Remote and flexible working is increasingly common and the challenge for the remote worker is to get the very best from employees when their primary, or only, means of interacting with them is via technology.
This TMA World e-Class webinar provides an overview of skills and best practice strategies for maximizing the productivity of remote employees.
Marcia Jackson is the Manager of the CI Strategy Group at DTE Energy. She presented on the practical application of the Connections software to promote knowledge sharing across DTE Energy's businesses. The presentation provided an overview of DTE Energy's businesses, employees, and customers. It then described how Connections was piloted with select user groups and rolled out enterprise-wide to address issues with knowledge silos and sharing. Marcia discussed strategies for adoption, including leadership support, training videos, and communities. The goal was to use Connections to connect DTE's over 9,000 employees and facilitate problem solving.
The document is an invitation from Tackyon announcing the Indian HR Convention 2010 in Pune on April 12, 2010. The convention will focus on human resource excellence in the current economic scenario. It provides details on the event location, schedule, sessions and speakers. It encourages HR professionals to register and participate in the interactive workshops and networking opportunities. The invitation highlights the benefits of attending and learning from case studies, tools and experiences shared by other HR professionals. It also shares photos and information on previous successful HR conventions organized by Tackyon.
Three strategic models for social business including the Social Engagement Journey, Relationship Progression and the Social Engagement Matrix. Can be used as either a diagnostic ("Where is our enterprise today?") or a roadmap ("Where does our enterprise want to go in the future?") in creating a social business strategy.
How can collaboration and communications tools effectively drive business per...
This document discusses how collaboration and communication tools can drive business performance over the long term. It notes that disciplined collaboration, where teams properly assess when to collaborate, can lead to higher performance than undisciplined collaboration. Additionally, it highlights that most enterprise employees now work remotely at least part of the time, and the use of audio and video conferencing has increased greatly. However, virtual collaboration also presents challenges like reduced attention spans and a lack of non-verbal cues. The document concludes by discussing how unified communications solutions can enhance virtual interactions and drive business performance through improved call quality, audio management, and conference calling capabilities.
This document discusses motivation in the workplace. It covers:
1. Why motivation matters for business performance and profitability.
2. How understanding employee psychology, fairness, and engagement can help motivate staff.
3. The Team Action Management process that some companies use to gather anonymous staff feedback and develop projects to address issues in a way that promotes fairness and motivation.
This is the slidedeck I presented at the KM Singapore 2011 conference. The big idea is that there are 4 important things to worry about when you rollout your new intranet: mindset, leadership, governance and adoption. Apart from the subject matter, I experimented with hand-drawn sketches to communicate my messages. I am no artist, but I was pretty pleased at how they turned out!
The document outlines an approach called "The Four Points of Prosperity" which advocates for balancing visualization, structure, people and processes. It notes that not having enough emphasis on any of these four areas can lead to issues like loss of control and direction, inability to measure success, high turnover and low morale. The approach presented by HRS Consulting emphasizes taking a holistic view of all four areas through strategic planning, performance measurement, training, policies and other initiatives to achieve benefits like maximum productivity and sustainability.
This document summarizes a presentation given to accounting students on the future of the CPA profession. It discusses trends identified by CPAs, including change, complexity, compliance and competition. The top challenges for young professionals are also outlined. The core purpose of CPAs is defined as "making sense of a changing and complex world". CPAs are envisioned to be trusted professionals who help people and organizations shape their future by providing clarity, translating complex information, anticipating opportunities, and designing pathways to transform visions into reality.
This document discusses a conference on network centric warfare and enhancing battlespace management. It poses important questions to consider, such as exploring new sources of power for NCW and new rules for network-centric organizations and operations. It also addresses managing network-centric operations, the relationship between NCW and effects-based operations, and how to co-evolve organizations with network-centric technology. Finally, it suggests ways to explore answers to these questions, such as through rapid prototyping, simulations, and collaborative communities.
The document announces an upcoming seminar organized by Tackyon on developing strategic HR plans. The seminar will be held on February 21, 2010 in Hyderabad, India. It will discuss positioning the HR function and developing strategic HR plans through a systems approach. Participants will learn practical tools and methods for strategic HR planning through case studies and networking with other HR professionals. The document provides an agenda, nomination form, and photos from previous Tackyon events.
The document discusses key principles for reorganizing a large organization, focusing on choosing a solid method with three parts: developing the organizational design separately from staffing, listening to employees' preferences, and staffing the right people in the right jobs. It emphasizes the importance of tracking decisions during design to ensure alignment with strategy. Developing detailed unit and position descriptions in a structured process is also discussed. The challenges of collecting and using employee preference data at scale are addressed, as not doing so risks politicizing decisions. Software called OrganizationWeaver is presented as a way to efficiently conduct this complex process.
This document discusses the role of HR in developing an agile organization and outlines a case study for competency mapping. It describes competency mapping as identifying the key competencies within each business unit and developing detailed definitions and behavioral indicators for measurement. A multi-sprint approach was used where competencies were identified, defined, and measurement approaches developed in iterative sprints with retrospection. The goal is to assess all employees against the core competencies to identify development needs and support performance management. The program has been successfully implemented for delivery functions and will be expanded to support functions.
This document provides guidance on planning a roving exhibition. It discusses determining the goals and desired results of the exhibition, developing the overarching theme or message, creating memorable exhibits, and making connections with visitors to move them in some way. It also touches on project management tasks like creating a schedule, estimating costs, developing a communications plan, and considering visitor needs and expectations. The overall focus is on interpretive planning to effectively communicate the intended message through the exhibition.
