From "State of Affairs - An Economy of Museum Work Today" paper presented on panel "Critiquing the Show" at the 2013 Council of American Jewish Museum's Conference, New York, New York, February 2013.
Cultural Connections October 2015 Program - Financial Stabilitybayareamuseums
Museums and other cultural organizations are evolving how they define and plan for a sustainable future. They are looking for new ways to fundraise and remain relevant to the audiences they serve. How do museums plan for a sustainable future in terms of financial stability?
Join us for a look at emerging trends in fundraising and development. Our panel of professionals includes Jay Auslander, Director of Gift Planning at the California Academy of Sciences; Jeri Boomgaarden, Director of Donor Servicing and Administrative Support at the East Bay Community Foundation; Elizabeth Minor PhD, Development Associate at the Hearst Museum of Anthropology; and Rebecca Ratzkin, Senior Consultant at WolfBrown.
Panelists will discuss successes and challenges in implementing new fundraising trends including crowdfunding and day-of-giving campaigns. Also, we will learn about millennial donor trends, gift acceptance policies, and donor responses to divestitures from fossil fuels.
This document summarizes a group meeting for a leadership development program. It discusses how leadership impacts organizational performance and the need to develop leadership skills. Specifically, it notes that a lack of soft skills is a common reason leadership roles go unfilled, the importance of investing in leadership training, and how leadership drives employee engagement and innovation. The document encourages participants to reflect on their own leadership styles and set goals to improve their ratio of managing to leading responsibilities.
Leveraging Change Leadership to Find Success in your IRM ProgramResolver Inc.
Making the decision to implement a change across your organization and actually seeing that change take effect are two separate challenges, with the latter often being much harder to achieve. This is where change management comes into play. Change management is a proven success strategy for disseminating the changes you want made within and throughout your organization - so everyone is ‘bought-in’. As an expert in organizational leadership, culture, and coaching Amanda demonstrates how you can leverage change management and change leadership to ensure your integrated risk management process is adopted across your organization.
The document discusses four essential skills for healthcare leadership: leadership, management, sustainability, and services. It outlines key functions of leadership including scanning the external and internal environment, focusing on critical challenges, and mobilizing and motivating teams. Specifically, it recommends conducting a customer needs assessment and SWOT analysis to understand community needs and organizational strengths and weaknesses. It also emphasizes managing priorities and time effectively, building teams, and understanding what motivates staff. The overall message is that effective healthcare leadership requires assessing customer and organizational needs, focusing on top priorities, building good teams, and motivating staff.
Situational Leadership is a time-tested leadership method that focuses on motivation, influence, and performance. It provides a simple and practical framework for leaders to match their leadership style to the development level of their followers. By adapting their style, leaders can better meet performance needs and create an environment that motivates people. The method establishes a common language for discussing performance which improves leadership consistency, fairness, and engagement.
Leadership Transitions and Succession Planning with Tara LevyGreenlights
This document summarizes a presentation on leadership transitions and succession planning at nonprofit organizations. It discusses the risks and opportunities associated with executive director transitions. It notes that surveys have found that two-thirds of executive directors plan to leave their jobs within 5 years. The presentation provides tips for transition planning, including maintaining leadership and ensuring coverage during the transition. It emphasizes the importance of being prepared for transitions through activities like organizational assessment, cross-training, documentation and communication. The roles and responsibilities of boards during executive director transitions are also outlined.
The document discusses strategies for developing effective programs. It emphasizes the importance of formulating strategies that match actions to circumstances by considering users, services, technologies, and socioeconomic contexts. It also stresses implementing strategies correctly and monitoring/evaluating them. Developing a shared vision and understanding why current realities differ from that vision are presented as alternatives to solely relying on situational analysis when formulating strategies. Different strategic planning tools like SWOT analysis and results chains are also introduced.
Cultural Connections October 2015 Program - Financial Stabilitybayareamuseums
Museums and other cultural organizations are evolving how they define and plan for a sustainable future. They are looking for new ways to fundraise and remain relevant to the audiences they serve. How do museums plan for a sustainable future in terms of financial stability?
Join us for a look at emerging trends in fundraising and development. Our panel of professionals includes Jay Auslander, Director of Gift Planning at the California Academy of Sciences; Jeri Boomgaarden, Director of Donor Servicing and Administrative Support at the East Bay Community Foundation; Elizabeth Minor PhD, Development Associate at the Hearst Museum of Anthropology; and Rebecca Ratzkin, Senior Consultant at WolfBrown.
Panelists will discuss successes and challenges in implementing new fundraising trends including crowdfunding and day-of-giving campaigns. Also, we will learn about millennial donor trends, gift acceptance policies, and donor responses to divestitures from fossil fuels.
