Kate Wildrick is an organizational developer and strategic workforce planning expert with over 11 years of experience in human resources. She has expertise in strategic planning, workforce planning, succession planning, competency modeling, and managing organizational change. She has published articles and papers on topics related to generational differences in the workplace and strategic workforce planning. She also conducts presentations and workshops on these topics for universities, hospitals, and professional conferences.
This symposium brings together researchers and practitioners to discuss frameworks for leadership theory and practice. It aims to provide a forum for dialogue to help develop models for implementing leadership development.
The main challenge discussed is how to measure the impact and return on investment of leadership development programs. While some tools and approaches have been developed, organizations still struggle to understand when and how leadership development occurs. Experts share experiences from organizations and present ideas for capturing the outcomes of leadership development efforts. The goal is to help organizations determine who to develop, how to develop leaders, and the impact of their development work.
Duna making-sense-of-generative-governance (1)Brent MacKinnon
The document discusses generative governance and how boards can move beyond just fiduciary and strategic roles. It defines three modes of governance: fiduciary, strategic, and generative. Generative governance focuses on sense-making, inquiry, and creating new meaning. Examples show how boards can ask generative questions that focus more on opportunities, ethics, stakeholders needs rather than just operational or compliance issues. The document advocates for boards to engage in boundary work, anticipate changes, leverage strengths, and tackle important problems through a more playful, inventive approach focused on meaning-making.
Business Psychology for Organizational AgilitySeta Wicaksana
“Agile” government agencies significantly outperform other agencies on virtually every important metric, from productivity to employee and client satisfaction
The document summarizes a presentation given by two Lockheed Martin employees on promoting gender inclusion in the workplace. It discusses highlights from a 2015 event they held, including findings from a women in the workplace study. It also outlines topics discussed in breakout sessions, such as overcoming biases against women's success and making meetings more inclusive. The presentation aims to help companies leverage diversity and achieve greater performance.
This document discusses changing demographics and the challenges they pose for human resources management. It notes that populations are aging, requiring accommodations for older workers. Younger generations also need a focus on different needs. Globalization means more cultural diversity and remote recruiting. More women in the workforce necessitates family-friendly policies and addressing gender issues. Overall, human resources must adapt quickly to remain effective amidst shifting workforce demographics.
Changing the Tires While Driving the Car: Leading in Times of ChangeLisa Colton
This document discusses leading organizations through times of change. It covers topics like adaptive leadership, shifts in work culture and transparency. The presentation includes discussions on identifying needed skills for leadership teams, applying adaptive and collaborative practices, developing a pipeline of future leaders, and fostering a culture of innovation. Transparency is highlighted as an important principle for engaging stakeholders and building trust during periods of change.
The Millennial Generation's Impact on the WorkplaceLori Thomas
This document discusses the impact of Millennials on the workplace. It defines Millennials as those born between 1981-1997. Millennials make up the largest generation currently in the US workforce. The document outlines some perceived characteristics of Millennials, such as being team-oriented, eager to learn, and valuing work-life balance. It also discusses Millennial expectations of the workplace, including frequent feedback, opportunities for advancement, and a friendly relationship with managers. The document notes both opportunities and challenges that Millennials present for companies and unions.
The document discusses skills and strategies needed for 21st century leadership. It compares 20th and 21st century skills, learners, teaching strategies and curriculum. 21st century leaders need to be visionary, transformative, and able to communicate change. They must inspire shared visions and challenge processes while enabling others. Exemplary leadership practices include modeling behaviors and encouraging hearts. 21st century educational leaders face challenges in adapting to common core standards, research-based practices, and increased competition.
This symposium brings together researchers and practitioners to discuss frameworks for leadership theory and practice. It aims to provide a forum for dialogue to help develop models for implementing leadership development.
The main challenge discussed is how to measure the impact and return on investment of leadership development programs. While some tools and approaches have been developed, organizations still struggle to understand when and how leadership development occurs. Experts share experiences from organizations and present ideas for capturing the outcomes of leadership development efforts. The goal is to help organizations determine who to develop, how to develop leaders, and the impact of their development work.
Duna making-sense-of-generative-governance (1)Brent MacKinnon
The document discusses generative governance and how boards can move beyond just fiduciary and strategic roles. It defines three modes of governance: fiduciary, strategic, and generative. Generative governance focuses on sense-making, inquiry, and creating new meaning. Examples show how boards can ask generative questions that focus more on opportunities, ethics, stakeholders needs rather than just operational or compliance issues. The document advocates for boards to engage in boundary work, anticipate changes, leverage strengths, and tackle important problems through a more playful, inventive approach focused on meaning-making.