ForeCee is a professional organization that provides psychiatric counseling, consulting, coaching, and social contributions to bring smarter solutions to individuals, groups, and society. Its vision is to be the best people development organization through best-in-class psychiatric services and social work. Key services include counseling for issues like child problems, stress, and relationships, as well as consulting, coaching, and contributing to forums for positive parenting, team management, and institutional programs. The organization aims to create a better world with smarter, more understanding people through behavioral interventions and guidance.
Marcia Jackson is the Manager of the CI Strategy Group at DTE Energy. She presented on the practical application of the Connections software to promote knowledge sharing across DTE Energy's businesses. The presentation provided an overview of DTE Energy's businesses, employees, and customers. It then described how Connections was piloted with select user groups and rolled out enterprise-wide to address issues with knowledge silos and sharing. Marcia discussed strategies for adoption, including leadership support, training videos, and communities. The goal was to use Connections to connect DTE's over 9,000 employees and facilitate problem solving.
The document is an invitation from Tackyon announcing the Indian HR Convention 2010 in Pune on April 12, 2010. The convention will focus on human resource excellence in the current economic scenario. It provides details on the event location, schedule, sessions and speakers. It encourages HR professionals to register and participate in the interactive workshops and networking opportunities. The invitation highlights the benefits of attending and learning from case studies, tools and experiences shared by other HR professionals. It also shares photos and information on previous successful HR conventions organized by Tackyon.
Three strategic models for social business including the Social Engagement Journey, Relationship Progression and the Social Engagement Matrix. Can be used as either a diagnostic ("Where is our enterprise today?") or a roadmap ("Where does our enterprise want to go in the future?") in creating a social business strategy.
This document discusses how collaboration and communication tools can drive business performance over the long term. It notes that disciplined collaboration, where teams properly assess when to collaborate, can lead to higher performance than undisciplined collaboration. Additionally, it highlights that most enterprise employees now work remotely at least part of the time, and the use of audio and video conferencing has increased greatly. However, virtual collaboration also presents challenges like reduced attention spans and a lack of non-verbal cues. The document concludes by discussing how unified communications solutions can enhance virtual interactions and drive business performance through improved call quality, audio management, and conference calling capabilities.
This document discusses motivation in the workplace. It covers:
1. Why motivation matters for business performance and profitability.
2. How understanding employee psychology, fairness, and engagement can help motivate staff.
3. The Team Action Management process that some companies use to gather anonymous staff feedback and develop projects to address issues in a way that promotes fairness and motivation.
This is the slidedeck I presented at the KM Singapore 2011 conference. The big idea is that there are 4 important things to worry about when you rollout your new intranet: mindset, leadership, governance and adoption. Apart from the subject matter, I experimented with hand-drawn sketches to communicate my messages. I am no artist, but I was pretty pleased at how they turned out!
The document outlines an approach called "The Four Points of Prosperity" which advocates for balancing visualization, structure, people and processes. It notes that not having enough emphasis on any of these four areas can lead to issues like loss of control and direction, inability to measure success, high turnover and low morale. The approach presented by HRS Consulting emphasizes taking a holistic view of all four areas through strategic planning, performance measurement, training, policies and other initiatives to achieve benefits like maximum productivity and sustainability.
This document summarizes a presentation given to accounting students on the future of the CPA profession. It discusses trends identified by CPAs, including change, complexity, compliance and competition. The top challenges for young professionals are also outlined. The core purpose of CPAs is defined as "making sense of a changing and complex world". CPAs are envisioned to be trusted professionals who help people and organizations shape their future by providing clarity, translating complex information, anticipating opportunities, and designing pathways to transform visions into reality.
This document discusses a conference on network centric warfare and enhancing battlespace management. It poses important questions to consider, such as exploring new sources of power for NCW and new rules for network-centric organizations and operations. It also addresses managing network-centric operations, the relationship between NCW and effects-based operations, and how to co-evolve organizations with network-centric technology. Finally, it suggests ways to explore answers to these questions, such as through rapid prototyping, simulations, and collaborative communities.
Ihrc 2010, Destination Hyderabad, 21 Feb 2010talees
The document announces an upcoming seminar organized by Tackyon on developing strategic HR plans. The seminar will be held on February 21, 2010 in Hyderabad, India. It will discuss positioning the HR function and developing strategic HR plans through a systems approach. Participants will learn practical tools and methods for strategic HR planning through case studies and networking with other HR professionals. The document provides an agenda, nomination form, and photos from previous Tackyon events.
The document discusses key principles for reorganizing a large organization, focusing on choosing a solid method with three parts: developing the organizational design separately from staffing, listening to employees' preferences, and staffing the right people in the right jobs. It emphasizes the importance of tracking decisions during design to ensure alignment with strategy. Developing detailed unit and position descriptions in a structured process is also discussed. The challenges of collecting and using employee preference data at scale are addressed, as not doing so risks politicizing decisions. Software called OrganizationWeaver is presented as a way to efficiently conduct this complex process.
This document discusses the role of HR in developing an agile organization and outlines a case study for competency mapping. It describes competency mapping as identifying the key competencies within each business unit and developing detailed definitions and behavioral indicators for measurement. A multi-sprint approach was used where competencies were identified, defined, and measurement approaches developed in iterative sprints with retrospection. The goal is to assess all employees against the core competencies to identify development needs and support performance management. The program has been successfully implemented for delivery functions and will be expanded to support functions.