This document summarizes a group meeting for a leadership development program. It discusses how leadership impacts organizational performance and the need to develop leadership skills. Specifically, it notes that a lack of soft skills is a common reason leadership roles go unfilled, the importance of investing in leadership training, and how leadership drives employee engagement and innovation. The document encourages participants to reflect on their own leadership styles and set goals to improve their ratio of managing to leading responsibilities.
Leveraging Change Leadership to Find Success in your IRM ProgramResolver Inc.
Making the decision to implement a change across your organization and actually seeing that change take effect are two separate challenges, with the latter often being much harder to achieve. This is where change management comes into play. Change management is a proven success strategy for disseminating the changes you want made within and throughout your organization - so everyone is ‘bought-in’. As an expert in organizational leadership, culture, and coaching Amanda demonstrates how you can leverage change management and change leadership to ensure your integrated risk management process is adopted across your organization.
The document discusses four essential skills for healthcare leadership: leadership, management, sustainability, and services. It outlines key functions of leadership including scanning the external and internal environment, focusing on critical challenges, and mobilizing and motivating teams. Specifically, it recommends conducting a customer needs assessment and SWOT analysis to understand community needs and organizational strengths and weaknesses. It also emphasizes managing priorities and time effectively, building teams, and understanding what motivates staff. The overall message is that effective healthcare leadership requires assessing customer and organizational needs, focusing on top priorities, building good teams, and motivating staff.
Situational Leadership is a time-tested leadership method that focuses on motivation, influence, and performance. It provides a simple and practical framework for leaders to match their leadership style to the development level of their followers. By adapting their style, leaders can better meet performance needs and create an environment that motivates people. The method establishes a common language for discussing performance which improves leadership consistency, fairness, and engagement.
Leadership Transitions and Succession Planning with Tara LevyGreenlights
This document summarizes a presentation on leadership transitions and succession planning at nonprofit organizations. It discusses the risks and opportunities associated with executive director transitions. It notes that surveys have found that two-thirds of executive directors plan to leave their jobs within 5 years. The presentation provides tips for transition planning, including maintaining leadership and ensuring coverage during the transition. It emphasizes the importance of being prepared for transitions through activities like organizational assessment, cross-training, documentation and communication. The roles and responsibilities of boards during executive director transitions are also outlined.
The document discusses strategies for developing effective programs. It emphasizes the importance of formulating strategies that match actions to circumstances by considering users, services, technologies, and socioeconomic contexts. It also stresses implementing strategies correctly and monitoring/evaluating them. Developing a shared vision and understanding why current realities differ from that vision are presented as alternatives to solely relying on situational analysis when formulating strategies. Different strategic planning tools like SWOT analysis and results chains are also introduced.
Alexander gardiner 49 assignsubmission_file_assignment 5Jocasta77
1. The document discusses how the succession of people is essential to the sustainability of an organization. It provides data showing that engaged employees lead to higher profits, productivity, and lower costs from disengagement.
2. Maintaining employee happiness is important, as happy employees are more creative, productive, and have better understanding of customers. Architectural structures like measurement tools are recommended to continually monitor employee happiness.
3. Proposed action plans include measuring and growing employee happiness through a pleasant work environment and engagement, aligning talents, opportunities for charitable giving, mentoring, and ensuring cultural alignment during recruitment. Fair remuneration, recruitment, exits and work-life integration are also discussed.
This document discusses changes in employee management over the last decade. Key changes include a shift towards more frequent performance conversations, work/life balance, flexible work hours and remote work options. Younger generations, especially Millennials, are driving these changes by valuing reinforcement, meaningful work and a better work-life integration over high pay alone. To engage modern workforces, the document recommends assessing employee needs, tying bonuses to learning rather than short-term goals, increasing flexibility, and moving to more informal and frequent reviews. Fostering open communication, input opportunities, and an emotionally connecting environment can boost engagement.
Steve mundell 55 assignsubmission_file_assignme...Jocasta77
This document discusses how succession of people is essential to organizational sustainability. It provides evidence that engaged employees lead to higher profits, productivity and lower costs. Measuring and increasing employee happiness is important as happiness contributes to creativity, ideas and performance. The document proposes action plans to measure and grow employee happiness through a pleasant work environment, development opportunities, and ensuring cultural alignment during recruitment and development. Succession processes should aim to recruit the right people and keep existing employees engaged to maintain a sustainable and happy organization.