Business Psychology for Organizational AgilitySeta Wicaksana
“Agile” government agencies significantly outperform other agencies on virtually every important metric, from productivity to employee and client satisfaction
The document summarizes a presentation given by two Lockheed Martin employees on promoting gender inclusion in the workplace. It discusses highlights from a 2015 event they held, including findings from a women in the workplace study. It also outlines topics discussed in breakout sessions, such as overcoming biases against women's success and making meetings more inclusive. The presentation aims to help companies leverage diversity and achieve greater performance.
This document discusses changing demographics and the challenges they pose for human resources management. It notes that populations are aging, requiring accommodations for older workers. Younger generations also need a focus on different needs. Globalization means more cultural diversity and remote recruiting. More women in the workforce necessitates family-friendly policies and addressing gender issues. Overall, human resources must adapt quickly to remain effective amidst shifting workforce demographics.
Changing the Tires While Driving the Car: Leading in Times of ChangeLisa Colton
This document discusses leading organizations through times of change. It covers topics like adaptive leadership, shifts in work culture and transparency. The presentation includes discussions on identifying needed skills for leadership teams, applying adaptive and collaborative practices, developing a pipeline of future leaders, and fostering a culture of innovation. Transparency is highlighted as an important principle for engaging stakeholders and building trust during periods of change.
The Millennial Generation's Impact on the WorkplaceLori Thomas
This document discusses the impact of Millennials on the workplace. It defines Millennials as those born between 1981-1997. Millennials make up the largest generation currently in the US workforce. The document outlines some perceived characteristics of Millennials, such as being team-oriented, eager to learn, and valuing work-life balance. It also discusses Millennial expectations of the workplace, including frequent feedback, opportunities for advancement, and a friendly relationship with managers. The document notes both opportunities and challenges that Millennials present for companies and unions.
The document discusses skills and strategies needed for 21st century leadership. It compares 20th and 21st century skills, learners, teaching strategies and curriculum. 21st century leaders need to be visionary, transformative, and able to communicate change. They must inspire shared visions and challenge processes while enabling others. Exemplary leadership practices include modeling behaviors and encouraging hearts. 21st century educational leaders face challenges in adapting to common core standards, research-based practices, and increased competition.
Figures accompanying honors thesis research manuscript entitled "Solo Status and Role Model Race: Their Effects on Academic Performance in African Americans"
Content Based Image Retrieval for Unlabelled ImagesIOSR Journals
Abstract: Recently, content-based image retrieval has become hot topic and the techniques of content-based
image retrieval have been achieved good development. Content-based image retrieval systems were introduced
to address the problems associated with text-based image retrieval. In this paper, basic components of contentbased
image retrieval system are introduced here. Images are classified as lablled and unlablled images. Here
survey on content based image retrieval given with some Image retrieval methods based on unlabelled data like
D-EM, SVM, Relevance Feedback, Semi-Supervised/Active Learning, Transductive Learning, Bootstrapping
SVM, Active learning, SSMIL and Label propagation Methods are presented in this paper. Comparison of these
all methods is also presented in this paper.
Keywords: Image retrieval, CBIR, Unlabelled images, SVM
La pandemia de COVID-19 ha tenido un impacto significativo en la economía mundial. Muchos países experimentaron fuertes caídas en el PIB y aumentos en el desempleo debido a los cierres generalizados y las restricciones a los viajes. Aunque las vacunas han permitido la reapertura de muchas economías, los efectos a largo plazo de la pandemia en sectores como el turismo y los viajes aún no están claros.
Abstract: Vehicular Ad hoc Networks (VANETs), a subclass of mobile ad hoc network (MANET), is a
promising approach for the intelligent transport system (ITS). VANET allows vehicles to form a self-organized
network without the need for a permanent infrastructure. As the VANET has a potential in improving road
safety, real time traffic update and other travel comforts, it turns attention of the researcher. Though VANET
and MANET shares some common characteristics like self-organized network, dynamic topology, ad hoc nature
etc, VANET differs from MANET by challenges, application, architecture, power constraint and mobility
patterns, so routing protocols used in MANET are not applicable with VANET. New routing strategy for VANET
has been proposed by many researchers in recent year. This paper provides focus on the various aspects of
VANET like architecture, characteristic, challenges, glimpse of routing protocols, and simulation models used
for VANET.
Keywords: Vehicular Ad hoc Networks; routing; position based routing; characteristics; transmission strategies
The document outlines nine elements to consider when developing a community-based activity: goals, audiences, message, delivery, resources, gaps, first steps, risk assessment, and evaluation. The goals should distinguish between short and long-term outcomes. Audiences may include more than one group. The message should address each audience's needs. Delivery methods vary by audience. Resources include existing material and knowledge. Gaps in resources should be identified. First steps bring key people together and symbolize long-term goals. Risk assessment anticipates barriers and challenges. Evaluation takes place at every step and measures progress towards goals.