The document provides an agenda for a presentation on developing leadership agility. It discusses how today's business environment is volatile, uncertain, complex and ambiguous (VUCA), and the implications this has on organizations and leaders. It notes that leadership must now be seen as a process, not just a position, and leaders must think with agility to navigate complex problems. The missing element for developing leadership agility is thinking - leaders must learn to think about all aspects of the business. Thinking agility is critical for leaders to succeed in today's complex world.
Enterprise Intelligence in GEM is a collection of sensed and recorded data, treated as resources, that guide enterprise decisions in responding to changes. It encompasses aspects of "sense, analyze, respond" operations known as netcentricity. These intelligence resources are best managed together to provide integrated information for decisions. GEM categorizes intelligence in terms of questions like location, who, what, why, how, when to provide context. The key intelligence categories in GEM are Location, Organization, Organization Unit, Function, Process, Resource, and Requirement, forming an "upper ontology" for knowledge modeling and management.
The Devil Is In The Details Change Managementspearcy
This document discusses practical techniques for managing and leading organizational change. It begins by emphasizing that the path through change is subtle and continuous, with the details making the difference. It then outlines techniques used in the CIBER Change Management program, including conducting a Change Hardiness Assessment to understand resistance, naming change projects, employing visible symbols, celebrating milestones, educating and training, and making the journey enjoyable. It concludes by summarizing how these techniques were applied in a real change initiative at a large healthcare organization referred to as "HEALED" to help them navigate their transition to a new state of change. The key message is that successfully managing change requires addressing both large strategic issues and subtle everyday details.
The document discusses managing remote employees from both the company and individual's perspective. It identifies benefits like increased availability, work-life balance, and cost savings. It provides strategies for setting expectations, communicating, and monitoring work. Challenges include relationship building and large initiatives. Overall, remote work can contribute to retention and satisfaction when clear instructions, availability, and check-ins are provided.
This document discusses the challenges of managing remote sales teams and provides tips for overcoming these challenges. It notes that remote teams can be effective if properly managed, but it is easy for managers to overlook remote employees' needs. It recommends that managers focus on outcomes rather than inputs when evaluating remote employee performance. Specific tips include measuring outcomes like conversion rates rather than activities, taking performance management seriously through regular check-ins, hiring remotely requires extra onboarding efforts, maintaining communication with remote employees, and finding ways for remote employees to socialize to prevent isolation and disengagement.
This document summarizes a training session on managing remote teams presented at the Dell World User Forum. The agenda covered inventory, deployment, targeting tools and troubleshooting for remote sites. Managing inventory, automating deployments and using tools like replication shares and remote site appliances were discussed as ways to reduce bandwidth usage and centrally manage remote locations. Demonstrations covered using these tools to streamline inventory, deployments and patching across multiple time zones. Roundtable discussions focused on completely remote workforces and teleworkers. Support resources are migrating to Dell's software support portal.
This document discusses managing remote teams and identifies four key areas: communication, relationships, issues, and tools. It outlines some of the challenges of asynchronous communication across different time zones and schedules. It emphasizes the importance of building relationships remotely through regular voice calls, enforcing non-work talk, and asking personal questions. When issues arise, common problems include work overload causing team members to disappear, failure to communicate project issues, trying to mimic a physical setup, and poor file maintenance. The document also notes that client interactions may not be as challenging as expected and that various chat and screen sharing tools can facilitate remote work.
Some think working remotely is a terrible setting that takes control away and let's employees stay at home and be useless. Others find that remote work increases overall productivity and lowers the need to micromanage.
And both sides might be correct as remote work, like all other structures, work really well for some and make others crazy.
The only thing that we can say for certain is that telecommuting is increasingly popular and there are problems you need to face to make it work.
1) The document discusses Citizens Financial Group's implementation of a video banking program to transform the customer experience.
2) The program allows customers to access specialized financial advisors via video conferencing to get personalized advice and complete transactions.
3) The implementation is a phased approach, with an initial focus on improving the mobile sales force, followed by increased internal video conferencing and ultimately delivering an unparalleled mobile banking experience.
Riskpro india human capital consulting and recruitments empanelment proposalRahul Bhan (CA, CIA, MBA)
Riskpro India provides human capital management consulting services including talent acquisition, technical training, and talent retention. It has experience in various industries and can handle projects of all sizes due to its multi-skilled team. Riskpro aims to be the leading provider of specialized human capital solutions and integrated risk management services to mid-large corporations in India through high quality and affordable services.
Riskpro India Human Capital Consulting And Recruitments Empanelment ProposalRahul Bhan (CA, CIA, MBA)
We would like to introduce our firm Riskpro-India – a specialized Risk Management Consulting firm based in Mumbai, India and with offices at Delhi and Bangalore.
We would like to get empaneled with your organisation for all your recruitment requirements. We are India’s fastest growing recruitment and risk management consulting firm. Please see attached our profile for more information.
Human Capital Management Services (HCMS) – a division of Risk-pro, is a professionally run organization focused to provide customized HCM solutions to the corporates to bring un-matched value for them. HCMS inter-alia includes niche, complex and time-bound talent acquisition at all levels, complete employee payments outsourcing solutions, technical, behavioral and cultural trainings, employee retention strategy, employee satisfaction surveys, HR policy drafting and documentation, sharing industry-best practices etc.