Henk Kruger, Steve Mundell and Alexander Gardiner Jocasta77
This document discusses how succession of people is essential to the sustainability of an organization. It provides substantiation that the costs of employee disengagement and unhappiness can be significant, citing statistics on topics like engagement levels, productivity, and replacement costs. The document then discusses measuring and increasing employee happiness through factors like work environment, development opportunities, and cultural alignment. It proposes action plans around measuring happiness, growing engagement, cultural alignment during recruitment, remuneration, and ensuring work-life integration to help ensure the sustainability of the organization through satisfied employees.
Avoiding Extinction: Re-Skilling the 21st Century Academic LibrarianClaire Sewell
Presentation given at Dawson Day 2018 looking at the background of those working in scholarly communication and how academic librarians can ensure that they and their skills remain relevant in the future.
This document discusses the importance of evaluation for educational programs and policies. It begins by explaining that evaluation, though sometimes seen negatively, is essential for improving programs over time through an iterative process of experimentation, evaluation, and innovation. It then provides examples of evaluations that have successfully informed policy changes to improve programs. The document argues for more rigorous evaluations, especially those using comparison groups, to provide clearer evidence of impacts. Overall, it promotes viewing evaluation as integral rather than something to avoid.
RIWC_PARA_A012 Disability Leadership Training Programme Marco Muscroft
The document summarizes the Calibre Leadership Programme, which aims to bring disability leadership to the forefront in higher education. It notes the underrepresentation of disabled staff in leadership roles and lack of recognition for disability in UK universities. The Calibre programme provides training over 3 months to 56 participants from various institutions, focusing on social models of disability. Participants complete personal projects and gain confidence, with some seeing career progression like new roles or responsibilities. The program creates an environment for disabled leaders to grow and challenges stereotypes.
The $687B Question: Is Employee Engagement the Driver of Business Success?Human Capital Media
There’s been a lot of buzz about employee engagement in the workplace and for good reason. Today’s organizations face changing working patterns, evolving employee expectations and growing complexity — all of which pose significant challenges for keeping people engaged and motivated on the job. With so much at stake, are executives and HR professionals focusing adequate attention on employee engagement? What impact are prevailing tools, approaches and practices having on workforce productivity? And how do all these factors affect overall performance and, ultimately, the bottom line?
Ian Parkes, director of Coleman Parkes Research, and Joyce Maroney, director of the Workforce Institute at Kronos, will address eye-opening research that sheds new light on the challenges, opportunities and costs of employee engagement — or lack thereof — at today’s organizations. They’ll discuss key findings, highlight areas for improvement and explain the roles leadership, technology and talent management play in optimizing workforce engagement for sustained competitive advantage. You’ll gain valuable insights into:
The increasing complexity of working life and the impact on employee engagement.
The high opportunity cost of time wasted on non-job-related administrative tasks.
How the role of HR needs to change in order to build a culture of engagement.
Ways outdated technology is hindering employee productivity and engagement.
Why the inability to recruit and retain skilled talent is a core business disruptor.
Key drivers of engagement and how your organization can unburden the workforce.
This presentation provides an overview of student affairs and related topics. It begins with learning outcomes, which are to obtain contextual understanding of student affairs, frame current issues, and share views through discussion. It then discusses definitions of wisdom and viewing things with a "blank slate." The historical role of student affairs shifted from disciplinarian to educator. Student affairs is now a profession with standards and associations. Functional areas of student affairs are reviewed. Principles of good practice emphasize active learning and community. Assessment models like Astin's I-E-O are presented. Challenges facing higher education like funding and metrics are discussed. The presentation concludes with questions about the future of student affairs and collaboration with academic affairs.
The Value of Employee Engagement to Improve Veterinary Practices Oculus Insights
Dr. Mike Pownall, of Oculus Insights, presented at the AAEP 2018 Annual Convention in San Francisco on the use of Employee Engagement to improve practice culture, productivity, profitability and client loyalty.
1) Introduction to the Open University,and why we need to continue to build our change capability
2) What we're doing and how we're doing it
3) Challenges and opportunities: now and in the future
This document discusses strategies for engaging a multi-generational workforce. It begins by outlining common needs across generations like good relationships, growth opportunities, work-life balance and meaningful work. The benefits of engagement are then highlighted as increased performance, less discrimination and better talent retention. Six strategic responses for engagement are proposed: flexible work options, an accessible physical environment, health and wellbeing programs, learning and development opportunities, achievement and development plans, and internal communication channels catering to different generations. Leaders are encouraged to adapt to change and invest in human capital to drive future performance.
Melissa Murray Bailey (President - Americas) and Kevin Troy (Head of Research & Insights - Americas) share insight into what talent around the globe wants from their employers - what's similar in various regions, what differences exist, and what this means for building a global employer brand.
