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ESPAÑOL:Jacobo Alvarado es el CSCO de Aceros Guatemala y lleva casi 22 años en esta organización. Durante este tiempo, desempeñó diferentes roles como Gerente de Ventas en El Salvador & Belice, Gerente de Línea y Ventas Norte de Guatemala & Belice, y Gerente de Líneas de Mallas Soldadas.ENGLISH: Jacobo Alvarado is the CSCO at Aceros Guatemala and has been in this organization for almost 22 years. During this time, he performed different roles as Sales Manager in El Salvador & Belize, Line Manager and Sales North Guatemala & Belize, and Lines Manager for Welded Mesh. Discover more details here.Follow us on:Website: https://bit.ly/32bR2GrInstagram: http://bit.ly/2Wba8v7Twitter: http://bit.ly/2WeulzXLinkedin: http://bit.ly/2w9YSQXFacebook: http://bit.ly/2HtryLd
Number 10 Downing St is the HQ. For us mere mortals it represents organisations we work for. Suella Braverman is an employee. The sacking of Braverman is more than an angry boss letting go of an employee this is the dynamics of a manager, CEO, Line Manager and HR not recruiting well and then dealing with the fall out of a rogue employee.In this episode we delve deeper and draw learnings for our own strategic ventures in the world of work.Let me be clear, I do not believe democracy exists in this country but this country purports to be democratic. When you seek to control the narrative there is no freedom of speech, when you dictate how a peaceful March should be done you erode democracy when you attempt to remove freedoms to push a personal agenda or narrative you erode democracy. I do not believe true democracy exists in this country.Note : We have an update on a previous dilemma episode 'My manager wants me to cancel my one week course to attend his team meeting away day' https://open.spotify.com/episode/6OZ6e6hsZELnjhCsW07cwn?si=QWLAcEpsSCGuPE4z2W7u2g*This episode also includes a new dilemma. Sponsorships - Email me: hello@toyatalks.com TikTok: toya_washington Twitter: @toya_w (#ToyaTalksPodcast) Snapchat: @toyawashington Instagram: @toya_washington & @toya_talks www.toyatalks.comhttps://toyatalks.com/
During an employee's tenure in an organization, they may experience different situations or have varying demands—they may get promoted, apply for leave, or get transferred to another team, for instance. Clearly, hiring employees is just the tip of the iceberg. Managing them requires a lot more work. In this episode, hosts Lois Houston and Nikita Abraham, along with Cloud Delivery Lead Nigel Wiltshire, take a closer look at the Employee Life Cycle, which pertains to how employee information, separation, and absence are dealt with. Oracle MyLearn: https://mylearn.oracle.com/ Oracle University Learning Community: https://education.oracle.com/ou-community LinkedIn: https://www.linkedin.com/showcase/oracle-university/ Twitter: https://twitter.com/Oracle_Edu Special thanks to Arijit Ghosh, David Wright, Kris-Ann Nansen, Radhika Banka, and the OU Studio Team for helping us create this episode. -------------------------------------------------------- Episode Transcript: 00:00 Welcome to the Oracle University Podcast, the first stop on your cloud journey. During this series of informative podcasts, we'll bring you foundational training on the most popular Oracle technologies. Let's get started. 00:26 Lois: Welcome to the Oracle University Podcast. I'm Lois Houston, Director of Product Innovation and Go to Market Programs with Oracle University, and with me is Nikita Abraham, Principal Technical Editor. Nikita: Hi everyone! Last week, we spoke about the Applicant Life Cycle, which is the first in the overall HCM business process life cycle, with our Cloud Delivery Lead Nigel Wiltshire. Nigel joins us once again today to talk about the second life cycle, the Employee. 00:54 Lois: Right. And since we're walking through HCM business processes, you might want to go back and listen to the last few episodes so you can get an idea of the big picture and the life cycles we've already discussed. Nigel, we're so glad you're back with us again this week. Thanks for agreeing to be our guide through this series. You know, I've never really thought about there being a “life cycle” for an employee. I'm an employee, but I just never really considered myself as part of a cycle. Can you tell us a little bit about how that's defined? 01:23 Nigel: Hi, and thank you once again for inviting me to participate. To put it very simply, the Employee Life Cycle continues from where the Applicant Life Cycle ends, and encompasses all the tasks that are performed against the employee from start to finish. Nikita: Now when you say, “start to finish,” what exactly do you mean by that? Nigel: Well, the very last act performed in relation to an applicant is for Recruiting to pass the baton over to Human Resources, so that HR can officially create an employee record, and take care of all the needs and tasks associated with an employee. This will typically range from transferring or accepting all the relevant data from their applicant record, expanding that to include their Work Relationship, and managing their career changes. 02:04 Nikita: Sorry to interrupt, Nigel, but what is a “Work Relationship”? Nigel: For each employee, we need to create and maintain a relationship with the business. This serves a couple of purposes. Firstly, it establishes which legal entity they belong to. A legal entity is the governing body that takes care of all the legislative rules and laws that affect the employee, and from the HR perspective, it is going to control such things as employment laws, working time directives, absence entitlements, and taxation, to list just a few. Secondly, we need to provide the employee with an assignment. This will indicate what their remit is within the organization and will record such details as their Job, Department, Location, Work Hours, Grade, Salary, and much more. Many smaller organizations will operate in a single legal entity, so managing this is not a huge piece of the puzzle, but for larger organizations, especially those that operate globally, this is a major aspect of the company setup. 03:00 Lois: I hadn't really considered all of that before. Thanks for going through that, Nigel. So, now we have the employee on board. What processes does the Employee Life Cycle encompass? Nigel: Unlike the Applicant Life Cycle that we spoke about last week, which has only one process under it, there are three main processes in the Employee Life Cycle: Hire to Retire, Absence to Productivity, and Employee Separation to Workforce Analysis. 03:26 Nigel: Hire to Retire is the process that encompasses an employee's whole career in an organization, from when they are hired to when they decide to leave. Of course, within that time frame there are many changes that occur, such as promotions, transfers, and general assignment changes, like a change in work hours, salary, line manager, terminations, to name just a few. A major aspect of this is the need to manage and maintain the organization structure so that reporting lines can be established, and for many larger organizations, this is a regular occurrence and therefore a major job for someone. 04:00 Nikita: OK, so that's Hire to Retire. What's Absence to Productivity? Nigel: Absence to Productivity is the process where employees take time away from work, which would mostly be due to vacation or personal time off, but would also incorporate other types of absence such as sickness, maternity, paternity, and jury service, again to name just a few. This process provides the framework and mechanism to record such absences and to monitor entitlements. It also goes as far as analysing the impact on the business and its operational effectiveness. Of course, we can't always predict when somebody is going to be absent from work, but we can monitor trends and plan for an eventuality. Another aspect of this process comes from the “human” angle. For anybody that has been absent for a while due to illness, injury, or stress, there is a duty of care to help them return to work. This may involve finding the employee a different role within the organization, or simply to gradually introduce the employee back to work, maybe on a part time basis for a couple of weeks. 04:59 Nigel: The third and final process in the Employee Life Cycle is Employee Separation to Workforce Analysis. Now, although employee terminations are very much part of the “Hire to Retire” process, there is a much more robust and complex process that is usually put into place. So, you shouldn't really think of it as simply the employee leaving and being replaced. Lois: What do you mean by that, Nigel? 05:20 Nigel: Lois, the manner in which the employee leaves is quite important. For instance, many organizations issue their employees with equipment, such as laptops and mobile phones, especially with a lot of employees working from home. So, we need a process that makes it quite clear as to how and when that will be returned. Lois: They could also have security badges and keys that need to be returned. Nigel: Exactly. And to deal with this, many organizations adopt an off-boarding process, which on the face of it is almost the reverse of the onboarding process the employee may well have been through. 05:49 Nikita: OK, that makes sense. And what happens after the employee leaves? Nigel: What happens? We are left with a gap in the workforce, and this vacancy may need to be filled. So, we would initiate a recruitment campaign and the Applicant Life Cycle would be triggered. Now, before a decision is made, many organizations go through a period of analysis to establish whether the employee does in fact need to be replaced. In some cases, it would be a “no brainer” based on the job the employee was performing, but in others it may be that a simple reorganization would fill the gap and negate the need to hire a new employee. So, like I said, it's not often a simple case of employee leaves, employee gets replaced. 