12 seconds to project management greatnessTim Everett
In my view there are twelve imperatives that are necessary for Project Management greatness:
1. Cultivate executive management support
2. Continuously enhance your team
3. Propel elite performance standards
4. Inspire a sense of urgency
5. Drive strategic change
6. Promote functional ownership
7. Communicate precise expectations while demanding accountability
8. Foster a culture of success
9. Play well ahead of the team
10. Expedite the Critical Path
11. Articulate value
12. Maintain emotional control
The document discusses strategies for effective global virtual team collaboration. It covers 5 key areas: 1) achieving collaboration, 2) generating team spirit through cooperation and convergence, 3) being inclusive through cultural intelligence, 4) synchronizing work through coordination and communication, and 5) leveraging expertise. Each area emphasizes mindsets that team members should develop, such as paying attention to each other and sharing knowledge. The document provides guidance on responsibilities for virtual team members to work effectively across distances and cultures.
(1) Social media allows companies to engage with current and prospective employees to positively influence perceptions of the company. (2) It can be used for recruitment, onboarding, training, communication, and retention from prospect to employee. (3) When implemented strategically through a phased approach, social media provides measurable returns through improved hiring metrics and reduced costs versus traditional sources.
Social media can be used across the employee lifecycle to (1) build company reputation, (2) engage qualified candidates for recruitment, and (3) maintain relationships to reduce turnover and increase retention. A short term plan focuses on listening, engagement, and measurement to develop a business case, while a long term roadmap leverages networks for monitoring reputation, proactive talent searches, and knowledge sharing to improve hiring and retention.
This document summarizes a presentation about harnessing chaos to drive innovation. It discusses encouraging innovation through knowledge management and people, process, and technology integration. Key points include capturing ideas and sharing knowledge to encourage innovation, using communities of practice and lessons learned to connect people, and selecting technologies like social media to solve problems. A case study describes a consumer goods company that increased emerging market sales and profits through a community of purpose program supported by a social application.
Moxie Software provides an employee collaboration platform called Employee Spaces. It utilizes a people-centric design approach to maximize adoption. The platform allows employees to find experts, collaborate on projects, share knowledge, and drive innovation. It also offers customizable features for integration, templating, search, and management. Moxie typically delivers an initial iteration within 15 days and full deployment within 90 days using an iterative methodology focused on usability.
Social Customer Service Lessons LearnedAndrew Maher
Delivered at the Call Center World in Berlin in February 2012. This is a collection of experiences made by myself and colleagues during the last 18 months while working with clients attempting to blend their social interactions with their customer service teams.
Mobile learning is becoming increasingly popular and with it, increasingly important.
This TMA World e-Class webinar will provides a whistle-stop tour of ideas and best practices for mobile learning, ensuring you and your organization start off on the right foot when it comes to taking your first step with phones, Smartphones and tablets.
•What do we all think we mean by mobile learning?
•The benefits of mobile learning
•Key considerations
•Blending mobile into your solutions
•Case study: The Global Collaboration app
•Key take aways
Human Capital Management Services (HCMS) – a division of Risk-pro, is a professionally run organization focused to provide customized HCM solutions to the corporates to bring un-matched value for them. HCMS inter-alia includes niche, complex and time-bound talent acquisition at all levels, complete employee payments outsourcing solutions, technical, behavioral and cultural trainings, employee retention strategy, employee satisfaction surveys, HR policy drafting and documentation, sharing industry-best practices etc.
Risk-pro also provides highly specialized services in the field of risk management, internal audits, forensic accounting, investigations, prevention of fraud, process reviews etc.
The document provides information about Riskpro, an organization that offers human capital management services including talent acquisition, technical training, talent retention, and behavioral/cultural training. It summarizes Riskpro's network presence in major Indian cities, mission to be a market leader in recruitment solutions, and value proposition of providing quality advisory services normally offered by large consulting firms at more affordable rates. The document also outlines Riskpro's various service offerings and processes for talent acquisition and human risk management. It shares credentials and experiences of Riskpro's team of professionals across risk, audit, taxation, insurance, banking, and other fields.
The document provides information about Riskpro, an organization that offers human capital management services including talent acquisition, technical training, talent retention, and behavioral/cultural training. It summarizes Riskpro's network presence in major Indian cities, mission to be a market leader in recruitment solutions, and differentiated focus on quality delivery and experience. The document also outlines Riskpro's service offerings across various areas of human capital management and provides details on its talent acquisition process and human risk management services. Bios of some of Riskpro's experienced team members are included at the end.
This document provides information about Riskpro, an organization offering human capital management services in India. It discusses Riskpro's mission to be a market leader in specialist recruitment and risk management consulting. The document outlines Riskpro's service offerings such as permanent hiring, contractual hiring, mass hiring, talent acquisition, technical training, behavioral training, and talent retention services. It also shares details about Riskpro's talent acquisition process and human risk management services. Bios of Riskpro's experienced team members with credentials in fields like risk consulting, internal audits, accounting, and human resources are included.
This document discusses managing a mobile workforce. It begins with statistics showing the growth of mobile workers and their importance. It then covers the lifecycle of a mobile employee including onboarding, career path, and success factors. Challenges of a mobile workforce like communication and technology are addressed. The benefits of mobile applications for tasks like expense reporting and a sample employee day are reviewed. Key takeaways are that mobile access improves productivity, visibility, and flexibility while reducing costs.