The document summarizes findings from 30 stakeholder interviews and 20 focus groups conducted at Company X to better understand employee perspectives on innovation and the company's Culture of Innovation initiative. Key findings include: constant change and restructuring create stress and uncertainty; communication about changes needs improvement; hierarchy and bureaucracy inhibit risk-taking and new ideas; and infrastructure and resources do not adequately support innovation. Differences emerged between senior and non-senior employees and across locations. The qualitative research will help inform Company X's innovation efforts.
Improving Veterinary Team Communication - AAEVT 2018Oculus Insights
Dr. Mike Pownall presented on improving communication between veterinary team members for the annual convention of the American Association of Equine Veterinary Technicians.
1) Measuring graduate employability is complex as employment and employability are different concepts and employability is influenced by many external factors outside an institution's control.
2) One model of employability is the CareerEDGE model which includes career development learning, experience, degree knowledge, generic skills, and emotional intelligence.
3) Tools like the Employability Development Profile questionnaire can help students assess their employability strengths and areas for improvement based on the CareerEDGE model.
This document summarizes the findings of a research project that surveyed 1,000 people ages 16-24 and 1,000 people ages 50+ about their careers and workplace motivations. Some key findings include:
- Younger workers may be entering the workforce with uncertainty due to a lack of career advice and clarity about alternatives to university. Providing mentorship could help address this.
- Older workers are potentially being overlooked for new opportunities which assumes they cannot contribute more, however most want to continue developing skills.
- Retention may be improved by outlining clear career progressions for all ages and understanding each employee's ambitions.
- There is a need to address potential misconceptions about both younger
Succession Planning and Cross Training: Boldly Preparing for Staff Transition...Palatine Library
2011 Illinois Library Association Conference: Bold, Brilliant, Brave
Tuesday, October 18, 2011, 1:45 - 2:45 p.m.
Anthony Auston, Megan Buttera, Susan Strunk
Palatine Public Library District
Tired of scrambling to get things done when an employee leaves or is absent? Supportive succession planning and cross training efforts don’t have to be overwhelming. Both are brave initiatives meant to ensure continued, effective operations despite vacancies or absences. Learn how to begin the dialogue at your library.
WON’T BE VISIBLE TO THE EYE ROBOTSPEOPLE CURRENTLY TOIL.docxhelzerpatrina
WON’T BE VISIBLE TO THE EYE ROBOTS
PEOPLE CURRENTLY TOIL
ABOUT 65% OF ALL JOBS IN VEGAS ARE SUSCEPTIBLE TO
AUTOMATION BY 2035
ACROSS THE U.S., 55% (OR MORE) OF JOBS IN ALMOST ALL
METROPOLITAN AREAS FACE THIS SAME SCENARIO
• IT HAS
• CREATED NEW TYPES OF WORK
• ENABLED NEW WAYS TO DO TRADITIONAL WORK
• SUPPORTED NEW WAYS TO MANAGE PEOPLE
• IT HAS CHANGED TRADITIONAL WORK
• THE WAY WORK IS DONE
• HOW WE COMMUNICATE
• DECISION-MAKING
• COLLABORATION
• CONNECTING IN NEW
WAYS
• MANAGING IN NEW WAYS
• BEHAVIOR
• OUTCOME
• PERSONNEL
DIGITAL
PROVIDES NEW
OPPORTUNITIES
• WORK CAN BE DONE
ANYWHERE, ANYTIME
• PEOPLE DESIRE FLEXIBILITY
• WORKING FROM HOME
• MOBILE WORKERS WORK
FROM ANYWHERE
• VIRTUAL TEAMS INCLUDE
REMOTE WORKERS AS WELL
AS THOSE IN THEIR OFFICES
Driver Effect
Shift to knowledge-based
work
Decouples work from any
particular place
Changing demographics
& lifestyle preferences
Workers desire geographic & time-
shifting flexibility
New technologies with
enhanced bandwidth
Remotely-performed work is
practical & cost-effective
Web ubiquity Can stay connected 24/7
“Green” concerns Reduced commuting costs; real
estate energy consumption; travel
costs
Advantages of Remote Work Potential Problems
Reduced stress: better ability to
meet schedules; less distraction
at work
Increased stress: Harder to
separate work from home
life
Higher morale & lower
absenteeism
Harder to evaluate
performance
Geographic flexibility Employee may become
disconnected
from company culture
Higher personal productivity Telecommuters are more
easily replaced by offshore
workers
Housebound individuals can join
the workforce
Not suitable for all jobs or
employees
Informal Dress Security might be more
difficult
Challenges Virtual Teams Traditional Teams
Communications • Multiple time zones can lead to greater efficiency
but can lead to communication difficulties &
coordination costs (passing work)
• Non-verbal communication is difficult to convey
• Same time zone. Scheduling
is less difficult
• Teams may use richer
communication media
Technology Proficiency is required in several technologies • Support for face-to-face
interaction without replacing
it
• Skills & task-technology fit is
less critical
Team Diversity • Members represent different organizations & / or
cultures
• Harder to establish a group identity
• Necessary to have better communication skills
• More difficult to build trust, norms
• Impact of deadlines not always consistent
• More homogeneous
members
• Easier group identity
• Easier to communicate
• MAJOR
CONCERN
• RESISTED IF VIEWED
AS NEGATIVE IMPACTS
•
• DENYING
• SABOTAGING
• CHALLENGING
• REFUSING
M
a
rk
e
ti
n
g
S
a
le
s
O
p
e
ra
ti
o
n
s
F
in
a
n
c
e
L
a
w
Management Team Product Inquiry Process
Purchasing Process
Servicing Process
Resolution Process
C
u
st
o
m
e
r
Information Flows
Focus – Optimization
F
o
c ...