This document discusses various techniques for assessing body composition:
1) Hydrostatic weighing is currently the most accurate technique, comparing a person's weight in and out of water. However, it is time-consuming and difficult for aquaphobic individuals.
2) Air displacement uses a Bod Pod chamber to measure the air displaced by a person to calculate body volume and density. This allows determining percentage of body fat.
3) Skinfold thickness measures fat folds at specific body areas on men and women. It is a common field technique but has a larger standard error of estimate than hydrostatic weighing or air displacement.
The document lists the newly initiated brothers of the Alpha Pi pledge class of Beta Theta Pi Zeta Epsilon Chapter. It provides each brother's name, hometown, intended major, and graduating class. There are 18 brothers listed from various hometowns across the United States and Puerto Rico, with intended majors spanning various fields of study.
The document discusses using social networks like LinkedIn and Twitter to promote a business. It provides tips on creating an online presence through tools like blogs, video sharing sites, and social profiles to engage with customers, find new leads, and enhance networking. The document encourages completing profiles, joining groups, searching for contacts, and using features like recommendations and status updates to fully utilize social networks for business purposes.
The documents summarize competition results from various karate tournaments held at the Spartak Sports Complex 'Arena'. The first document provides details on the semifinal and final matchups for women's -61kg kumite. The second document shows the round robin results and rankings for women's -61kg kumite. The third document lists the semifinal and final fights for women's -68kg kumite. The fourth document displays the round robin summary for women's -68kg kumite. The fifth document outlines the semifinal and final bouts for men's -75kg kumite. The sixth document presents the round robin standings for men's -75kg kumite.
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo prohibirá las importaciones marítimas de petróleo ruso a la UE y pondrá fin a las entregas a través de oleoductos dentro de seis meses. Esta medida forma parte de un sexto paquete de sanciones de la UE destinadas a aumentar la presión económica sobre Moscú y privar al Kremlin de fondos para financiar su guerra.
http://www.cyber-51.com offers Wireless Security Audits.
A Wireless Security Audit is a method of evaluating all Wifi or Bluetooth Security aspects of networks by simulating attacks against authentication, encryption or becoming a „man-in-the-middle“ attacker. The same tools, know-how and methodologies are being used as malicious hackers would employ.
El documento presenta cuatro preguntas sobre seguridad informática y seguridad de la información, y solicita que el trabajo incluya una hoja de presentación con los datos del alumno, la consigna y las fuentes consultadas, y que el contenido sea una elaboración personal y no copiado directamente de las fuentes.
ATARDECER, NOCHE Y MAÑANA DESDE EL CABEZO. EL MÉDANO. TENERIFEarturo.a.c
Una fotografía tomada en enero de 2008 en el Médano de Tenerife muestra el atardecer, la noche y la mañana en la playa, con las montañas Pelada y Roja y la Bahía en el fondo.
Topic 6 DQ 1Your manager was impressed with the quantitative datVannaJoy20
Topic 6 DQ 1
Your manager was impressed with the quantitative data collection plan that you initiated over a year ago and has now asked you to delve more deeply into how to motivate employee performance. Now, your questions become those of how and why? To understand more about how to motivate your staff members, you determine that a qualitative methodology will be the best approach. What are appropriate sources of data for this type of research? Describe how you would document and organize your qualitative data for future analyses? Using the research literature, justify why this would be the best approach for data collection.
Note: Rather than providing insights into the topics of employee perceptions or employee retention, focus your discussion post on the research methodology, research design, and data collection process to resolve this applied research example.
Alicia - To understand more about how to motivate staff I think the best qualitative methods to use would be observations, case studies, and one-on-one interviews. Collecting data to understand staff motivation should come directly from the experiences of the staff themselves. The appropriate sources of data collection would be direct focus groups, case studies, and one-to-one interviews. What makes the research reliable is that the responses and feedback are given directly from the employees, which becomes a conglomerate piece of unbiased and authentic feedback, while still originating from staff members as individuals. A narrative inquiry could be used to delve deeper into employee performance. Staff motivation is important to explore and build upon because staff members are a valuable part of any organization. Greenberger, Maul, Walker, McClendon (2021) wrote that qualitative design focuses on storytelling through the lens of participant perspectives. this is crucial to the data collection aspect because the focus question is, "How are staff members motivated and why are staff members motivated?"
Sources:
Greenberger, S., Maul, J., Walker, N., McClendon, C., (2021).