Bernard Julhiet Group is a leading HR and management consulting firm in France with 180 employees across 10 countries. It provides talent management, eLearning, recruitment, and assessment services to over 500 active customers in various sectors. In 2008, the group had a turnover of 23 million euros and has experienced 10% business growth in international markets. The group utilizes innovative tools like eLearning, blended learning, online assessments, and an international network of local partners to improve the efficiency and interactivity of its HR programs and services.
We would like to get empaneled with your organisation for all your recruitment requirements. We are India’s fastest growing recruitment and risk management consulting firm. Please see attached our profile for more information.
Human Capital Management Services (HCMS) – a division of Risk-pro, is a professionally run organization focused to provide customized HCM solutions to the corporates to bring un-matched value for them. HCMS inter-alia includes niche, complex and time-bound talent acquisition at all levels, complete employee payments outsourcing solutions, technical, behavioral and cultural trainings, employee retention strategy, employee satisfaction surveys, HR policy drafting and documentation, sharing industry-best practices etc.
Risk-pro also provides highly specialized services in the field of risk management, internal audits, forensic accounting, investigations, prevention of fraud, process reviews etc.
We take pride in saying that we are among the fastest growing consulting companies in India. Today, we have offices in Mumbai, Delhi, and Bangalore and it has already added eight member firms in Ahmedabad, Agra, Chennai, Gurgaon, Hyderabad, Jaipur, Ludhiana, and Pune. All our offices and member firms are well equipped and staffed with qualified professionals into HR management and consulting. We have plans that will help us sustain this growth. Our presence in almost all states of India and beyond by 2014, is almost certain.
In talent acquisition, a fine blend of technology and professional human touch has given us an edge over others where talent and profile matching is left to technology. We have a team that not only brings years of professional and rich experience in varied industries, but are passionate to make hitherto impossible things possible for the client. However, words do not have enough strength to reflect our true potential, and though, to get a sneak peek, we strongly urge you to visit our website and go through the attached document, but we would be delighted to have a face to face meeting with you/your HR / Corporate Heads.
We are confident, our approach, methodology and professionalism along with commitment towards long-term sustainable relationships, will impress you to pave the way for our alliance that will be mutually beneficial to both the organizations. Experience Risk-pro HCMS, experience the difference.
This is the presentation and workshop material used recently in Austin for the Austin Software Process Improvement Network (A-SPIN) that was given last week
7 Best Practices in Remote Project Management for Managing Remote Teams Effec...Jacklin Berry
Project management with remote teams can be challenging. Learn how to collaborate effectively & stay on track with remote teams explore the best practices to effectively manage remote teams maximize the benefits of this productive work model.
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TMA World Viewpoint 38: How Cross Cultural Training Can Improve The Productiv...TMA World
The performance and productivity of a global organization is highly dependent on the cultural awareness of its employees.
The impact of cultural awareness training is not limited to enhancing the skills associated with successfully managing across cultures, it has many other organizational benefits, including reduced attrition and increased trust. These benefits and more are explored in this TMA World presentation.
For more information on cross cultural training and other skills you and your organization need to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com
TMA World Viewpoint 37: How To Resolve Conflict In The WorkplaceTMA World
Unresolved conflict in the workplace represents a large but unrecognized cost for many businesses. It can account for up to 90% of involuntary employee departures and up to 30% of a manager's time. This document provides strategies for effectively resolving workplace conflicts, including diagnosing the problem, strategizing using different conflict management styles like competing, collaborating, compromising, and avoiding, and then solving the conflict through assertive communication and problem solving. The goal is to view conflicts as opportunities rather than problems and deal with them in a way that satisfies all parties involved.
TMA World Viewpoint 36: How Equality And Diversity Training Can Shape The Bor...TMA World
This TMA World presentation explores how diversity and inclusion training has changed in recent times and provides advice for creating an inclusive workplace.
For more information on diversity and inclusion training and other skills you and your organization need to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com
TMA World Viewpoint 34: A Guide To Constructively Managing ConflictTMA World
This document discusses strategies for constructively managing conflict through collaboration. It defines collaboration as people with different skills co-creating something none could alone. While organizations seek to minimize hierarchies and silos to promote collaboration, the root challenge is self-interest. The document recommends four strategies: 1) identifying real collaboration opportunities, 2) finding and communicating successes, 3) rewarding and recognizing collaboration, and 4) providing learning and development in collaborative skills.
TMA World Viewpoint 33: A Guide To Strategic MentoringTMA World
The retention of talent within an organization is fundamental to its success in the competitive global business environment.
Mentoring is an important strategic initiative, which is designed to ensure that your talent is not only retained, but developed.
This TMA World presentation provides a short guide to effective strategic mentoring.
For more information on strategic mentoring and the other skills you and your organization require to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com or visit our website: www.tmaworld.com
TMA World Viewpoint 32: Behaviours that can develop and maintain trust in the...TMA World
Trust is essential to effective teamwork and collaboration. Following the guidance outlined in this TMA World presentation will help you ensure that you get the most out of your working relationships.
For more information on building trust and the other skills you and your organization require to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com or visit our website: www.tmaworld.com
TMA World Viewpoint 31: Knowledge and learning in the Borderless WorkplaceTMA World
Terence Brake discusses how access to knowledge has changed dramatically with the internet and global digital networks, allowing fingertip access to vast amounts of information. However, traditional knowledge management systems have not kept pace with the digital age. Brake advocates for more dynamic and collaborative knowledge systems that facilitate knowledge sharing and creation between individuals. TMA World has developed an online platform called Learnspace that provides learning resources and enables collaboration to support the development of critical capabilities for borderless work.
