• A medium sized charity has joined a large Housing Association
in a group structure.
• Retain their own independent board and business plan
• Use the larger organisation’s HR, IT, Finance and Business
Development teams
• Reduces costs, gives them more resilience and makes them
more likely to win contracts
• Some loss of independence
WWW.HOMELESS.ORG.UK
8. Case study
South West
• Medium sized charity providing hostels and other services for
homeless people
• Set up a sustainable Social Enterprise, employing service
users
• They deliver construction and services for local housing
associations (eg. clearances, redecoration and refurbishment)
• Turnover has reached £300,000 – not yet making profits for the
parent charity but growing fast.
• This is in addition to providing a route into employment
WWW.HOMELESS.ORG.UK
9. Staffing
• Typically the biggest element of a budget for our sector
• On average in the UK about 70% of total costs
• If services are to continue with lower levels of funding, then
staffing costs have to reduce
• Many organisations in the UK are reviewing and reducing
salaries and changing terms and conditions (eg. longer hours)
• Competitive tendering makes this more likely
• Fears of a “race to the bottom”
• What else can be done?
WWW.HOMELESS.ORG.UK
10. Staffing options - 1
Possible Benefits Risks Mitigating actions
response
Reduce number • Removal of less effective staff • Low morale • Staff consultation
of staff, including • Interventions can be more • Longer working hours for throughout
sharing managers focussed remaining staff • Planning with staff
across services • New creative ways of working • Fewer support hours leading to • Measuring impact of
can inspire staff and achieve more incidents and worse changes
better outcomes outcomes • Work with external partners
• Clients with high support needs
receive all attention
Employ lower • Supervisory opportunities for • Inexperience leads to more • Review JDs and PSs to
grade staff existing staff incidents ensure that the skills
• Provide placements for social • Lack of confidence among required are right
work students team • Ensure training and
supervision is in place
• Arrange external
supervision from others
WWW.HOMELESS.ORG.UK
11. Staffing options - 2
Possible Benefits Risks Mitigating actions
response
Reduce • Better rota for full-time project • Fewer professional staff at • Staff consultation
workers, increasing morale critical times • On-going review of incidents
staffing at • Increased risk of incidents and impact
night • Training for night staff
• Review risk and incident
policies
• Implement a risk register
Use of more • Increased engagement with • Inexperience • Training and support from
the community • Reduced client satisfaction volunteer agencies
volunteers • Increased client involvement • As above • Social work students
• Volunteers bring new skills • Use skilled volunteers to fill
and expertise (possibly gaps
experience of homelessness) • Be clear about what you are
• Frees up staff to do more in asking volunteers to do
depth case work
WWW.HOMELESS.ORG.UK
12. Case study
London
• A new hostel that operates more as a hotel (not for cost
reasons)
• No night staff, but a concierge service
• Just to provide security, not support
• Lower costs, and many organisations find that night staff are
not as effective as they would hope at providing support.
WWW.HOMELESS.ORG.UK
13. Case study
London
• Large provider set themselves a target to reduce their costs
• All staff had a small pay cut and a longer working week
• One layer of senior management removed
• All staff asked to feed in ideas how to make savings
• More use of sessional staff, interns, trainees and volunteers
• Outsourced IT support
• Contracts centralised and consolidated (eg. mobile phones)
• Achieved their targeted cost savings, but some impact on morale –
partly because they started first rather than waiting until everyone was
doing it.
WWW.HOMELESS.ORG.UK
14. Case study
London
•Teams of 3 floating support staff now 1 staff member, 1 trainee, 1
volunteer. The trainee is paid, the volunteer unpaid
•Both trainee and volunteers receive accredited training and a
qualification after 1-2 years
WWW.HOMELESS.ORG.UK
15. Service changes
Possible Benefits Risks Mitigating actions
response
Stop delivering • Become more efficient • Job losses • Redeploy staff to other
less crucial or • Only support those with the • Increased pressure and services
ineffective areas highest need demand on other services • Consult and measure
of your service – • Risk to clients if vital service impact of change
for example is removed throughout
serving lunch.
Engage the • Increased community • Fragmented service delivery • Joint working protocols
engagement
c • Service level agreements
• New opportunities and
o • Review policies and impact.
creative mapproaches
m
u
n
i
t
y
a
WWW.HOMELESS.ORG.UK n
d
16. Case study
East Midlands
• A large hostel redeveloped with public investment
• Some self-contained units, high standard, separate entrance
• These units are part of the service while they have funding
• But could rent these units commercially to generate income to
support the rest of the service.
WWW.HOMELESS.ORG.UK
17. Case study
North East
• Floating support service working with young people
• Funding cut significantly
• Now offer initial support when young people move in
• All follow up work done by young people visiting them
• Retains contact, builds independence and responsibility and at
a lower cost
WWW.HOMELESS.ORG.UK
18. Conclusions
• After 10 years of increased investment in services in the UK, we are
facing a sustained period of cuts
• No organisation wants to close services – especially as the recession
means demand is rising
• So we have to look to see if we can make savings in our
homelessness services.
• There are clear risks from these actions that need to considered and
mitigated.
• But the risks to our clients of closing services may be higher.
• Further reading on what’s happening in England:
http://homeless.org.uk/snap2012
WWW.HOMELESS.ORG.UK