06:31 Have an idea for a new course or learning opportunity? We'd love to hear it! Visit the Oracle University Learning Community and share your thoughts with us. Your suggestion could find a place in future development projects. If you are already an Oracle MyLearn user, go to MyLearn to join the community. You will need to log in first. If you have not yet accessed Oracle MyLearn, visit mylearn.oracle.com and create an account to get started. 07:00 Nikita: Welcome back. Nigel, you'd mentioned that the hiring of an employee in included in the “Hire to Retire” process. But why would hiring an employee be part of this life cycle? Surely, that's part of the Applicant Life Cycle, right? Nigel: Yeah, I can see how that could be confusing. It really boils down to an organization's processes. A lot of larger organizations will have a dedicated recruitment team who will most likely use an applicant tracking system to manage their recruitment campaigns. And as I was saying earlier, the final act would be to hand over the successful application to the HR team, who will take it from there. In that regard, the “onboarding” of the employee, which could be seen as part of the Applicant Life Cycle, is often set and monitored by the HR team. What we also have to consider is that smaller organizations may not have the luxury of having a recruitment team, nor have the resources at their disposal, such as an applicant tracking system. Therefore, the whole process of recruiting is swallowed up within the HR team's process. However, the fundamentals will be the same: recruit, onboard employee, manage employment, terminate, etc. 08:04 Lois: Let's move on to some more specifics about an employee record. For instance, some organizations recognize and measure employee seniority. Why do employers do this and how does it affect the employee? Nigel: Great question, Lois. Measuring seniority is a way for the employer to keep track of how long an employee has been in a given situation. This mostly involves measuring the number of years and months from when the employee is hired. The reason why they do this can be varied, but a couple of examples of this would be things like bonuses and vacation, i.e., the amount that you are entitled to could depend on how long you have been with the organization. Some organizations also like to track when the employee started so that they can recognize loyalty and provide the employee with a thank you gift at certain increments such as 5, 10, 25 years. 08:50 Nikita: So, other than measuring seniority from the employee's start date, are there any other times an organization would start counting? Nigel: Absolutely. Some organizations like to know how long somebody has been in a particular role. For example, an employee may have been at the company for 25 years (so that would be one continuous seniority period), and within that time they may have moved jobs two or three times, therefore, additional periods of seniority would be measured for each role performed. 09:17 Nigel: In addition to that, some organizations recognize previous service as part of the employee's seniority. For example, let's say the employee has recently joined the organization. You would think that their seniority would be quite low, but they also served 10 years with the organization previously, which is also being taken into account. Now the impact could be that their entitlements, bonuses, and so on are set at the level of a 10-year employee, instead of an employee who has literally just joined the organization. 09:44 Lois: So, bridging their service to include previous employment there. That makes sense. OK, I'd like to explore one of the other processes you mentioned a little further – Employee Separation to Workforce Analysis. In particular, the Workforce Analysis part. Can you tell us what this is and why it's so important? Nigel: For an organization to be effective, we need to protect its operational capabilities. This can come in many forms, including equipment maintenance, fire and emergency procedures, and also staffing levels. No point having equipment if there's nobody to operate it, right? 10:19 Nigel: So, workforce analysis is a process that will allow the organization to establish the optimal numbers to run each part of the business effectively and efficiently. It also goes some way to work out how the organization should be structured so that they can deploy employees for optimal productivity. The reason why this process is associated with Employee Separation, is to allow for the analysis of “why” people are leaving. Of course, there will be a certain amount of attrition based on reasons like retirement and redundancies, which, in the main, can be predicted, but what about the ad hoc leavers? It's a good idea to identify why they are leaving as it may highlight certain flaws in the organization, its processes, or even its management structure, which can be addressed and hopefully, plugged. A lot of organizations achieve this by conducting exit interviews as part of the employee's off-boarding process. 11:08 Nigel: This process can also be closely linked to the Absence processes so that we can monitor why people are absent. Now, I'm not talking about absences due to entitlement, such as vacation, or absences that can't be predicted, such as jury service or bereavement. I'm mostly referring to absences due to sickness. Again, it's not always possible to predict these, but it's possible to spot trends, and cater to these accordingly. For instance, most people tend to catch a cold and flu during the winter months. Therefore, if this is the case with your organization, steps can be taken to ensure the company remains operational, which may involve being prepared to hire temporary staff. It is also possible to see from the data, how the virus is spreading across the organization and to put measures in place, such as the provision of hand sanitizer. 11:52 Nikita: On the face of it, it sounds like there are a ton of tasks that need to be performed just to keep an employee's record up to date. Surely this is not all done by one person. Nigel: I guess that would depend on the size of the organization and the complexity of the processes they adopt, but generally, there are three main roles that play their part in the Employee Life Cycle. First and foremost, we have the HR Specialist. This person is an expert who has the skills, knowledge, and experience to maintain employee records and ensure that all necessary processes are launched, monitored, and run as smoothly as possible. They are the intermediary between the employee and the business, and ensure everybody is happy. 12:29 Lois: So they're a generalist who does everything? Nigel: There are some processes that require a little more specialized knowledge and skills, so it is not uncommon to have specific HR Specialists looking after specific parts of the employee record. A classic example of this is the Payroll Administrator whose knowledge of payroll is very specialized. 12:48 Nigel: Then there's the employee's Line Manager. Over the last couple of decades, line managers have increasingly become more involved with the management and maintenance of employee records. Of course, they would not have the knowledge and years of experience that an HR Specialist would have, but would perform simple tasks such as approving an employee vacation request or interviewing potential employees. Over the years, as more and more people become savvy with technology, we have seen this role become more and more involved, to the point where some of the HR tasks are now the responsibility of the line manager, such as initiating promotions, transfers, terminations, salary changes, and many more. This frees up a lot of the HR Specialist's time to concentrate on more specialized tasks. 13:31 Nigel: And last but certainly not least, the Employee themselves take some responsibility. At the end of the day, HR mostly centers around employee data. Therefore, very much like the line manager role, the employee increasingly is required to take responsibility for that data. Therefore, it is not uncommon these days for employees to enter and update certain data, such as change of address, addition of emergency contacts, absence requests and withdrawals, and many more tasks, which, again, frees up the HR Specialist's time for more complex tasks. 14:00 Lois: Like I inferred at the beginning, there's certainly a lot more to this life cycle than it appears on the surface. We just show up to do our work, but there's a lot happening behind the scenes to track and manage our employment. We're not even aware of this sometimes. Nigel: Exactly, Lois. 14:16 Nikita: Thank you, Nigel, for your insights into the Employee Life Cycle. To learn more about HCM business processes, visit mylearn.oracle.com. Lois: Yes, and you should definitely consider catching up on the previous episodes of this season so you'll get the full picture of the business processes for HCM. And don't forget to join us again next week, where we will be introducing the Reward Life Cycle. So much good stuff. Until then, this is Lois Houston… Nikita: And Nikita Abraham, signing off! 14:45 That's all for this episode of the Oracle University Podcast. If you enjoyed listening, please click Subscribe to get all the latest episodes. We'd also love it if you would take a moment to rate and review us on your podcast app. See you again on the next episode of the Oracle University Podcast.