TMA World Viewpoint 30: A Guide To Working With DifferenceTMA World
When the term ‘culture’ is used, an association with ‘nationality’ often follows - French, Japanese, Chinese and so on. However, this is only one dimension of human difference and taken alone may tell us very little about the complex individuals we work with.
This TMA World presentation offers a quick guide to effectively leveraging all kinds of diversity within your organization.
For more advice on working with difference and the other skills you and your organization require to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com or visit our website: www.tmaworld.com
TMA World A Guide To Managing In Turbulent TimesTMA World
Managers and employees can experience feelings of insecurity and greater stress with subsequent interpersonal tension due to organizational change and the associated feelings of uncertainty.
This TMA World guide provides hands on advice for leaders and managers who are required to maintain their own and their team’s performance, motivation and engagement during trying times.
For more information on managing in turbulent times and other skills you and your organization need to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com
Visit our website: www.tmaworld.com
TMA World Viewpoint 26: Matrix Organization Best Practices - Extending Your C...TMA World
The matrix structure is a well established organizational mechanism for managing people, products and projects across multiple geographies.
Effective leadership in a matrix environment requires us to achieve a balance between exercising direct leadership authority whilst simultaneously conveying indirect leadership influence across organizational boundaries.
This TMA World presentation explores eight practical approaches you can role model as a leader to support the effectiveness of your people working in a matrix environment.
For more advice on how to thrive in the borderless workplace, including working in complex, global environments, contact us today: enquiries@tmaworld.com
TMA World: A Guide to Leading Virtual MeetingsTMA World
Virtual meetings are an essential form of communication in the borderless workplace. However, poor discipline, such as an unclear purpose or structure, can make these interactions frustrating and a poor use of time.
This TMA World presentation offers advice, which will ensure that running an effective meeting becomes second nature.
For more information and advice on how you and your organization can thrive in the borderless workplace, contact us today: enquiries@tmaworld.com
Or, visit our website: www.tmaworld.com
TMA World: A Guide to Effective Virtual CommunicationsTMA World
Communicating successfully in today’s global organizations depends on making sure that messages are understood accurately and intended outcomes are achieved. With the loss of non-verbal cues and the likelihood of different cultures, it is essential to choose appropriate technologies and behaviours for successful virtual communication.
This presentation gives useful and easy to apply tips and advice, which will ensure that you and your team communicate effectively as possible.
For more advice on how to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com
The borderless workplace, anyone contributing from anywhere at any time, from any device, is fast becoming a reality.
This whitepaper will help you discover capabilities you and your organization need in order to thrive in the new world of work.
Contact us today, to find out how to thrive in the borderless workplace: enquiries@tmaworld.com
TMA World Blog 2013 Managing Remote Workers - Some TipsTMA World
1. The document provides tips for managing remote workers, including having a clear strategic purpose for remote working, creating a formal company policy, and selecting the right managers to oversee remote workers.
2. Both Yahoo and Best Buy are walking back previous announcements that seemed to eliminate remote working options, with Yahoo allowing it when necessary and Best Buy giving managers more authority over remote working arrangements.
3. Successful remote working requires good management through clear goals, regular communication, building trust, ensuring workers have what they need, and selecting the right people for remote roles.
TMA World Viewpoints 25: The Critical4 Capabilities for People Development in...TMA World
Four organizational capabilities stand out as being of highest priority in the borderless workplace: Organizational Agility, Collaboration, Digital Know-How, Adaptable People.
This TMA World presentation gives an overview of these capabilities and explains how they can be harnessed for competitive advantage.
The information is taken from TMA World’s upcoming e-book:The Borderless Workplace: The critical4 capabilities for the new world of work, written by Terence Brake, Director of Learning and Innovation.
Contact us to find out more: enquiries@tmaworld.com
TMA World Blog 2013 A Cultural Clash Can Make Your Image CrashTMA World
The document describes a situation where an Indian businessman's image and networking prospects were undermined due to a cultural clash. At a business event in Dubai, the man interrupted a conversation between an Emirati man, German, and Brit to introduce himself and hand out his business card. However, in Arab culture it is considered rude to interrupt or engage in direct sales pitches with strangers. The Emirati man subtly discarded the man's business card behind his back while maintaining a fake smile. The cultural faux pas damaged the Indian man's image without him realizing. The closing paragraphs discuss how being aware of cultural differences is important for successful international business.
TMA World Blog 2013 I Don't Care Whether You Are Happy!TMA World
A TMA World blog post, from our Director of Learning Deployment, David Hall. David explains why the ROI of learning should be measured by deployment (what the learners do differently as a result of the learning), rather than happy sheets.
To find out why there is no ROI without deployment, contact us enquiries@tmaworld.com
TMA World Guide to Effective Decision MakingTMA World
Making good decisions, based on disciplined thinking and informed judgement, requires an individual to:
•Gather all available, relevant facts and generate a list of options
•Effectively consult with others and use a range of techniques to evaluate available options
•Consider the consequences of the decision on others and the organization
Effective decision making has many benefits, including improved communication and consultation among individuals and a reduction in the negative impact of decisions across your organization.