Surveying has long been a core arm of OPRA’s offering. Whether it be standardised surveys of culture such as the Denison, or bespoke 360 and stakeholder surveys, OPRA have a solution. The following SlideShare builds on over 15 years of survey experience, discussing the benefits of organisational surveying as well as how to make your organisational surveys a success.
More Related Content
Similar to State of Affairs - An Economy of Museum Work Today
Alexander gardiner 49 assignsubmission_file_assignment 5Jocasta77
1. The document discusses how the succession of people is essential to the sustainability of an organization. It provides data showing that engaged employees lead to higher profits, productivity, and lower costs from disengagement.
2. Maintaining employee happiness is important, as happy employees are more creative, productive, and have better understanding of customers. Architectural structures like measurement tools are recommended to continually monitor employee happiness.
3. Proposed action plans include measuring and growing employee happiness through a pleasant work environment and engagement, aligning talents, opportunities for charitable giving, mentoring, and ensuring cultural alignment during recruitment. Fair remuneration, recruitment, exits and work-life integration are also discussed.
This document discusses changes in employee management over the last decade. Key changes include a shift towards more frequent performance conversations, work/life balance, flexible work hours and remote work options. Younger generations, especially Millennials, are driving these changes by valuing reinforcement, meaningful work and a better work-life integration over high pay alone. To engage modern workforces, the document recommends assessing employee needs, tying bonuses to learning rather than short-term goals, increasing flexibility, and moving to more informal and frequent reviews. Fostering open communication, input opportunities, and an emotionally connecting environment can boost engagement.
Steve mundell 55 assignsubmission_file_assignme...Jocasta77
This document discusses how succession of people is essential to organizational sustainability. It provides evidence that engaged employees lead to higher profits, productivity and lower costs. Measuring and increasing employee happiness is important as happiness contributes to creativity, ideas and performance. The document proposes action plans to measure and grow employee happiness through a pleasant work environment, development opportunities, and ensuring cultural alignment during recruitment and development. Succession processes should aim to recruit the right people and keep existing employees engaged to maintain a sustainable and happy organization.
Henk Kruger, Steve Mundell and Alexander Gardiner Jocasta77
This document discusses how succession of people is essential to the sustainability of an organization. It provides substantiation that the costs of employee disengagement and unhappiness can be significant, citing statistics on topics like engagement levels, productivity, and replacement costs. The document then discusses measuring and increasing employee happiness through factors like work environment, development opportunities, and cultural alignment. It proposes action plans around measuring happiness, growing engagement, cultural alignment during recruitment, remuneration, and ensuring work-life integration to help ensure the sustainability of the organization through satisfied employees.
Avoiding Extinction: Re-Skilling the 21st Century Academic LibrarianClaire Sewell
Presentation given at Dawson Day 2018 looking at the background of those working in scholarly communication and how academic librarians can ensure that they and their skills remain relevant in the future.
This document discusses the importance of evaluation for educational programs and policies. It begins by explaining that evaluation, though sometimes seen negatively, is essential for improving programs over time through an iterative process of experimentation, evaluation, and innovation. It then provides examples of evaluations that have successfully informed policy changes to improve programs. The document argues for more rigorous evaluations, especially those using comparison groups, to provide clearer evidence of impacts. Overall, it promotes viewing evaluation as integral rather than something to avoid.