How your employees are hired and onboarded into the organization can determine how well you are able to attract—and more importantly—retain top talent. Listen to Lois Houston and Nikita Abraham, along with Cloud Delivery Lead Nigel Wiltshire, as they deep dive into the first life cycle, the Applicant Life Cycle, within Oracle HCM business processes. They discuss how you can leverage the life cycle to optimize your recruitment and onboarding initiatives. Oracle MyLearn: https://mylearn.oracle.com/ Oracle University Learning Community: https://education.oracle.com/ou-community LinkedIn: https://www.linkedin.com/showcase/oracle-university/ Twitter: https://twitter.com/Oracle_Edu Special thanks to Arijit Ghosh, David Wright, Kris-Ann Nansen, Radhika Banka, and the OU Studio Team for helping us create this episode. -------------------------------------------------------- Episode Transcript: 00:00 Welcome to the Oracle University Podcast, the first stop on your cloud journey. During this series of informative podcasts, we'll bring you foundational training on the most popular Oracle technologies. Let's get started. 00:26 Nikita: Hello and welcome to the Oracle University Podcast. I'm Nikita Abraham, Principal Technical Editor with Oracle University, and with me is Lois Houston, Director of Product Innovation and Go to Market Programs. Lois: Hi there! In our last episode, we were introduced to Human Capital Management business processes by our HCM guru and Cloud Delivery Lead Nigel Wiltshire. That was a great overall introduction and you should give it a listen if you're new to HCM. Nigel's back with us today to talk about the first of the HCM business process life cycles – the Applicant Life Cycle. 01:01 Nikita: Hi Nigel, thanks for joining us today. So first of all, what is the Applicant Life Cycle? Nigel: Hi Niki, Hi Lois. It's great to be back. Thank you for having me. The Applicant Life Cycle is the initial part of the HCM business processes. In a nutshell, it's all about identifying vacancies within an organization and taking appropriate steps to fill those vacancies. Lois: That sounds simple enough! So, how many processes make up this life cycle? 01:27 Nigel: Unlike the three other life cycles that we will be discussing in upcoming episodes, there is just one business process in the Applicant Life Cycle. But within this process, there are many activities. Lois: So one process, but lots going on. OK. Nigel: Right. The business process is called “Recruit to Onboard” and covers the whole process from when the vacancy is identified to the onboarding of the successful candidate to the business. Nikita: And what are the activities within this process, Nigel? 01:52 Nigel: Within Recruit to Onboard, there are six main activities. The first is called “Determine Workforce Need.” Lois: So identifying the need to recruit new employees… Nigel: That's right, and this can be as a result of existing employee terminations, or it could stem from a workforce planning exercise, which resulted in the need for additional staff based on company growth and change of operations. Next we have “Drive Candidate Engagement.” This activity is where the whole recruitment campaign really starts. It includes the creation of the Job Requisition, where we add all the necessary details to attract the candidate and encourage them to apply to the position. Of course, you want to also attract the best candidates, and so creating an engaging Career Page on your company's website is paramount, making it easy to search for and apply for the relevant job. 02:38 Nigel: The third activity is called “Manage Sourcing” and this is all about making the job requisitions visible to candidates, through various medium. I already alluded to one of them as the organization's own career web pages, something we call the Career Site. Again, configuring that to be vibrant and easy to navigate is key to the success of that medium. Then we have Job Boards, where you can post your vacancy on external job boards for potential candidates to see. This takes all the work of creating a user interface away from the organization, but on the flip side, you have no influence on how the posting looks. 03:12 Lois: That would be places like LinkedIn and Indeed, right? Nigel: That's exactly right, Lois. There are also Recruitment Agencies, whose job is to take your requisition and search for suitable candidates on your behalf. This is often quicker, as they will have potential employees on their books already that they would refer. Finally, there is the concept called “Social Sourcing.” For this, you would create a campaign that can include a specific audience, which would help you source candidates for the job. 03:38 Nikita: I'm not really sure I get you, Nigel. Could you give us an example of this, please? Nigel: Sure, Niki. Let's say that you have an opening in Sales. If you create a campaign and include all of the sales team as the audience, they will use their own networks to seek out and refer candidates. This option works extremely well if you have a recruitment bonus scheme, where the referrer gets cold hard cash for recommending an applicant, who subsequently gets taken onboard. Nikita: OK, yeah, I get it now. 04:04 Nigel: The next activity in the Recruit to Onboard process is “Intelligent Screening.” Recruiters are usually very experienced and very often able to skim read a resume to ascertain whether an applicant is suitable for the position they applied for. However, this is not infallible and is, therefore, only one method of screening candidates. Before the recruiter takes a look at the resume, it's possible in most applicant tracking systems to set pre-screening questions. 04:29 Lois: And these questions are all regarding that particular job role? Nigel: Some of the questions would be tied to suitability for the job and would be assessing categories such as their abilities, certifications, and experiences. Other questions would be knock-out or disqualification questions, which concentrate more on the applicant's suitability to work, and would include questions around such topics as age, criminal records, and visas. Those candidates that pass the pre-screening questions and subsequent recruiter review would typically go on to be reviewed by the Hiring Manager with a combination of resume review and telephone/face-to-face interview. 05:06 Nigel: Next, we have “Select Candidate and Generate Offer.” So, between the Hiring Manager and Recruiter, each candidate would be pushed through the hiring process, where they would be screened, interviewed, checked for background, and so on. There will, of course, be many candidates that do not pass certain phases of the process and are rejected, in the same way that there will be some candidates who have second thoughts and withdraw their application. However, what the recruiting team is aiming for is to get to the point where they can make an offer to the most suitable candidate and once accepted, the final part of the process kicks in. This final process being “Onboard New Hires.” What we are aiming to achieve here is a smooth transition from applicant to employee. As a rule, there are tasks that need to be performed by many stakeholders to get the new employee up and running. These fall into three main time frames: pre-boarding tasks, day of hire tasks, and post-boarding tasks. 06:03 Working towards an Oracle Certification this year? Grab all the help you can get. Attend a cert prep live event in the Oracle University Learning Community. And once you're certified, don't forget to visit our exclusive forum for Oracle-certified learners. If you are already an Oracle MyLearn user, go to MyLearn to join the community. You will need to log in first. If you have not yet accessed Oracle MyLearn, visit mylearn.oracle.com and create an account to get started. 06:34 Nikita: Welcome back. Nigel, you were telling us about the three categories of tasks – pre-boarding, day of hire, and post boarding. Can you tell us a bit more about each of them? Nigel: Sure, Niki. “Pre-boarding tasks,” as the name implies, are those that can be, or need to be performed before the employee's first day. These are performed by many different people and can range from a request for more information from the employee, such as Bank Account details, to sending the employee a link to view the company's policies and procedures (although this could be something that the employee does on their first day). It could also be a request to IT so that they can provision user accounts and email addresses, or to Facilities to make sure that the employee has a desk and chair to sit at when they get here, or to the Security team to create an identification badge and/or an access card. 07:24 Nigel: Now, the “Day of Hire tasks” are those that are typically performed by the Employee and Line Manager. For example, the employee may have to collect their ID card from security. They may need to attend orientation training and meet the rest of the team. The manager would be overseeing all of that, and guiding and mentoring the employee through their first, usually nervous, day. “‘Post-Boarding tasks” are simply those that guide the employee through their first weeks, until they get comfortable. This may be topped off with an informal meeting between the employee and their line manager, just as a check-in to make sure they are both doing what they need to do in order to onboard the employee. 07:59 Lois: I think I have an idea, but Nigel, can you tell me why the “Recruit to Onboard” process and all its associated activities are so important? Nigel: Well, I guess it's like anything in life. If you don't have a solid plan of action, then all you can hope for is that everything works out smoothly. But by adopting this kind of process, you are giving yourself every possible opportunity to execute your goal, which is to fill the vacancy, with almost military precision. You already know what it is you need, so why would you not look for the most efficient way to achieve it? 08:29 Nigel: In addition, the nature of recruiting often means you have hundreds of candidates applying for a job, and they are not all going to do that at the same time. As a consequence, you may not be able to run them through the hiring process at roughly the same time and speed. Therefore, you end up with some candidates that are at the Review phase, some at Interview, some at Background Checks, and maybe a couple at the Offer phase. This, as you can imagine, makes it very difficult to track who's who and what's what. Therefore, if you don't have a defined strategy, you end up losing track of what's been done and what needs to happen, resulting in a massive headache and you looking like you don't know what you are doing. 09:04 Lois: The two main job roles here are the Hiring Manager and Recruiter, right? So, typically, how is the workload split between the two of them? Nigel: Of course, this varies from company to company, but in general, the rule is that the Hiring Manager kicks off the whole process by registering that there is a need to fill a vacancy. The Recruiter, who actually performs most of the day-to-day management of the recruiting campaign, ensures that the opening is posted to the appropriate medium, and then manages the candidates through the hiring process. 09:34 Nigel: Now along the way, although probably 90% of the work is done by the Recruiter, the Hiring Manager does get involved when needed. This is often in the form of Approvals and Interviews, and as a general figure head in case any decision needs to be made. What you have to understand is that the Hiring Manager is usually the Line Manager for the role being advertised. 09:53 Lois: So, they'll know the job to be filled and who they're looking for in terms of experience and abilities. Nigel: Yes, exactly Lois. The Recruiter, who is not usually directly related to the department with the vacancy, may not know the job, but will have the skills and experience to find the right candidates and, typically, has multiple vacancies to fill from many parts of the business. So, in essence, it's a symbiotic relationship between the Recruiter and the Hiring Manager, and together they strive to fill the vacancy as quickly as possible, with the best candidate that applies. 10:23 Lois: And then, that wraps up this process, I guess? Nigel: Yes, from here the employee is onboarded and becomes part of the Employee Life Cycle. Lois: And we're going to talk about that next week, right? Nigel: Indeed. I'm looking forward to it. Nikita: Thank you so much, Nigel. This has been most informative. Nigel: Thanks for having me. 10:40 Lois: That brings us to the end of this episode. We hope you can take away some useful snippets of information. To learn more about HCM business processes, visit mylearn.oracle.com. And tune in again next week when we'll be talking about the second of the HCM life cycles – The Employee Life Cycle. Until then, this is Lois Houston… Nikita: And Nikita Abraham, signing off! 11:03 That's all for this episode of the Oracle University Podcast. If you enjoyed listening, please click Subscribe to get all the latest episodes. We'd also love it if you would take a moment to rate and review us on your podcast app. See you again on the next episode of the Oracle University Podcast.