Contact us today to find out more:enquiries@tmaworld.com
TMA World Viewpoint 23 Digitally Resonant Leadership in the Borderless WorkplaceTMA World
New horizons for developing leadership influence are emerging in the borderless workplace. What were once seen as peripheral capabilities like leading virtual teams and remote knowledge workers are now central to the talent development agenda of the future.
This presentation examines the habits, mindsets, behaviors and skills that leaders require to thrive in the digital workplace.
To find out more about this topic, contact us today: enquiries@tmaworld.com
TMA World How to Run a Great 'Bad Virtual Meeting'TMA World
This presentation gives some satirical tips and advice about how to run bad virtual meetings.
To learn how to run productive virtual meetings, contact us today: enquiries@tmaworld.com
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FACILITATOR NOTESType of Activity: Facilitator presentationTiming: 1 minPurpose: To introduce yourself to the delegatesProcess: N/ATools: N/AInstructions to delegates: N/ALink from: Cover screen Link to: ‘Before we begin…’Additional notes: N/A
FACILITATOR NOTESType of Activity: PresentationTiming: 2 minsPurpose: To provide delegates with the model we’re using as a systematic approach to managing remote workers effectivelyProcess:State that applying an old style of management to this new context might not get you the results you want.Present this as a new management framework that delegates can use to help identify and think through appropriate adaptations for managing remote workers.It’s based on 3 elements: CLICK: People, CLICK: Expectations, CLICK: Performance. Each element is then broken down into three key skill areasIn People, we’ll look at communicating with, building trust with and motivating remote workersIn Expectations, we’ll look at how to ensure everyone’s on the same page using structure, information flow, and monitoringIn Performance we’ll look at how to get high performance from remote workers by sensing what’s happening, enabling efforts, and developing individuals4. State that this course focuses on the core idea and principle that while we often need to work remotely, we don’t want to beremote from one another. Tools:Instructions to delegates: Link from: Time perspective activityLink to: BreakAdditional notes:
FACILITATOR NOTESType of Activity: PresentationTiming: 3 minsPurpose: To Introduce the three skill areas for this element so delegates have a broad picture of what’s coming.Process: The People element of the framework is about bridging the distance – the physical and psychological distance of remote working – link to the isolation etc uncovered in previous exercises.CLICK: The first aspect is Communicating – the competent remote manager employs a high degree of communication skills along with the ability to use technology effectively to both ensure understanding so tasks get done and create a human connection.CLICK: Without trust, a remote working relationship cannot work. The effective remote manager builds and works on trust instead of command and control.CLICK: Motivating the remote worker requires more planning and creativity. The co-located manager will have natural opportunities to keep workers energized.Transition: We’re going to look at each element in turn starting with Communicating.Tools: Instructions to delegates: Link from: Roadmap, peopleLink to: Communication overviewAdditional notes:
FACILITATOR NOTESType of Activity: PresentationTiming: 5 minPurpose: To introduce the twin aspects of accurate communication for shared understanding alongside communication that creates the human touchProcess: Pose the question: “How do you ensure that you and your remote workers share an accurate understanding of tasks and create a human connection?” How do you overcome the barriers of:physical distance that means you don’t get the visual cues which confirm or deny understanding, the lack of chance meetings that can uncover misunderstandingsthe inability to “manage by walking around” the lack of physical connection that creates a psychological distanceDiscuss how to make virtual communication more EFFECTIVE. Explaining tasks/ instructions across cultures so that you get the results that you have in your own mind. Explore the challenges with:LanguageAppropriate tone / use of voiceCultural backgroundsContextBody languageTools: Instructions to delegates: Link from: People contextualizationLink to: Communication technology activityAdditional notes:N/A
FACILITATOR NOTESType of Activity: Pairs workHandout: Handout: Personal Conflict Purpose: To explore conflict in actionProcess: In table teams discuss how these differences will affect the way each person interacts with one another.What additional challenges will being virtual have?Distribute handouts and run through the scenarioAsk delegates:When should Xu Guan have raised the issue? Why did Xu Guan assume his US visitor would tell his manager?Why did he assume that his manager knew?Why did he not check the manager understood on the 13th?Ask delegates to work in pairs to explore how Xu Guan should approach this issue if he and Michael were working with the team’s conflict resolution agreement. How could he handle with the conflict with his team leader so it’s positive? How could his team leader handle the issue? How easy is it for either culture to flex to the other’s expectations of how to operate.Transition: Ask delegates to work in table teams – preferably with a mix of each preferences -- to discuss how these differences will affect the way each orientation sees the other and the interpretation they put on communication and what effect being virtual will have. Will it minimize or amplify differences?If pressed for time have 3 teams discuss one orientation each and report back.If all teams discuss all orientations, have each team report back on one orientation.Transition: Use the following slides to debriefTools: Handout: CC_VC_Culture.docx