RIWC_PARA_A012 Disability Leadership Training Programme Marco Muscroft
The document summarizes the Calibre Leadership Programme, which aims to bring disability leadership to the forefront in higher education. It notes the underrepresentation of disabled staff in leadership roles and lack of recognition for disability in UK universities. The Calibre programme provides training over 3 months to 56 participants from various institutions, focusing on social models of disability. Participants complete personal projects and gain confidence, with some seeing career progression like new roles or responsibilities. The program creates an environment for disabled leaders to grow and challenges stereotypes.
The $687B Question: Is Employee Engagement the Driver of Business Success?Human Capital Media
There’s been a lot of buzz about employee engagement in the workplace and for good reason. Today’s organizations face changing working patterns, evolving employee expectations and growing complexity — all of which pose significant challenges for keeping people engaged and motivated on the job. With so much at stake, are executives and HR professionals focusing adequate attention on employee engagement? What impact are prevailing tools, approaches and practices having on workforce productivity? And how do all these factors affect overall performance and, ultimately, the bottom line?
Ian Parkes, director of Coleman Parkes Research, and Joyce Maroney, director of the Workforce Institute at Kronos, will address eye-opening research that sheds new light on the challenges, opportunities and costs of employee engagement — or lack thereof — at today’s organizations. They’ll discuss key findings, highlight areas for improvement and explain the roles leadership, technology and talent management play in optimizing workforce engagement for sustained competitive advantage. You’ll gain valuable insights into:
The increasing complexity of working life and the impact on employee engagement.
The high opportunity cost of time wasted on non-job-related administrative tasks.
How the role of HR needs to change in order to build a culture of engagement.
Ways outdated technology is hindering employee productivity and engagement.
Why the inability to recruit and retain skilled talent is a core business disruptor.
Key drivers of engagement and how your organization can unburden the workforce.
This presentation provides an overview of student affairs and related topics. It begins with learning outcomes, which are to obtain contextual understanding of student affairs, frame current issues, and share views through discussion. It then discusses definitions of wisdom and viewing things with a "blank slate." The historical role of student affairs shifted from disciplinarian to educator. Student affairs is now a profession with standards and associations. Functional areas of student affairs are reviewed. Principles of good practice emphasize active learning and community. Assessment models like Astin's I-E-O are presented. Challenges facing higher education like funding and metrics are discussed. The presentation concludes with questions about the future of student affairs and collaboration with academic affairs.
The Value of Employee Engagement to Improve Veterinary Practices Oculus Insights
Dr. Mike Pownall, of Oculus Insights, presented at the AAEP 2018 Annual Convention in San Francisco on the use of Employee Engagement to improve practice culture, productivity, profitability and client loyalty.
1) Introduction to the Open University,and why we need to continue to build our change capability
2) What we're doing and how we're doing it
3) Challenges and opportunities: now and in the future
This document discusses strategies for engaging a multi-generational workforce. It begins by outlining common needs across generations like good relationships, growth opportunities, work-life balance and meaningful work. The benefits of engagement are then highlighted as increased performance, less discrimination and better talent retention. Six strategic responses for engagement are proposed: flexible work options, an accessible physical environment, health and wellbeing programs, learning and development opportunities, achievement and development plans, and internal communication channels catering to different generations. Leaders are encouraged to adapt to change and invest in human capital to drive future performance.
Melissa Murray Bailey (President - Americas) and Kevin Troy (Head of Research & Insights - Americas) share insight into what talent around the globe wants from their employers - what's similar in various regions, what differences exist, and what this means for building a global employer brand.
The document summarizes findings from 30 stakeholder interviews and 20 focus groups conducted at Company X to better understand employee perspectives on innovation and the company's Culture of Innovation initiative. Key findings include: constant change and restructuring create stress and uncertainty; communication about changes needs improvement; hierarchy and bureaucracy inhibit risk-taking and new ideas; and infrastructure and resources do not adequately support innovation. Differences emerged between senior and non-senior employees and across locations. The qualitative research will help inform Company X's innovation efforts.
Improving Veterinary Team Communication - AAEVT 2018Oculus Insights
Dr. Mike Pownall presented on improving communication between veterinary team members for the annual convention of the American Association of Equine Veterinary Technicians.
1) Measuring graduate employability is complex as employment and employability are different concepts and employability is influenced by many external factors outside an institution's control.
2) One model of employability is the CareerEDGE model which includes career development learning, experience, degree knowledge, generic skills, and emotional intelligence.
3) Tools like the Employability Development Profile questionnaire can help students assess their employability strengths and areas for improvement based on the CareerEDGE model.
This document summarizes the findings of a research project that surveyed 1,000 people ages 16-24 and 1,000 people ages 50+ about their careers and workplace motivations. Some key findings include:
- Younger workers may be entering the workforce with uncertainty due to a lack of career advice and clarity about alternatives to university. Providing mentorship could help address this.