Human Resources Management is an important function in every organization. Without it, companies would not be able to effectively recruit and retain employees or maintain a healthy, accepting workplace. In this episode, Lois Houston and Nikita Abraham, together with Cloud Delivery Lead Nigel Wiltshire, explore how employee management has evolved over time, the key functions within a Human Resources department, and the major players involved. They also look at the end-to-end business processes that are enabled by the Oracle HCM Cloud suite. Oracle MyLearn: https://mylearn.oracle.com/ Oracle University Learning Community: https://education.oracle.com/ou-community LinkedIn: https://www.linkedin.com/showcase/oracle-university/ Twitter: https://twitter.com/Oracle_Edu Special thanks to Arijit Ghosh, David Wright, Kris-Ann Nansen, Radhika Banka, and the OU Studio Team for helping us create this episode. -------------------------------------------------------- Episode Transcript: 00:00 Welcome to the Oracle University Podcast, the first stop on your cloud journey. During this series of informative podcasts, we'll bring you foundational training on the most popular Oracle technologies. Let's get started. 00:26 Lois: Welcome to the Oracle University Podcast. I'm Lois Houston, Director of Product Innovation and Go to Market Programs with Oracle University, and with me is Nikita Abraham, Principal Technical Editor. Nikita: Hi everyone! Last week, we were joined by Bill Lawson, who gave us a wonderful overview of Oracle's business process training. And today, we have another special guest, Nigel Wiltshire, who is one of our Senior Principal Instructors and Cloud Delivery Leads. We're so lucky that Nigel has agreed to join us for a few episodes this season to tell us all about HCM business processes. Lois: Hey Nigel, we're so happy to have you join us. 01:02 Nigel: Hi Lois. Hi Niki. Lois: I believe that today we're going to discuss HCM as a concept and the typical processes that form the framework for a robust Human Resources operation. Let's begin with the basics. For those that are not familiar with the acronym, what does HCM stand for? 01:19 Nigel: That's probably going to be the easiest question to answer, Lois. HCM is “Human Capital Management.” The management of employees has been through many iterations and labels over the years. And back in the 1960s, 70s, and early 80s, the term “Personnel” was generally in use. Come the mid to late 1980s, this changed to the term “Human Resources,” which (rightly or wrongly) is interchangeably referred to as “Human Capital Management.” 01:47 Nikita: But why did the name change, Nigel? Nigel: In the days of “Personnel,” there wasn't really any emphasis on managing and nurturing employees. It mostly centred around the simple task of recording the data necessary for the organization to operate. The thought process and the general concept of employee management has gradually changed for the better over the decades, and now goes beyond just a simple record keeping exercise. The “Personnel” regime tended to be reactionary, with actions only being taken when the situation necessitated it, whereas “Human Capital Management” focuses on proactive management, and by analyzing data, it's possible to anticipate the need for action and even revise processes. 02:27 Nigel: Although the word “Personnel” describes a workforce quite adequately, accepting the “Human” and the “Resources” banners shows an acknowledgment of the humanity and value of a group of employees. Lois: OK. So you said the terms “Human Resources” and “Human Capital Management” are used interchangeably. Are there any differences at all to distinguish between the two? 02:49 Nigel: Human Resources Management primarily focuses on core administrative HR functions such as maintaining employee records and administering processes such as compensation, benefits, and recruiting. Human Capital Management is a broader term that includes the same Human Resources Management functions, as well as strategic functions such as analytics, planning, and performance management. Despite this distinction, most of us are a tad lazy and just lump everything under the same term. Some use Human Resources, some use Human Capital Management, some alternate between the two. 03:23 Nikita: Nigel, why do organizations need to manage their Human Capital? Nigel: Human Resources Management is a very important function in every organization. Without it, companies would not be able to effectively recruit and retain employees, improve, and enhance the organization, and they wouldn't be able to maintain a healthy, accepting workplace culture and environment. Human Resources Management is so important to organizations that many call this function the heart and soul of the business. 03:51 Nigel: With a major shift from just focusing on the organization's needs, to the needs and welfare of the employee, you end up with a happier and more productive employee. Many people are motivated by monetary awards, so a fair compensation package is paramount to the recruitment and retention of these employees. Others, whilst unlikely to work for free, are focused more on their contribution to the business and are interested in career development and progression. Therefore, a robust performance management and clear career path should be developed. Whether an employee approaches their career from a monetary or a job satisfaction point of view, it's all about “worth,” and an employee whose worth is satisfied is a happy employee and, therefore, more productive. So, organizations should be able to recognize that people are motivated by different things and have systems and processes in place to facilitate this, essentially bringing the best out of each employee. 04:46 Lois: That's really interesting, Nigel. So, what are the key functions within a Human Resources department? Nigel: Human Resources is a broad subject and as such covers many functional areas. First and foremost is Talent Management. This is the recruitment aspect of the business. Efficient processes here ensure that vacancies are filled as efficiently as possible, by the best applicant identified for the job. The next is Benefits. For those employees that are motivated by cold hard cash, a robust benefits package ensures that employee retention is maintained at a high level, and that rates of attrition are minimized. This could be in the form of medical and/or dental insurance, Savings and Pension schemes, and even simple pleasures of life such as discount vouchers, a subsidized canteen, company-sponsored activities, Pizza Fridays, and last but definitely not least… free coffee on tap. 05:39 Nigel: Next, we have Absence Management, Time and Labor, and Payroll. These provide an efficient way to document the work performed by employees, and as a result the employee is paid what they are owed in a timely manner. It also encompasses the recording of time such as Vacation, Sickness, Maternity, Jury Service… to name just a few. Some of this time may result in the need to adjust the payments made to an employee, which is why it is included in this grouping. We also have Compensation and Rewards. I guess this is the more serious side of the money. Every employee wants to be paid what they are worth, for the job they do and contributions they make. The most basic way to compensate an employee, of course, is their regular salary. However, there are many other rewards and incentives that an organization can offer, such as bonuses, premium pay for working overtime or on a public holiday. Some rewards are based on the job that somebody does, such as Commission, which is a reward typically offered to employees in a Sales role, as an incentive to close deals. 06:43 The Oracle University Learning Community is a great place for you to collaborate and learn with experts, peers, and practitioners. Grow your skills, inspire innovation, and celebrate your successes. The more you participate, the more recognition you can earn. All of your activities, from liking a post to answering questions and sharing with others, will help you earn badges and ranks and be recognized within the community. If you are already an Oracle MyLearn user, go to MyLearn to join the community. You will need to log in first. If you have not yet accessed Oracle MyLearn, visit mylearn.oracle.com and create an account to get started. 07:24 Nikita: Welcome back. Nigel, you were telling us about all the functional areas within Human Resources… Nigel: As I was saying earlier, some employees are more motivated by job satisfaction and career progression, and the next two areas of HR speak more to them. The first is Performance Management. This is where the organization manages the employee's goals and performance reviews. A healthy and achievable set of goals focuses the employee into doing what they need to do to “get the job done” and to be evaluated on that work. And the second is Learning and Development. In order to progress in their current job, future career aspirations, and also personally, an organization needs to have a mechanism for employees to develop and grow, and to be nurtured in order to not only bring the best out of them, but also to ensure interest in being employed by the business is retained. 