Critical Appraisal of Quantitative and Qualitative Literature.Chapter 3: Overview of Qualitative Designs.https://lc.gcumedia.com/webbooks/gcu-doctoral-research-foundational-principles-of-research-design.
DO YOU AGREE WITH ALICIA YES OR NO AND WHY
KISHVA
Replies to Alicia Caldwell
Greetings Dr. Stanley, it is important to put rewards programs in place to motivate employees to do well in the workplace and to increase morale/productive. Rewards programs also helps to promote respect from employees because of feeling appreciated due to getting recognition from staff for performing well. By using the qualitative methodology to make changes to motivate the employees first a survey needs to create and given to the staff that will give the staff the opportunity to give inputs and recommendations as to what will motivate and increase productivity. Second, one on one interviews with employees will give ...
The document provides a summary of Marni Allen's professional experience and qualifications. She currently serves as the Director of Political Parity at Hunt Alternatives, where she leads a program to increase women's political representation. Previously she held several other leadership roles in politics and nonprofit organizations focused on education policy. She has authored and presented on topics related to women in politics and public education facilities.
Figures accompanying honors thesis research manuscript entitled "Solo Status and Role Model Race: Their Effects on Academic Performance in African Americans"
Content Based Image Retrieval for Unlabelled ImagesIOSR Journals
Abstract: Recently, content-based image retrieval has become hot topic and the techniques of content-based
image retrieval have been achieved good development. Content-based image retrieval systems were introduced
to address the problems associated with text-based image retrieval. In this paper, basic components of contentbased
image retrieval system are introduced here. Images are classified as lablled and unlablled images. Here
survey on content based image retrieval given with some Image retrieval methods based on unlabelled data like
D-EM, SVM, Relevance Feedback, Semi-Supervised/Active Learning, Transductive Learning, Bootstrapping
SVM, Active learning, SSMIL and Label propagation Methods are presented in this paper. Comparison of these
all methods is also presented in this paper.
Keywords: Image retrieval, CBIR, Unlabelled images, SVM
La pandemia de COVID-19 ha tenido un impacto significativo en la economía mundial. Muchos países experimentaron fuertes caídas en el PIB y aumentos en el desempleo debido a los cierres generalizados y las restricciones a los viajes. Aunque las vacunas han permitido la reapertura de muchas economías, los efectos a largo plazo de la pandemia en sectores como el turismo y los viajes aún no están claros.
Abstract: Vehicular Ad hoc Networks (VANETs), a subclass of mobile ad hoc network (MANET), is a
promising approach for the intelligent transport system (ITS). VANET allows vehicles to form a self-organized
network without the need for a permanent infrastructure. As the VANET has a potential in improving road
safety, real time traffic update and other travel comforts, it turns attention of the researcher. Though VANET
and MANET shares some common characteristics like self-organized network, dynamic topology, ad hoc nature
etc, VANET differs from MANET by challenges, application, architecture, power constraint and mobility
patterns, so routing protocols used in MANET are not applicable with VANET. New routing strategy for VANET
has been proposed by many researchers in recent year. This paper provides focus on the various aspects of
VANET like architecture, characteristic, challenges, glimpse of routing protocols, and simulation models used
for VANET.
Keywords: Vehicular Ad hoc Networks; routing; position based routing; characteristics; transmission strategies
The document outlines nine elements to consider when developing a community-based activity: goals, audiences, message, delivery, resources, gaps, first steps, risk assessment, and evaluation. The goals should distinguish between short and long-term outcomes. Audiences may include more than one group. The message should address each audience's needs. Delivery methods vary by audience. Resources include existing material and knowledge. Gaps in resources should be identified. First steps bring key people together and symbolize long-term goals. Risk assessment anticipates barriers and challenges. Evaluation takes place at every step and measures progress towards goals.
This document discusses various techniques for assessing body composition:
1) Hydrostatic weighing is currently the most accurate technique, comparing a person's weight in and out of water. However, it is time-consuming and difficult for aquaphobic individuals.
2) Air displacement uses a Bod Pod chamber to measure the air displaced by a person to calculate body volume and density. This allows determining percentage of body fat.
3) Skinfold thickness measures fat folds at specific body areas on men and women. It is a common field technique but has a larger standard error of estimate than hydrostatic weighing or air displacement.
The document lists the newly initiated brothers of the Alpha Pi pledge class of Beta Theta Pi Zeta Epsilon Chapter. It provides each brother's name, hometown, intended major, and graduating class. There are 18 brothers listed from various hometowns across the United States and Puerto Rico, with intended majors spanning various fields of study.