- Older workers are potentially being overlooked for new opportunities which assumes they cannot contribute more, however most want to continue developing skills.
- Retention may be improved by outlining clear career progressions for all ages and understanding each employee's ambitions.
- There is a need to address potential misconceptions about both younger
Succession Planning and Cross Training: Boldly Preparing for Staff Transition...Palatine Library
2011 Illinois Library Association Conference: Bold, Brilliant, Brave
Tuesday, October 18, 2011, 1:45 - 2:45 p.m.
Anthony Auston, Megan Buttera, Susan Strunk
Palatine Public Library District
Tired of scrambling to get things done when an employee leaves or is absent? Supportive succession planning and cross training efforts don’t have to be overwhelming. Both are brave initiatives meant to ensure continued, effective operations despite vacancies or absences. Learn how to begin the dialogue at your library.
WON’T BE VISIBLE TO THE EYE ROBOTSPEOPLE CURRENTLY TOIL.docxhelzerpatrina
WON’T BE VISIBLE TO THE EYE ROBOTS
PEOPLE CURRENTLY TOIL
ABOUT 65% OF ALL JOBS IN VEGAS ARE SUSCEPTIBLE TO
AUTOMATION BY 2035
ACROSS THE U.S., 55% (OR MORE) OF JOBS IN ALMOST ALL
METROPOLITAN AREAS FACE THIS SAME SCENARIO
• IT HAS
• CREATED NEW TYPES OF WORK
• ENABLED NEW WAYS TO DO TRADITIONAL WORK
• SUPPORTED NEW WAYS TO MANAGE PEOPLE
• IT HAS CHANGED TRADITIONAL WORK
• THE WAY WORK IS DONE
• HOW WE COMMUNICATE
• DECISION-MAKING
• COLLABORATION
• CONNECTING IN NEW
WAYS
• MANAGING IN NEW WAYS
• BEHAVIOR
• OUTCOME
• PERSONNEL
DIGITAL
PROVIDES NEW
OPPORTUNITIES
• WORK CAN BE DONE
ANYWHERE, ANYTIME
• PEOPLE DESIRE FLEXIBILITY
• WORKING FROM HOME
• MOBILE WORKERS WORK
FROM ANYWHERE
• VIRTUAL TEAMS INCLUDE
REMOTE WORKERS AS WELL
AS THOSE IN THEIR OFFICES
Driver Effect
Shift to knowledge-based
work
Decouples work from any
particular place
Changing demographics
& lifestyle preferences
Workers desire geographic & time-
shifting flexibility
New technologies with
enhanced bandwidth
Remotely-performed work is
practical & cost-effective
Web ubiquity Can stay connected 24/7
“Green” concerns Reduced commuting costs; real
estate energy consumption; travel
costs
Advantages of Remote Work Potential Problems
Reduced stress: better ability to
meet schedules; less distraction
at work
Increased stress: Harder to
separate work from home
life
Higher morale & lower
absenteeism
Harder to evaluate
performance
Geographic flexibility Employee may become
disconnected
from company culture
Higher personal productivity Telecommuters are more
easily replaced by offshore
workers
Housebound individuals can join
the workforce
Not suitable for all jobs or
employees
Informal Dress Security might be more
difficult
Challenges Virtual Teams Traditional Teams
Communications • Multiple time zones can lead to greater efficiency
but can lead to communication difficulties &
coordination costs (passing work)
• Non-verbal communication is difficult to convey
• Same time zone. Scheduling
is less difficult
• Teams may use richer
communication media
Technology Proficiency is required in several technologies • Support for face-to-face
interaction without replacing
it
• Skills & task-technology fit is
less critical
Team Diversity • Members represent different organizations & / or
cultures
• Harder to establish a group identity
• Necessary to have better communication skills
• More difficult to build trust, norms
• Impact of deadlines not always consistent
• More homogeneous
members
• Easier group identity
• Easier to communicate
• MAJOR
CONCERN
• RESISTED IF VIEWED
AS NEGATIVE IMPACTS
•
• DENYING
• SABOTAGING
• CHALLENGING
• REFUSING
M
a
rk
e
ti
n
g
S
a
le
s
O
p
e
ra
ti
o
n
s
F
in
a
n
c
e
L
a
w
Management Team Product Inquiry Process
Purchasing Process
Servicing Process
Resolution Process
C
u
st
o
m
e
r
Information Flows
Focus – Optimization
F
o
c ...
Surveying has long been a core arm of OPRA’s offering. Whether it be standardised surveys of culture such as the Denison, or bespoke 360 and stakeholder surveys, OPRA have a solution. The following SlideShare builds on over 15 years of survey experience, discussing the benefits of organisational surveying as well as how to make your organisational surveys a success.