08:13 Lois: Yep, we all want that… Nigel: Exactly. And finally, we have Human Resources Planning. In order for larger organizations to thrive, a robust resourcing plan is required. This is generally split into two parts. The first of which is to make sure that each part of the business is resourced according to the workloads. For example, in the retail, manufacturing, and care hospitality industries, workloads are based on “shifts,” so it is incumbent on the management team to ensure that each shift is staffed adequately, by planning ahead as well as reacting to the odd curve ball when an employee cannot work due to unpredictable circumstances, like sickness. 08:52 The second part of this function lies with the prediction of possible staff movement and ensures that each part of the business can maintain operational. In some parts of the organization, it may not be imperative for you to be proactive, but in others, this will be the case. We can address this in many ways. The main ones include fostering relationships with employees, which will encourage them to not seek employment elsewhere, and to create Succession Plans or Talent Pools, which will ensure that other employees are nurtured and developed to such an extent that they are able to step up and progress to a vacant position if the need arises. 09:27 Nikita: Wow, you're right, Nigel. There are actually quite a lot of functional areas within HR. I'm guessing all this is not performed by the same person, right? So, who are the key players here? Nigel: You are most definitely right there, Niki. This would be way too much for one person. However, that does depend on several factors, such as the size of the organization, the complexity of the processes developed, and the knowledge and experience of the people performing the duties. For example, in a small business, the number of employees to manage would be minimal and the processes put into place might also be minimal, which might be down to the fact that some processes and record keeping is outsourced to reduce the HR department's wage bill. It could also be that the person employed to run the HR department is deliberately selected because they have experience with a wide range of functions. 10:16 Nigel: That said, it is more typical, especially for larger organizations, to have lots of employees working in the HR department, and the work they do is based on their area of expertise. For instance, managing Payrolls is a very specialist subject and as such it's not unusual to see that as a separate “sub department” within HR. Of course, not all the work has to be undertaken from within the HR department itself. For the last 25 to 30 years, there's been a shift towards Self Service. This means that some of the onus to enter and maintain data is placed firmly with the employee themselves. For instance, if an employee moves house or changes their phone number, it's up to them to update that information in the system. If they wish to take a vacation, again it is up to them to enter and submit the request for consideration. 11:04 Nikita: Ya, that's what we do… Nigel: Yeah right. And there's the employee's Line Manager whose job, from an HR point of view, is to ensure that the employee is keeping the relevant information up-to-date, and to respond to requests made by the employee, such as the previously mentioned vacation requests. In some organizations, it's even the responsibility of the employee's Line Manager to initiate data changes for things like Promotions, Salary Increases, Bonus Awards, and some general Assignment changes, such as working hours. So, we talked about the HR Specialists, the employees, and their line managers. The last group to play their part is the senior managers and directors. Some of them will be involved in overseeing the day-to-day operations within the HR function, such as the HR Manager, Payroll Manager, Compensation Manager, etc, whilst the most senior will have their influence centred around the more strategic side of the house... the planning, the budgeting, the head counts, etc. and often form the buffer between the HR department and the Executive team. 12:04 Lois: So Nigel, let's get down to the nuts and bolts of the HCM business processes. You spoke about all the functional areas that make up HCM, but is there a way to group these functional areas and the processes they encompass? Nigel: Absolutely, Lois. Within HCM, there are four main life cycles… Applicant, Employee, Rewards, and Talent. We're going to be talking about each of these in a lot more detail in our upcoming episodes, but to whet your appetite, let me give you a brief synopsis of those life cycles, the processes they include, and how they interact with each other. 12:38 Nigel: So let us start with the Applicant Life Cycle. As you can imagine, this is the start of the whole HCM process. We need to identify vacancies within the organization, and subsequently seek out suitable applicants to fill those gaps. There's a single process within the Applicant Life Cycle that we call “Recruit to Onboard,” which essentially is the whole recruitment campaign, right up to passing them over to HR so they can be converted from an applicant to an employee. At that point, the Employee Life Cycle kicks in. Each employee needs to be managed throughout their time with the organization, which may include Promotions, Transfers, basic assignment changes such as Line Manager Change, or Grade, to name just a couple. We call this the “Hire to Retire” processes. 13:23 However, it doesn't stop there. The processes also include the need to manage absences and the subsequent return to work, which we call “Absence Planning to Productivity” and even the employee's termination with the business should they wish to move on, called “Employee Separation to Workforce Analysis.” This leads us directly to the Rewards Life Cycle. 13:42 Lois: And everybody loves rewards! Nigel: Haha! There are four business processes included with this one. The first of which is “Benefits to Payroll,” which takes you through the mechanics of setting up benefit programs, which pass through to payroll, so that appropriate deductions can be made for the employee contributions. Then they have “Time Collection to Payroll.” This is where the employee records their worked time through various mediums such as Time Cards, Card Readers, Biometric Scanners, Web Clocks, and so on, which again are passed to payroll for processing and payment. We can't forget the “Payroll to Payment” process, as this is the main one that works out the net pay that each employee should receive. Now, as we have already alluded to, the information for this comes from many sources, including Benefits, Compensation, and of course Payroll directly. 14:30 Nigel: The final process in this life cycle is “Reward Planning to Targeted Compensation.” I just mentioned that the information for payroll processing can come from many different sources, right? One of those is Compensation, but there is a whole set of activities that constitutes Compensation. We have to consider the employee's base salary, we have to consider whether there are any ad hoc rewards that an employee can receive, and we also need to consider if there is a mechanism for managers to use a spreadsheet to award such compensation as Merit Increases and Bonuses, including the need to set budgets and awards based on models; for example, a percentage increase based on the employee's performance review score. The final life cycle is Talent. This encompasses all aspects of developing and assessing employees and includes processes for “Goal Setting to Performance,” “Talent Review to Succession,” “Career Planning to Development,” and “Employee Insight to Work Life Balance.” 15:26 Nikita: Thank you, Nigel, for taking the time to give us these insights into the world of Human Capital Management. We're really looking forward to you taking us through all the different HCM life cycles. To learn more about HCM business processes, visit mylearn.oracle.com. Lois: So, next week, you'll be back with us to dive into the Applicant Life Cycle, which is the first HCM life cycle. Until then, this is Lois Houston… Nikita: And Nikita Abraham, signing off! 15:52 That's all for this episode of the Oracle University Podcast. If you enjoyed listening, please click Subscribe to get all the latest episodes. We'd also love it if you would take a moment to rate and review us on your podcast app. See you again on the next episode of the Oracle University Podcast.