The document discusses using social networks like LinkedIn and Twitter to promote a business. It provides tips on creating an online presence through tools like blogs, video sharing sites, and social profiles to engage with customers, find new leads, and enhance networking. The document encourages completing profiles, joining groups, searching for contacts, and using features like recommendations and status updates to fully utilize social networks for business purposes.
The documents summarize competition results from various karate tournaments held at the Spartak Sports Complex 'Arena'. The first document provides details on the semifinal and final matchups for women's -61kg kumite. The second document shows the round robin results and rankings for women's -61kg kumite. The third document lists the semifinal and final fights for women's -68kg kumite. The fourth document displays the round robin summary for women's -68kg kumite. The fifth document outlines the semifinal and final bouts for men's -75kg kumite. The sixth document presents the round robin standings for men's -75kg kumite.
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo prohibirá las importaciones marítimas de petróleo ruso a la UE y pondrá fin a las entregas a través de oleoductos dentro de seis meses. Esta medida forma parte de un sexto paquete de sanciones de la UE destinadas a aumentar la presión económica sobre Moscú y privar al Kremlin de fondos para financiar su guerra.
http://www.cyber-51.com offers Wireless Security Audits.
A Wireless Security Audit is a method of evaluating all Wifi or Bluetooth Security aspects of networks by simulating attacks against authentication, encryption or becoming a „man-in-the-middle“ attacker. The same tools, know-how and methodologies are being used as malicious hackers would employ.
El documento presenta cuatro preguntas sobre seguridad informática y seguridad de la información, y solicita que el trabajo incluya una hoja de presentación con los datos del alumno, la consigna y las fuentes consultadas, y que el contenido sea una elaboración personal y no copiado directamente de las fuentes.
ATARDECER, NOCHE Y MAÑANA DESDE EL CABEZO. EL MÉDANO. TENERIFEarturo.a.c
Una fotografía tomada en enero de 2008 en el Médano de Tenerife muestra el atardecer, la noche y la mañana en la playa, con las montañas Pelada y Roja y la Bahía en el fondo.
Topic 6 DQ 1Your manager was impressed with the quantitative datVannaJoy20
Topic 6 DQ 1
Your manager was impressed with the quantitative data collection plan that you initiated over a year ago and has now asked you to delve more deeply into how to motivate employee performance. Now, your questions become those of how and why? To understand more about how to motivate your staff members, you determine that a qualitative methodology will be the best approach. What are appropriate sources of data for this type of research? Describe how you would document and organize your qualitative data for future analyses? Using the research literature, justify why this would be the best approach for data collection.
Note: Rather than providing insights into the topics of employee perceptions or employee retention, focus your discussion post on the research methodology, research design, and data collection process to resolve this applied research example.
Alicia - To understand more about how to motivate staff I think the best qualitative methods to use would be observations, case studies, and one-on-one interviews. Collecting data to understand staff motivation should come directly from the experiences of the staff themselves. The appropriate sources of data collection would be direct focus groups, case studies, and one-to-one interviews. What makes the research reliable is that the responses and feedback are given directly from the employees, which becomes a conglomerate piece of unbiased and authentic feedback, while still originating from staff members as individuals. A narrative inquiry could be used to delve deeper into employee performance. Staff motivation is important to explore and build upon because staff members are a valuable part of any organization. Greenberger, Maul, Walker, McClendon (2021) wrote that qualitative design focuses on storytelling through the lens of participant perspectives. this is crucial to the data collection aspect because the focus question is, "How are staff members motivated and why are staff members motivated?"
Sources:
Greenberger, S., Maul, J., Walker, N., McClendon, C., (2021).
Critical Appraisal of Quantitative and Qualitative Literature.Chapter 3: Overview of Qualitative Designs.https://lc.gcumedia.com/webbooks/gcu-doctoral-research-foundational-principles-of-research-design.
DO YOU AGREE WITH ALICIA YES OR NO AND WHY
KISHVA
Replies to Alicia Caldwell
Greetings Dr. Stanley, it is important to put rewards programs in place to motivate employees to do well in the workplace and to increase morale/productive. Rewards programs also helps to promote respect from employees because of feeling appreciated due to getting recognition from staff for performing well. By using the qualitative methodology to make changes to motivate the employees first a survey needs to create and given to the staff that will give the staff the opportunity to give inputs and recommendations as to what will motivate and increase productivity. Second, one on one interviews with employees will give ...
The document provides a summary of Marni Allen's professional experience and qualifications. She currently serves as the Director of Political Parity at Hunt Alternatives, where she leads a program to increase women's political representation. Previously she held several other leadership roles in politics and nonprofit organizations focused on education policy. She has authored and presented on topics related to women in politics and public education facilities.