Similar to State of Affairs - An Economy of Museum Work Today (20)
State of Affairs - An Economy of Museum Work Today
1. State
of
Affairs
Zachary
Paul
Levine,
Curator
at
Yeshiva
University
Museum
An
Economy
of
Museum
Work
Today
InerCa
vs
ReinvenCon:
Why
“Business
as
Usual”
No
Longer
Works
CAJM,
2013
2. Caveat
The
findings
presented
in
this
presentaCon
were
part
of
an
informal
survey
I
undertook
across
staff
at
Jewish
museums
and
similar
insCtuCons
in
the
United
States
for
the
CAJM
2013
conference.
It
is
not
meant
to
be
authoritaCve,
but,
rather,
was
meant
to
inspire
conversaCon
about
the
future
of
our
field.
However,
here
are
some
general
points
about
the
survey.
• About
100
respondents
• Age
distribuCon
evenly
weighted,
with
majority
in
their
30s
and
40s
• Majority
of
respondents
work
in
curatorial
and
educaCon
3. Working
at
a
small
insCtuCon
=
• Many
Hats
• Challenges
in
finding
resources
Is
this
descripCon
parCcularly
novel?
• Financial
Constraints
• Changing
Visitor
ExpectaCons
• PossibiliCes
of
New
Media
(and
the
means
to
develop
it)
• OpportuniCes
for
InteresCng
Work
• Diminishing
Staff
Capacity
Daily
Life
for
a
(RelaCvely
New)
Curator
4. Challenges
to
ExhibiCon
Development
• Staffs
are
Stretched
Thin
(Mentorship)
• Visitors’
ExpectaCons
for
Media
• Visitors’
Learning
Styles
OpportuniCes
• Growth
in
Jewish
Studies
Fields
• Increasingly
Inexpensive
Means
for
Media
Development
• Wide
Array
of
Accepted
InterpretaCve
Approaches
Daily
Life
for
a
(RelaCvely
New)
Curator
• Access
to
Relevant
InformaCon
• Access
to
Relevant
InformaCon
6. Survey
ParCcipants
Are
Our
InsCtuCons
Taking
Advantage?
• Over
50%
in
the
Field
for
7
years
or
less
• Over
70%
at
Jewish,
Holocaust
or
Synagogue
museum
• Most
ParCcipants
from
Curatorial
or
EducaCon
(56%)
7. Staff
Changes
Are
Our
InsCtuCons
Taking
Advantage?
• Number
of
Staff
Losses
and
Gains
About
Equal
• Some
Full-‐Time
Replaced
by
Part-‐Time
• 62%
report
staff
changes
have
led
to
more
responsibiliCes
• Nearly
50%
have
harder
jobs
because
of
finances
8. Necessary
Supplies
to
Do
the
Job
Are
Our
InsCtuCons
Taking
Advantage?
• Only
53%
feel
they
have
the
resources
they
need
• Nearly
50%
provide
their
own
supplies
on
occasion
9. Feelings
Toward
Work
and
InsCtuCon
Are
Our
InsCtuCons
Taking
Advantage?
• 96%
report
they’re
saCsfied
with
the
quality
of
their
work
• 72%
enjoy
their
jobs
• Nearly
40%
report
low
morale
dominant
among
colleagues
BUT
• 39%
report
increase
in
visitor
saCsfacCon
over
5
years
10. Career
Development
Are
Our
InsCtuCons
Taking
Advantage?
• 44%
support
skill
development
(course,
workshops,
conferences,
etc.)
• 54%
feel
their
insCtuCon
is
disinterested
in
professional
development
• Over
60%
report
receiving
no
mentorship
11. Career
Development
Are
Our
InsCtuCons
Taking
Advantage?
• 62%
see
no
opportuniCes
for
advancement
• While
64%
anCcipate
a
career
in
museums…
…only
35%
are
dedicated
to
Jewish
museum
work…
…and
this
figure
is
almost
enCrely
among
respondents
with
the
longest
tenure
already
12. Findings
Are
Our
InsCtuCons
Taking
Advantage?
• Our
museums
are
grappling
with
a
host
of
challenges
• In
spite
of
opportuniCes
to
enhance
their
work,
staff
do
feel
their
insCtuCons
fail
to
invest
in
taking
advantage
of
those
opportuniCes
• PotenCal
to
spiral
deleteriously
RecommendaCons
• Strategic
culCvaCon
of
staff
skills
• Investment
in
necessary
tools
• Re-‐envisioning
exhibiCon
development
capaciCes