“Do it because you care. Find out who you are, where you can be most useful, and how you want to go about it, but only do it if you care.”Mentorship can truly change people's careers and lives. We're big believers in the power of mentorship, it's why we started this podcast! In this brand new feature series, we'll take a deep dive into the different forms and shapes of mentorship and answer some of your most common questions, e.g. How do you approach a mentor? How do you manage the day to day? When do you know it's time to part ways? And to change things up even more this series, we're also not just have one but two hosts. For the first time ever, James, JBM Founder and resident 40 Minute Mentor host, will be joined by our Head of Marketing and Podcast Producer, Hannah Urbanek. In our first episode, we're joined by Varun Vassanth and his mentor, former 40 Minute Mentor and Founder of Patch, Freddie Fforde. We dig deep into their mentorship relationship and uncover: ➡️ Naturally falling into the mentor-mentee relationship [03:54] ➡️ The impact of an informal approach to mentorship [06:12] ➡️ What mentorship can mean to different people [09:09]➡️ Crafting a virtual board of stellar advisors [12:35] ➡️ Separating mentorship from management and respecting boundaries [14:55] ➡️ Building mutual respect for effective mentorship [17:52] ➡️ Instilling mentorship to drive your company culture [21:50] ➡️ Parting ways [28:53] ➡️ The do's and don'ts of mentorship [31:40] ➡️ Being selective about the advice you're giving as a mentor [36:06] ⛳ Helpful links:➡️ Connect with Freddie: https://www.linkedin.com/in/freddiefforde/➡️ Connect with Varun: https://www.linkedin.com/in/varunvassanth/➡️ More about Patch: https://www.patch.work/➡️ Check out Freddie's previous episode: https://jbmc.co.uk/insights/40-minute-mentor/feature-series-freddie-fforde/ ⭐Enjoyed this episode?⭐️Keep up to date with all our latest episodes, by hitting the subscribe button on your favourite podcast platform. And for any feedback on what you enjoy the most and ideas on what we can do to make 40 Minute Mentor even better, please leave us a review on https://ratethispodcast.com/40mm
I am going to preface every episode by saying Baby Brain is real. Having recently given birth I can confirm and agree that now experiencing Baby Brain first hand that it is defined as ….'a state of impaired memory, concentration, or mental agility supposedly experienced by women during pregnancy or after giving birth. The condition of forgetting things and not being able to think clearly that pregnant women or women who have given birth are often said to experience: Baby Brain makes you feel so silly when you forget the most basic things.'Curtis James Jackson III, known professionally as 50 Cent, is a renowned rapper and entrepreneur who has successfully transitioned from the music industry to becoming a prominent business figure. His journey from a rapper to a multifaceted businessman has been widely acknowledged and serves as an inspiring example of leveraging personal branding, business acumen, and strategic investments for long-term success.One of the people I look up too, admire and respect is 50 Cent. After reading his book ‘Hustle Harder, Hustle Smarter' - I completely understood how he operates in business and his career. I developed a respect for him because of his transparency understanding of his self worth, honesty about his mistakes and how he started life that explain why and where he is now.Notably 50 Cent is the mastermind behind:GhostPowerBook IPowerBook IIBMFRaising KananFor LifeHis creative differences with TV Network Starz saw 50 Cent recognise his worth and unwilling to compromise on his creative direction of his show he reached his walk away point. In this episode I also share an anonymous dilemma/ life lesson regarding financial abuse.Email me: hello@toyatalks.comTikTok: toya_washington Twitter: @toya_w (#ToyaTalksPodcast) Snapchat: @toyawashington Instagram: @toya_washington & @toya_talks www.toyatalks.comhttps://toyatalks.com/
Bio When Primo was young he wanted to be a Film Director. Today he directs his own business – helping individuals and teams be more effective through the power of coaching and Insights Discovery. With 30 years' experience in corporates such as IBM, GE, T-Mobile & BP, Primo has made the transition from IT Project & Programme Management to Learning and Development. He has always used his core values of Empathy, Trust & Honesty to build deep relationships with others and support them in achieving their career potential. He has a wealth of experience developing others, both as a Line Manager to global teams and in designing and delivering a global Leadership Development Programme. Now he can use this experience to support individuals and teams in their journeys using Coaching and the Insights Discovery tool. LinkedIn - Primo Masella | LinkedIn Interview Highlights Project work – 04:15 How leadership sets the tone – 08:00 Insights Discovery – 13:26 Recruitments styles – 27:08 What makes a good leader? – 32:15 Books · The Development of Personality by Carl G. Jung https://www.amazon.co.uk/Development-Personality-Collected-Works-C-G/dp/0415071747 · The Archetypes and the Collective Unconscious by Carl G. Jung https://www.amazon.co.uk/Archetypes-Collective-Unconscious/dp/B08RF2RGSM · The Psychology of C G Jung The Psychology of C G Jung Rev: 1973 Edition: Amazon.co.uk: Jacobi, Irving G.: 9780300016741: Books · The 7 Habits of Highly Effective People by Stephen R. Covey https://www.amazon.co.uk/Habits-Highly-Effective-People-Anniversary/dp/1471195201/ · No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings and Erin Meyer https://www.amazon.co.uk/No-Rules-Netflix-Culture-Reinvention/dp/0753553651 · The Inside Out Revolution by Michael Neill https://www.amazon.co.uk/Inside-Out-Revolution-Thing-Change-Forever/dp/1781800790 Episode Transcript Guest Intro (Ula Ojiaku) Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku So I have with me Primo Masella as my guest of the Agile Innovation Leaders podcast. Primo, thank you so much for making the time for this conversation. Primo Masella My absolute pleasure, Ula. Lovely to see you again. Ula Ojiaku Great. I've been looking forward to having this conversation. Can you tell us about yourself, Primo? Primo Masella Gosh, there's a question to start with. So I'm the youngest of five siblings. My parents were both Italian, but I was born here in the UK, and grew up in the Midlands, in the UK, in Coventry. And then, for most of my career, I worked in IT actually, so I was an IT Project and Program Manager for a long time. And then I moved over into HR and got really interested in developing talent, and especially developing leadership skills and future leaders. And I guess that's how I've ended up where I am. Ula Ojiaku Okay, so growing up, what would you consider were the significant happenings, the choices that put you on the path you are on right now, career wise? Primo Masella Yeah. So I liked things at school, but I also really liked both arts and sciences. So I kind of always felt like I was that person who could bridge that gap between two things. So, you know, I loved English at school and at the same time I loved physics, which I think is kind of unusual. People tend to go one way or the other, don't they? And so then when I did a degree, it was an Applied Sciences degree where I could choose lots of different modules of things, and so it was at that point that I kind of got into IT really, because I chose quite a lot of IT elements and I guess early on in my career, again, I was using that skillset of bridging the gap between technology and business. And so I've never done coding for a living, but I've been the guy that could speak to the coders and then translate that for non-coders to understand. Somehow I kind of fell into that quite early on. My first real job, actually, when I moved down to London, I was in quality assurance. So my first ever job was testing software and also proofreading user guides for software, so that was always quite interesting. Ula Ojiaku So what do you do for leisure? What are your interests? Primo Masella So I'm a huge movie fan, so I've been passionate about movies my whole life. If I hadn't ended up where I am today, I would've loved to have been Steven Spielberg. I just, being a director would've been amazing. So I still love movies, anything to do with cinema and film, and in the last few years I've become quite a keen road cyclist as well. So I got myself a bike, which worked out brilliantly during the pandemic because at the time when we were still allowed to go out and exercise once a day during the lockdowns, that was just perfect. That gave me my escape for the day, and it also acts as my kind of way of just getting out and being mindful. So rather than purposely practice mindfulness, I tend to just go out on the bike. So yeah, that's kind of the key thing you'll find me doing when I'm not doing this. Ula Ojiaku Okay. So what do you do now? Primo Masella So I wonder if before I come onto that, I just give you a couple of key things which led me to do what I'm doing now I think. So back in the day when I was in IT and an IT Project and Program Manager, the thing that I really loved about project work was the variety and the fact that we got to work with different stakeholders all the time. And I think in my experience, there are broadly two types of Project Manager – there's the kind who's really good at managing a schedule and keeping on top of a plan and a risk log and an issue log and really executing a plan - that wasn't me. I'm the other type that's really good at working with stakeholders, defining the scope, making sure that the business case is sound and what the customer wants. And so the piece that I really enjoyed about projects was starting them to be honest, and once the project was underway, I lost interest pretty quickly. And so the first kind of real inflection point for me was when I stopped delivering IT projects and instead, I looked after the pool of Project Managers, I became the resourcing and Line Manager for a group of project professionals, and that was probably the first time where I specifically had people's development at the heart of my job. And whereas previously I'd had people's development kind of tangentially really, when we worked together, when we first met each other, I was doing little training sessions as a kind of an aside really. It was something I really enjoyed doing, but it wasn't part of my job description. So being responsible for a pool, and I was lucky enough that we worked in a model where we had a bit like