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The document promotes consulting services from Within Consulting that help organizations understand what drives high performance in employees, increase employee engagement and commitment, and prepare for talent shortages. Within Consulting offers workshops, coaching and consulting in areas like strategic HR, culture change, talent acquisition, employee engagement and wellbeing, leadership development, and learning and development.
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The document discusses empowering youth and contains information about stress and resistance, self-defense techniques, and quotes about dealing with troubles and laughing in difficult times. It also provides contact information for an organization called NIKHIL FOUNDATION and its founder, who seems to focus on empowering youth.
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Jack Altman, CEO & Co-Founder of Lattice, will share actionable advice around how People Leaders can build a culture that drives businesses forward. He’ll share tactical lessons learned from working with 1,200+ companies who have built engaged and high-performing teams.
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These days, there is much talk about open innovation, business model innovation and innovation culture. These are important topics, but the most significant element to anything related to innovation will always be people.
It is people that make things happen and this is you, your colleagues, your customers and other external partners that you engage with to bring innovation to market.
It is not that long ago that a good innovator was considered to be a good engineer or R&D person. However, things have changed big time over the last 5-7 years as the open innovation and business model innovation movements continue to rise while companies have failed to upgrade their innovation capabilities during the financial crisis.
In this talk, Stefan Lindegaard will explain the consequences of these changes as he looks into the skills and mindset that are required to be a good innovator in this era of “modern innovation,” which is driven more by openness and business models than internal R&D and patents.
The topics include:
• 7 critical personal competencies for innovation success
• an overview of the types of people and functions you need for a strong innovation team
• insights on the key elements for corporate innovation training programs
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Brian Mohr, Co-Founder & VP of Growth, Y Scouts
Evolution of Management - The way we hire and manage employees has evolved over the centuries. Historically (industrial revolution, scientific management) people were hired and supervised to perform specifically-designed tasks, with a great focus on optimizing productivity. We still see the effects of those roots today. Later, the bureaucracy developed, and behavioral management emerged between the 1920s to 1950s to focus more on the real needs of employees. In recent decades we've seen much emphasis on management science (six sigma, lean) ad its main focus remained often on process or productivity rather than on people.
State of our Workplace Today - Despite contemporary thought leaders (like Peter Drucker, or the emergence of Servant Leadership), today's workplace still produces much unproductive stress, eliminates much creativity and inspiration, and is characterized by high levels of disengagement. This in turn leaves significant opportunities for productivity, growth, and profitability on the table.
Research on Purpose – One of the key pieces we believe is missing is “purpose”. In Daniel Pink’s research on what really motivates people, he finds that purpose is one of the three main drivers. In Gallup’s research into why people follow, “hope” is one of the main factors. Dr. Seligman’s research in the area of positive psychology shows that having a sense of purpose is a key route to high well-being. Purpose is good for people, but for business as well. A range of studies has demonstrated the far-superior results that purpose-driven companies obtain over their money-driven counterparts.
Implications for You – For most companies this means there is a need t0 discover what their purpose is, to communicate, Y Scouts is proposing three main implications. First, what is your purpose? What are you most passionate about, and what are you doing to pursue that? Second, how can you help others find and pursue that? Second, how can you help others find and pursue their purpose? You have great influence over your existing employees (casting them in the right roles) as well as your new hires (interviewing them for fit and purpose). And thirdly, how can you develop and focus your managers and employees on their strengths? To allow purpose to thrive, managers will need to respect the employee for who he/she is and focus on bringing the best out in them.
What We Do – How Y Scouts can help
Q&A
Anik Sharma - PPT.pptx
This report summarizes an internship project on employees' perceptions of organizational HR practices and culture at Gaurav Granite. The intern conducted interviews and surveys of 100 employees to understand how organizational culture impacts employee behavior and performance. The analysis found that most employees agree that organizational culture influences their behavior and ability to manage their own work. It also found that others are generally cooperative in getting work done. The conclusion is that organizational culture and behavior are important for company benefits, growth, and achieving goals through effective communication and conflict management.
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This document provides guidance on developing an extraordinary organizational culture that avoids employee apathy and maximizes engagement and productivity. It outlines four key steps:
1. Create a culture of success by defining core values and expectations that are consistently communicated. This establishes a common language and roadmap for employees.
2. Define what constitutes a "superstar" employee beyond just doing their job. Organizations now need employees who are passionate, take initiative, and contribute meaningfully.
3. Hire the right people who align with the culture and have the skills, mindset and initiative to be superstars. Prioritize culture fit over just skills or experience.
4. Continuously develop and empower existing employees to reach
Extraordinary Culture Village
This document provides guidance on developing an extraordinary organizational culture that avoids employee apathy and maximizes engagement and productivity. It outlines four key steps:
1. Create a culture of success by defining core cultural values and expectations, clearly communicating them, and holding employees accountable.
2. Define the characteristics of a "superstar" employee for the current environment where employees want growth and impact beyond just receiving a paycheck.
3. Implement practices like onboarding, training, recognition, and feedback that cultivate superstar qualities in all employees.
4. Measure culture and engagement regularly through metrics and make adjustments to continuously strengthen the culture. Developing the right culture is essential to achieving business strategy and success.
The female millennial: A new era of talent
This document discusses research conducted by PwC on female millennials. Some of the key findings include:
- Female millennials, born between 1980-1995, make up a large portion of the current and future workforce. They are more educated than previous generations and entering the workforce in larger numbers.
- Female millennials are more confident in their career progression than previous generations of women. However, a confidence gap still exists compared to male millennials.
- Opportunities for career progression is the most attractive employer trait and top reason female millennials have left employers.
- Flexible work arrangements and work-life balance are very important to female millennials. Employers will need to adapt practices to attract and
The female millennial: A new era of talent
This report aims to provide some insight
into the minds of female millennials and
how to position your organisation and
talent strategies towards the attraction,
retention, engagement and development
of this significant talent pool.
The female-millenial-a-new-era-of-talent
Las mujeres millennials, entre los 20 y los 30 años, creen que, todavía, las oportunidades que les ofrecen las empresas no son las mismas que para los hombres de su generación
Etude PwC sur les femmes de la génération Y (mars 2015)
http://bit.ly/PwC-Female-Millennial A l’occasion de la Journée internationale de la femme le 8 mars prochain, le cabinet d’audit et de conseil PwC publie son étude « The female millennial : A new era of talent » qui chasse les idées reçues sur les femmes au travail. PwC a interrogé 8 756 femmes et 1 349 hommes appartenant à la génération Y (nés entre 1980 et 1995), issus de 75 pays, afin de révéler leur perception du monde du travail en général et de leur carrière en particulier.
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The document discusses how sustainable development and corporate social responsibility (CSR) are increasingly important for businesses. It notes that stakeholders now expect companies to operate responsibly and honor ethical values. Embracing CSR and sustainability can benefit companies in many ways such as improving brand image, increasing sales and attracting employees. The document advocates that companies integrate social and environmental concerns into their core business to create long-term value for both society and their own organization.
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Etude PwC sur les femmes de la génération Y (mars 2015)
Within consulting infographic
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