Tekoa Pouerie has over 15 years of experience in nonprofit management, community advocacy, and project development. She currently serves as the Chief Development Officer for Harbor House of Central Florida, a domestic violence organization, where she oversees fundraising efforts. Previously, she was the Executive Director of the Power Promise Organization, increasing annual revenue by 60% during her time there. She also co-authored an educational curriculum series and has received several awards for her community involvement and nonprofit leadership.
The document discusses strategies for recruitment and retention of a multigenerational workforce in government. It outlines recruitment strategies that reflect merit principles and diversity. Retention strategies discussed include mentoring employees, providing development resources, and recognizing achievements. The presentation analyzes characteristics of Baby Boomers, Generation X, and Generation Y and how to develop strategies to address needs of each generation. It emphasizes the importance of evaluating recruitment and retention programs.
Yvonne Findley has over 15 years of experience in human resources, talent management, and recruiting. She holds certifications in strengths performance coaching and human resource management. Currently she works as an organizational effectiveness professional and teaches professional development courses at a community college in Mobile, Alabama.
Carolyn J. Curran provides organization consulting, coaching, facilitation, training and writing services to nonprofits. She works with staff and board leaders to build leadership and a sense of community. Her experience informs her holistic approach to addressing management, board development, strategic planning, and other needs for a wide range of nonprofit clients over many years.
Entrepreneurial leadership thoery supported in business accelerator programsGreg Price
Entrepreneurial Leadership Theory. Can entrepreneurs learn to not fail so much? Possibly. Business Accelerator programs support entrepreneurial businesses taking them to the next level of business success.
Jennifer A. Boyden is a dedicated management professional with experience in operations, administration, training, and leadership. She has over 10 years of experience in various roles such as a CrossFit coach, nutrition coach, educator, program manager, project coordinator, research assistant, and graduate teaching assistant. Boyden has strong computer, communication, problem solving, and organizational skills. She is self-motivated with the ability to take on multiple responsibilities and ensure excellent follow through.
Pablo Daniel Palominos has over 20 years of experience in youth development, grant management, and organizational leadership. He currently serves as the Area Director for the Boys & Girls Clubs of San Francisco, overseeing two club sites with a combined budget of $1.1 million. Prior to this role, he held positions as the Clubhouse Director and an education consultant. Palominos has a proven track record of managing teams, budgets, and strategic planning. He holds a Juris Doctorate and Bachelor's degree in Political Science and History.
Sharae Kalian Clinical Trainer and Education Specialist SharaeKalian
I am motivated by a self-felt, self-accepted calling to the cause of good, growth, and gain in the lives of others. Influential communication of ideas is a primary way of achieving those objectives. I am a passionate supporter of education, excellence and equity, and a fully engaged member of social change in the welfare and benefit of America’s Healthcare system.
Vicki Regenold has over 20 years of experience in human resources including employee relations, policy development, benefits administration, and event planning. She holds a Bachelor's degree in Human Resources Development. Her work history includes roles managing HR projects, designing wellness programs, and coordinating corporate events for several automotive and manufacturing companies.
Victoria Newcome has a B.S. in Psychology from Southern Illinois University Edwardsville and over 5 years of experience in human resources and research. She currently works as an HR intern at Duke Manufacturing where she assists with performance reviews, policy development, and recruitment. Previously she has held positions in restaurants, fitness centers, and conducted research studying gender, emotion, and harassment. Newcome has presented her research findings at several conferences and published papers on topics related to sexual harassment and attractiveness.
Shabana Sharif has over 7 years of experience in non-profits and education, managing programs and training staff. She has a Master's in Public Administration and a Master's in Students with Disabilities. Sharif has worked at several organizations, including The Literacy Trust where she managed literacy programs in 15 NYC schools, and St. Nicks Alliance where she developed education strategies and tutoring programs. Currently, she is looking for new opportunities to apply her skills in cultivating relationships, managing programs, and developing policies to foster diversity, inclusion and equity.
Experiential Learning and Community Economic Development in AppalachiaPeterHackbert
An Academy of Business Research presentation illustrates the Berea College Entrepreneurship for the Public Good Program model that shapes the early stage initiatives to develop an approach to transition the Appalachian economy
The document is a curriculum vitae for John Fitzgerald Cabra. It summarizes his educational background, including a Ph.D from the University of Manchester and degrees from SUNY Buffalo State. It lists his academic positions, including his current role as Associate Professor at SUNY Buffalo State teaching courses on creativity. It also outlines his non-academic experience in consulting and training roles focused on organizational development, creativity, and leadership.
Jennifer S. Shinn has over 20 years of experience in human resources management. She currently serves as the Director of Human Resources for Riverside Medical Group, where she oversees HR operations for 110 medical practices and five hospitals. Prior to this role, she held several HR leadership positions with Riverside Health System and the University of Arkansas for Medical Sciences. Shinn holds a Master's degree and has received certifications in business, human resources, and change acceleration.