a consultancy, we had a pool of Project Managers who were then allocated to different project sets, and they all reported to me from a people perspective. And so I could really focus on, how are they developing those skills? Are we giving them the best projects to help them on whatever career path they all wanted? So, I guess that was kind of the first kind of real thing. There might be three things I haven't counted. So the second thing was, I'd kind of mentally checked out of delivery for quite a while then, so I was looking after resourcing, I was focusing on capability development and how do we develop IT professionals? And then I had the opportunity to step back into delivery, to deliver a really large transformation program, and that was a serious inflection point, because I consciously made a decision where I thought I could add value because I think I can bring some people skills, which were lacking at that time in that particular program. And so I stepped in, and that true, that turned out to be a massively significant part of my career. So without going into lots of details and we don't need to name anybody at all, it was a very challenging piece of work and there were lots of things going on, and I was tested to my absolute limits as a Program Leader, as a person, to be honest, it was probably the most stressful part of my entire career. And I went on this kind of emotional rollercoaster and I left that program on my own terms, having taken away one of the key things that I still hold to this day, and that is that leadership sets the tone. So depending on how the leaders shows up, that cascades to everybody else in that program, in that organisation, it reflects in the culture of the group of people that are working together. And I felt like I learned that the hard way. It was a huge lesson for me, you know, to the point where I was considering leaving the industry. I was, in my mind, at the point where I was going to make some really fundamental decisions about what I wanted to do next. So I say that because that, I don't, as I look back, I'm massively grateful for that experience because I think many of us would agree that it's when we're challenged, that we truly learn about ourselves. We learn about what we want and we learn about what we're going to do next. And so that led me then, that helped facilitate a move out of the IT sector and into HR. That was one of the key catalysts of me moving functions. And I'd always been an IT guy, so this was, you know, although, you know, as I said before, not hands on, not a developer, but IT felt like my home, those were the people that I understood and I knew really well. So to move to the dark side of HR, seemed like a really strange thing to do. And I remember being asked at an interview, this seems a bit odd, you know, you are a project guy, why do you want to come and work in HR? And it was absolutely the right thing for me, because I'm all about people, and every job that I've ever done, irrespective of what the job title was, was about how can I help people get the best out of themselves? That's really the bottom line. So that led me then into this path, which I established for a while, which was around developing talent and developing future leaders. I was fortunate enough to be in a position, right place, right time, where I designed and led one of the global development programs in our previous organisation, and that was great, having an 18 month program to deliver and look at future leaders and what they needed to get to the next stage of their careers. And then that brings me, I guess, to the final significant point, which was during that process, I also became an Insights Discovery practitioner, and we can talk about Insights in a moment if you like, but that gave me a tool, that gave me a mechanism that I could get into a conversation with teams about how do you show up within your team? How do you like to work and interact with others? What is it that makes it difficult sometimes to work with people because, you know, people think differently from each other and that's completely normal, but a lot of us go into teams thinking we all think about stuff the same way, so having that exposure to Insights and having the ability to become certified as a practitioner has then led me to, I'm finally getting to answer your question that you asked me a million years ago, a position where I now work for myself. And I use Insights Discovery as one of my core tools, along with other tools and models to help leaders develop themselves and develop their teams. So anything that's in that space of how do we build the best team that we can with this group of people? And a big part of that is coaching and I'm in my process of becoming a certified coach, I would say I've been an informal coach for probably 30 years, so I thought it's probably about time I had the letters to put after my name as well. Ula Ojiaku That's awesome, so what's the name of your business? What sort of service do you offer? Primo Masella So I have my own consultancy. It's called Primo Leadership Development Limited. It's just me, I'm not intending to hire lots of people, and the service offer is really to provide physical, virtual workshops, coaching and other training interventions to help people either establish or develop their teams. So whether it's creating a new team, setting a vision, being clear on, kind of, what are the ways of working of that team, maybe thinking about, you know, how do we look at trust or conflict or emotional intelligence? That's a really hot topic, obviously right now. And then aside that it's the offer of coaching individuals, one to one through their leadership and their career journeys, and we may use Insights Discovery as a tool in some of those offers. So if you wanted just a standalone intervention using Insights Discovery, then I also provide that as a service. Ula Ojiaku Okay, so going onto Insights then, what exactly is Insights Discovery, and what's the, if I may use that word, science behind it? Primo Masella Sure. So Insights Discovery is a personality profiling tool, it's been around for quite a number of years, probably about 30 odd years now I think, based out of the Insights company in Scotland, in the UK. You'll see in my background I've got a set here of these lovely coloured bricks, we use these four core colours to talk about different traits in people's personality. Ula Ojiaku And you're holding up a brick, looks like a set of yellow bricks, I mean, not yellow bricks, a set of Lego bricks, yellow, red, blue and green in the interest of those who are listening only to the audio version. Primo Masella Yeah, they're like bricks, we've said Lego a few times, hopefully we don't have to pay royalties for saying that they're like big Lego bricks kind of made of a strong foam, and they're just a physical reminder of what the model is about. So, when we talk about it, we say, we all have these four core traits and the way that we use them, the way that we are made of them is slightly different for each of us. And so we talk about yellow energy being very collaborative or influencing or visionary, red energy being very directive, more focused on results, blue energy being all about attention to detail and being structured and formal, and green energy all about building trust, strong relationships and having empathy. So, you know, each one of us has got all four of those traits, but it's the way that we combine them and the way that they show up when we work with others. So the way the model works is that you take an online questionnaire, you get a really detailed report about your style of working, and then we can use that report in a workshop environment with you and your team to look at what are the common areas and the differences in people's styles, in the team. So you might have, for example, somebody who's very task focused, who's very good at, you know, working in a kind of project context, working with data, really delivering an objective very effectively, but they may be working with somebody who's very relationship focused and wants to take more time to build relationships, look at kind of a bigger picture of what's going on and seeing how it's impacting people. So there, that's one of axis of the model where, you know, you have individuals in a team who will be on different places on that scale. And so Insights is just a way of providing this common language and using colour is a really easy way to access the language, so people very quickly remember, oh yes, yellow means this, and blue means this. And once we have those four core colours, we then get into various layers. So we go from 4 to 8 to 16. Ultimately you can be in one of 72 positions in the Insights model, so it's a very rich model compared to some others in the marketplace that take you up to 16. So in my experience, people overwhelmingly say they find it useful and they say that they could see themselves in the report that they received back. It's very, very rare that somebody reads their report, just doesn't agree with it. When that does happen, it tends to be there's something else going on for that person, because at the end of the day, it's about understanding ourselves and kind of self-awareness and self-reflection. And the greater the level of self-awareness, we tend to see the, the greater the level of buy into the tool. Ula Ojiaku I have, you know, taken the Insights assessment a couple of times and whilst I've found it very useful, there were some, you know, aspects of the analysis that I said, hmm, I didn't know I was like that, am I really like that? You know, I had those, you know, moments and you know, where I questioned what I was reading. And that brings me to, you know, some people who are of the school of thought that going through these sorts of assessments, you know, brings with it a risk of shoehorning or putting people into boxes and saying, oh, he's a red, you know, therefore we expect you to always be fiery on the, on the point, get abrupt with people. What do you think about that, what's your view on this? Primo Masella Yeah, I think it's a very common misconception of this kind of tool and especially of Insights Discovery. In my experience, all I could tell you is that I see the colours in the real world. When I work with people, I see these colour energies as they are working, and at the end of the day, this kind of thing is not intended to stereotype. So we purposely say things like, we're not going to use the phrase, she's a red, or he's being a complete blue today, for example, that wouldn't be a healthy way to use the language. But what I can say is