FACILITATOR NOTESType of Activity: PresentationTiming: 2 minsPurpose: To summarize communication best practices linking delegate contribution and TMA best practicesProcess:Link the ideas in the additional notes to the groups’ findings. Point out the emphasis on human behavior facilitated by technology – not the other way round.Tools:Instructions to delegates:Link from: Communication technology activityLink to: Social networking technologyAdditional notes:Establish a pattern of frequent communication: Resentment, paranoia, and passive-aggressive behaviors multiply when the silences are too longUse technology to its fullest potential: Fit the technology to the objective. For relationship building and complex issues use rich media which promote conversations (e.g., videoconferencing, telephone; for exchanging information and dealing with simple issues use lean media (e.g., e-mail). Linking Up: Think about how remote workers could benefit from talking with each other, not just you. Use social media to link different constituencies, provide currency and human touchAllow for personal preferences: Allow workers to communicate in a way that’s most effective and comfortable for them, e.g., do they like to type or talkKeep communication two-way: Focus on pull rather than push communications. Push = giving directions, instructing. Pull = asking questions, sharing ideas Climate: Create a climate in which the remote worker is willing to give you bad news sooner rather than laterSet up some standard operating procedures: For example, use the phone, not email for sensitive or complex issuesEstablish routines and consistency: Reduce uncertainty by having scheduled meetings with an agenda. Routines help create a rhythm and reduce second guessingSchedules: Share your own calendar and best times for contacting you; ask remote workers for their likely work schedule for the work
FACILITATOR NOTESType of Activity: PresentationTiming: 5 minsPurpose: Identify the principles of building trusting relationships remotely.Process: Review the 12 principles of building a trusting relationship using the additional information. (CLICK x12)Link to suggestionsTools:Instructions to delegates: Link from: Mutual trust activityLink to: TT instructions: Promises, promises?Additional notes:Trusting: Giving as well as trying to get trust. Trust, but verifyResponsiveness: Giving timely and thoughtful Respect: Speaking and behaving in ways that show appreciation and consideration Reliability: Keeping promisesOpenness: Showing a willingness to listen and explore ideas Fairness: Not playing favorites; giving equal opportunities for advancementDiscretion: Speaking and behaving in ways that maintain confidentialitiesConsistency: Aligning values, words, and actionsCompetence: Being a source of knowledge and expertiseCharacter: Demonstrating integrity and courageCaring: Showing interest in the worker’s development and opportunitiesAuthenticity: Being genuine; relating openly and honestly
FACILITATOR NOTESType of Activity: PresentationTiming: 10 minsPurpose: Identify how to motivate remote workers.Process: Review the 12 principles of building a trusting relationship using the information above. (CLICK x12)Tools:Instructions to delegates: Link from: TT scenario: Promises, promises? Link to: Pair-activity signpostAdditional notes:Belief: Demonstrating a belief that the remote worker can meet or exceed expectations without close supervisionPlanning: Across distances, recognition needs to be consciously planned rather than ad hocResources: Make sure remote workers have all the resources they need to do a good jobPeople focus: Recognizing the individuality of each remote worker and his/her needs and goals . Know every name and face.Contact: Talk to each remote worker at least once a week (preferably more). Even a short check-in conversation helps bridge distance. Communication can be a form of recognitionSupport: Let remote workers know they are not alone – you understand their challenges, and you’re behind themCommunity: Create opportunities that bring remote workers together to share stories, best practices, learning and development eventsMicro-monitoring: Unlike micromanagement – which is excessive control – micro-monitoring is creating measures that enable the remote worker to monitor their own performanceShort-term goals: Keep the goals of remote workers short-term to create regular and motivational winsInformation: Share news quickly to increase the sense of belongingOpportunities: Make sure a remote worker is fully informed of, for example, learning and development opportunitiesGifts: For example, a gift certificate to a local restaurant or theater
FACILITATOR NOTESType of Activity: PairsTiming: 10 mins activity, 10 mins debriefPurpose: To share what techniques people have used and what are new ideas and they think they will use.Process: Ask delegates to pick a highly motivated successful remote worker and record what techniques worked with worker? Which techniques have you used successfully (even if unknowingly)?Ask delegates to pick a remote worker that they’re having difficulty motivating. Which techniques could they use, if anyAsk delegates to work in triads to swap ideas for 5-10 mins.Ask a volunteer who wants to use a new technique to describe how they will use it and why they think it will be usefulInstructions to delegates: Link from: Motivation overview Link to: People takeawayAdditional notes:
FACILITATOR NOTESType of Activity: PresentationTiming: 2 minsPurpose: To provide delegates with the model we’re using as a systematic approach to managing remote workers effectivelyProcess:State that applying an old style of management to this new context might not get you the results you want.Present this as a new management framework that delegates can use to help identify and think through appropriate adaptations for managing remote workers.It’s based on 3 elements: CLICK: People, CLICK: Expectations, CLICK: Performance. Each element is then broken down into three key skill areasIn People, we’ll look at communicating with, building trust with and motivating remote workersIn Expectations, we’ll look at how to ensure everyone’s on the same page using structure, information flow, and monitoringIn Performance we’ll look at how to get high performance from remote workers by sensing what’s happening, enabling efforts, and developing individuals4. State that this course focuses on the core idea and principle that while we often need to work remotely, we don’t want to beremote from one another. Tools:Instructions to delegates: Link from: Time perspective activityLink to: BreakAdditional notes:
Shared: By definition, culture is something a group has in common.Powerful: Even though we can work hard at being cultural flexibility, our natural tendency to revert to our roots.Learned and Long Lasting: A culture builds up over time as the group interacts with its environment. Systematic and organized: Culture is cohesive and has its own inner logic; the values, beliefs, attitudes are related to one another and are not random. Tight or loose: Some cultures are tight -meaning they contain little diversity - while others are more diverse. Largely out of sight and conscious awareness: Culture is like an iceberg – at the top are the tangible aspects of culture (e.g., architecture, food, clothing). Underneath are the largely hidden aspects (e.g., assumptions, attitudes, values). We don’t often become aware of our own cultural orientations until they clash with others.
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