Laura Richards has a Master of Global Policy Studies and MBA from UT Austin, and a BA in Psychology from UC Santa Cruz. She has over 5 years of experience in nonprofit management, program supervision, teaching, and crisis counseling. Her professional roles include graduate teaching assistant, program supervisor, behavioral specialist, tutor, and residential counselor. She also has leadership experience as a crisis hotline responder, ESL instructor, peer counselor, and 4-H camp director. Richards has received several academic and leadership honors. She is proficient in English, French, and basic Spanish with skills in teaching, project management, data analysis, and cultural competency.
This document summarizes a webinar on developing leadership that promotes racial justice. The webinar features a panel of experts who discuss key concepts around structural racism and offer resources to help leadership programs incorporate a racial justice framework. The panel explores how programs can make themselves more accessible to people of color through targeted resources and skill development opportunities. They also discuss how programs can help participants understand structural racism and work together to change policies and institutions that perpetuate it.
1. Kate Wildrick, SPHR
th
2717 SE 26 Ave., #2, Portland, OR 97202
Email: katewildrick@yahoo.com Day/Evening Phone: (503) 866-7081
ORGANIZATION DEVELOPER / STRATEGIC WORKFORCE PLANNING &
COMPETENCY EXPERT
SUMMARY
• Senior Human Resource Professional focused on aligning HR and strategic initiatives for
the entire organization.
• Expertise in organizational and long-range (strategic) planning; workforce planning;
succession planning; talent management; goal setting; problem solving; organizational
climate diagnosis; team building; group dynamics; managing organizational change;
program/project planning; risk management; performance measures & metrics; issue and
change management.
• Experienced in the design, development and integration of performance and
accountability systems including balanced scorecards.
• Advanced understanding of various competency models.
• 11 years of human resource management experience in union and non-union settings.
Held strategic positions in a variety of small and large company environments, including
high tech, business services, manufacturing and hospitality.
BOOKS & PAPERS PUBLISHED
• Article: The Gen-Factor: Creating a Winning Strategy for Recruiting IPMA-HR News,
October 2009
• Article: Managing Generation “Why?” A Guide to Helping New Hires Succeed
Association for Financial Professionals, June 2009
• Article: Addressing Generational Issues in the Workplace IPMA-HR News, September
2007.
• Article: Strategic Importance of Workforce Planning IPMA-HR News, August 2007.
• Article: Intergenerational Miscommunication in the Workplace Monster.com, May 2006.
• Article: Managers Can Mend Intergenerational Miscommunication Monster.com, May
2006.
• Podcast: Exclusive Interview with Kate Wildrick, Monster.com, May 2006.
• White Paper: The Secrets of Recruiting and Retaining Generations X and Y. 2006.
PRESENTATIONS & WORKSHOPS
• Retaining Top Talent Through Talent Cultivation, Succession Planning Summit,
American Strategic Management Institute, Washington, DC, June 2010
• Designing Safety for the Generations, Willamette Valley Safety Fest, Salem, OR, April,
2010
• Creating an Emerging Workforce Networking Group, Clackamas County, Portland, OR,
February 2010.
• Managing the Generational Mix in a Healthcare Environment. Providence Hospital,
Portland, OR, November 2009
• Introduction to Advanced Workforce Planning. Clark College, Vancouver, WA, October
2009
2. • The Generational Impact of Workforce Planning. Northwest Human Resource
Management (NHRMA) Annual Conference, Portland, OR, October 2009
• Introduction to Generations in the Workplace. Youth Employment Summer Program.
Clark College, Vancouver, WA, September 2009. Stimulus money worked to help low-
income and at-youth risk prepare for the workforce through this multi-week preparation
course. This session was reported by the students to be the second most favored next
to resume writing.
• Workplace Culture Assessment & Team Building Consulting Project. Providence
Hospital, Portland, OR, September 2009 through Present.
st
• The 21 Century Student. Pendleton School District Winter Workshop Series.
Pendleton, OR, March 2009
• Managing the Generational Mix. Cascades West OCG, Albany, OR, February 2009
• Effectively Managing the Baby Boomers, Generation X and Y. Northwest Urological
Society Annual Conference. Portland, OR, December 2008
• Managing the Generational Mix. Lincoln County Management Team Training Session.
Newport, OR. December 2008
• Effectively Managing the Baby Boomers, Generation X and Y. Lincoln County
Employer Council. Newport, OR, December 2008
• Attracting and Retaining Talent of All Ages. Clark College, Vancouver, WA, November
2008
• Mid-Atlantic Strategic Workforce Planning Conference & Symposium, Wilmington, DE,
October 2008. Conducted training session for 20 agencies for the State of Delaware
adopting a strategic workforce planning model a colleague and I had co-developed. We
facilitated the adoption and inception of the program into the state as the primary model
all workforce planning initiatives would follow.
• Managing the Generational Mix. Clark College, Vancouver, WA, October 2008
• The Secrets of Recruiting and Retaining Generations X and Y. Northwest Human
Resource Management (NHRMA) Annual Conference, Kennewick, WA, September
2008
• Connecting With Generation “Why:” Equipping GenNext with the Tools to Succeed in
the Real World. Oregon Department of Education’s Annual Educator and Administrator
Convention Summer Institute Program, OR, August 2008.
• Managing the Generational Mix: Best Practices to Managing Talent of All Ages in a
Global Environment. The World Bank Group, Annual Diversity Month, Washington, DC,
March 2008. Examining the generational impact in the bank environment was a
milestone event and was the first new groundbreaking initiative The World Bank Group
has pursued in its Diversity and Inclusion program in several years. Successfully
presented and led panel discussion.
• Identifying Future Vacancies. Succession Planning Masters Conference, American
Strategic Management Institute, Washington, DC, March 2008
• The Secrets to Attracting and Retaining Talent of All Ages. Clark College, Vancouver,
WA, February 2008
• Managing the Generational Mix. Clark College, Vancouver, WA, February 2008
• Managing the Generational Mix. Talent Management Conference, American Strategic
Management Institute, Washington, DC, February 2008
• Workforce Planning Masters: Advanced Workforce Planning, Workforce Planning
Development, Workforce Analysis, Workforce Planning Tools & Best Practices. State of
Delaware, Service Creek, OR, January 2008.
• Loyalty for Three; The Secrets of Recruiting and Retaining Generations X & Y. Kaiser
Permanente’s Annual Diversity Conference, San Francisco, CA, December 2007
Kate Wildrick, SPHR Addendum Page 2 of 3
3. • How to Attract Talent to Rural Utah, Utah Challenge Conference: Advancing the
Workforce, Price, UT, December 2007
• Intergenerational Dynamics, Metro East Employer Council, Portland OR, November
2007
• Application Session: Strategic Tools for Succession Planning. Succession Planning
Masters Conference, American Strategic Management Institute, Washington, DC,
November 2007
• Understanding How Generations X and Y will Affect your Succession Plan. Succession
Planning Masters Conference, American Strategic Management Institute, Washington,
DC, November 2007
• The Secrets of Recruiting and Retaining Generations X and Y. Society of Human
Resource Management (SHRM) Annual Diversity Conference, Philadelphia, PA,
October 2007
• Succession Planning Essentials. Succession Planning Masters Conference, American
Strategic Management Institute, Washington, DC, October 2007
• Managing the Generational Mix in the Workplace, Tualatin Valley Employer Council,
Beaverton, OR, September 2007
• Application Session: Strategic Tools for Succession Planning. Succession Planning
Masters Conference, American Strategic Management Institute, Washington, DC, May
2007
• Understanding How Generations X and Y will Affect your Succession Plan. Succession
Planning Masters Conference, American Strategic Management Institute, Washington,
DC, May 2007
• Using Turnover and Vacancy Metrics to Predict Future Trends, HR Metrics, Metrics and
Analytics Summit, American Strategic Management Institute, Orlando, FL, March 2007
• Managing the Generational Mix: Understanding HR’s Role, Lake Washington SHRM
Chapter, Seattle, WA, March 2007
• Managing the Generational Mix, Western Washington Employer Council of Oregon,
Hillsboro OR, February 2007
• Managing the Generational Mix, Western Washington Employer Council of Oregon,
Hillsboro OR, January 2007
• Application Session: Strategic Tools for Succession Planning. Succession Planning
Masters Conference, American Strategic Management Institute, Washington, DC,
November 2006
• The Secrets of Recruiting and Retaining Generations X and Y. Downtown Employer
Council, Portland OR, November 2006
• The Secrets of Recruiting and Retaining Generations X and Y. Metro East Employer
Council, Portland OR, March 2006
• The Butterfly Effect: Understanding Employer and Employee Trends in the Changing
Workplace, Utah State University, Logan, UT, June 2005
• The Butterfly Effect: Understanding Employer and Employee Trends in the Changing
Workplace, Stevens Hennager Business College, Logan, UT, June 2005
• The Road to Success: Understanding the Relationship Between Workplace Trends and
Personal Goals, Portland Community College, Portland OR, March 2005
Kate Wildrick, SPHR Addendum Page 3 of 3