that when you work with somebody, and you can just test this in the next few hours, just think about whoever you're going to interact with today. If you know them a little bit, if you've interacted with them a few times already, think about, do they tend to focus on the task more or do they tend to focus on people more? People who focus on task may use the phrase ‘I think' a lot more often, they may be more detailed, they may be more urgent in what they're talking about and they have a passion for the thing. People who are more people focused, tend to use the phrase ‘I feel' a lot more often, so we'll hear it in the language that people use, and it's quite subconscious for most of us, and they'll just have a different warmth to them if they have more of that people energy. And so I completely get the idea that it's stereotyping, and especially if people focus on the fact that we start with four colours and people see the four colours and think, well, there's more than four types of people in the world. The intent is that those four sets of traits give us the clue into what makes this person work the way they work, and the model is actually far more sophisticated and much more multi-layered than just four colours. So all I would say is that in my experience, it works. I've interacted with lots and lots of people over the years, I can tell you that I can see the traits described in this model in pretty much everybody I work with. There hasn't been a single person, and I'm pretty happy saying this, there hasn't been a single person that I couldn't say, I wouldn't know where to put them on the model. Ula Ojiaku I would agree it's being more aware of, you know, the colours and the four broad personality traits they represent has helped me with understanding, whilst not stereotyping people or putting them in a box, but understanding, okay, what dimension they're from and how best to adapt myself to, you know, relate better with them. So can you share some, you know, one or two examples of where using this assessment has helped maybe a person or a team to become more aware, because in agile or in even any team at all, the aim is to get teams to become, you know, high performing and when teams understand themselves as individuals and how, you know, they fit in or their skill sets, you know, complement, you know, one another in terms of achieving that common goal, they can move mountains. So have you had any instance where facilitating this sort of assessment and conversation around it has helped? Primo Masella Yeah, yeah, very much so. So if I think about, I've worked before with leaders who, say, lead with the red energy, which is all being focused on delivering results. And they may have somebody on their leadership team who meets with the opposite trait, which is the green energy, which is all about being there for the team and building trust and strong relationships. So I've seen in the past where a leader, for example, was about to send an email to a large group of people, and the person that worked for them who was the opposite trait kind of literally stopped them and got them to redraft parts of the email to just make it a little bit more human. And so that's an example of where those two opposite styles can really complement each other and give you a better outcome, because had the initial senior person just sent the email, it would have landed badly with a number of people, because if you have a different style, you perceive things in slightly different ways. So where somebody might think they're being efficient, it may be perceived by their opposites styles as being arrogant or overbearing. And so that collaboration of opposite styles works really, really effectively. I can think of one particular example, but I've seen that happen lots of, lots of times. There's another kind of, couple of quick ones when we do a physical workshop where we're able to get people in a room and we have a floor mat of the model. So it comes as a kind of circular mat that people can stand on and move around, and that's amazingly powerful because you get the team to physically stand where they would appear on the model. And then you are physically opposite some people in the team and physically next to other people, or slightly adjacent to some other people you work with, and you just see people's eyes come alive as they see each other and, you know, I've had people say out loud, I finally get why that individual behaves that way, and I've always found it really hard to work with them, and now I, understand we just do things differently and that's okay. And part of the premise is we all like to think we're super smart, because we're all pretty smart. Yeah, people are pretty smart, but the challenge is sometimes appreciating that we don't always have to do it our way and just because we thought of it, it doesn't mean it's the best way of doing something, and so somebody else's way that may be different may be just as good. And so a lot of the conversations we have around Insights is to say, you know, nobody's better or worse, it's just different and appreciating the difference can lead you a huge step forward. I'll give you one other quick example, which is I did a one to one conversation with somebody. So one of the powers that we have of something like this tool is that once you have a personal profile, you can use that to continue to work on yourself, develop yourself. And so I did coach somebody at one point, who was having a particular issue with somebody else in her team, and we looked at them both on the team wheel, we looked at where they were different in styles, I gave her some pointers about how she might think about communicating with that individual based on their preferences, and she went away and then we subsequently met again, and literally after years of working together, she found a way of connecting with that person that she'd never found before, and that was just astounding to me, not astounding as in surprising, but I was massively, massively pleased that she'd had that outcome and it improved the level of relationship with that individual. Ula Ojiaku There's something you said about being able to see things from other people's perspective that helps us to empathise and hopefully be able to make any adjustments we need, you know, on our own part. So I'm suspecting that's probably what happened for the lady that you coached, being able to understand where that co-worker was coming from. So if someone wants to build a team, assuming you don't have an existing team, because on one hand you've given us examples, how the Insights framework and assessments could help with getting team members to better understand themselves. Is it possible to use this as a role of deliberately putting together a new team? Primo Masella Yeah, it's a good question, and we get asked this question quite a lot, especially in terms of recruiting people into a team and an organisation. So depending on, so if you work inside a company that has a policy about how they recruit people, typically, certainly in Western corporate organisations, people tend to do something called competency based recruitment. So we recruit people by asking them questions, like, tell me about a time when you… and so we're looking for some experience in their past, which gives us an indicator of how they might perform in the future. So that's typically, for a number of years, that's how a lot of corporate organisations have recruited. So if you are recruiting that style, Insights isn't the best tool to use for recruitment because Insights doesn't tell us about your competency or your level of skill. So if you have a high level of cool blue energy in the model, which indicates attention to detail and structure, and objectivity, that's not the same as saying I'm good at writing a project plan or working with Microsoft Excel because those latter two things are skills that you can learn to do by practicing them more often. So that's kind of the first thing to say, there's a bit of a health warning. And I think the same would apply to many of these kinds of tools. However, assuming you have somebody within your organisation already, that's passed all the necessary kind of entry checks, Insights is a great way of saying how do I assemble a team in order to deliver on a particular set of objectives? So I may have a team that I need to be, you know, really focused and interrogate data and make sure accuracy is really, really key. If that's the case, then I'll look for that cool blue energy in a number of key individuals in the team. You know, conversely, I may have a team where I really need some creative thinking, I need to come up with some wacky ideas, you know, I may work at an industry where that's, you know, really important, my competitive edge, in which case I'll look purposely for people with more sunshine, yellow energy, which is the opposite of that blue. So it can be really helpful, once a team leader is looking at, what is it I need to achieve, it can be a great way of saying who's the best person to allocate to this task or which two or three individuals do I put together so that I get a really nice balance or a really nice mixture of styles to give us an interesting result that maybe we wouldn't have got otherwise. We can think of it like a, it's another lens on diversity and inclusion, so what's the diversity of thought in the team with respect to how they interact task versus people, how kind of more introverted or extroverted people might be. Ula Ojiaku Is it possible to take the tests and then a time passes and you take it again and you come up with different results, and if so, what could be the reasons for that? Primo Masella Yeah, it is possible. We refer to it sometimes as a test - that scares people doesn't it, they feel like there's a pass or a fail. It's an evaluation of your preferences, but it can change over time, so for some people, if you, you know, are adapting as you move along your career, if you're changing the roles you are doing or changing the industry or the country, that may have an effect on how you show up. So yeah, I see people as they go through their careers, they may move around and use different styles. I worked with a leadership team in the past where a lot of the leadership team were high in the red energy, were really focused on delivering outcome. And as individuals in the team became more experienced and more mature in their careers, they actually focused a bit more on others and bringing up others below them in the organisation. And so that red energy came down and the yellow energy came up a bit, which was about engaging and collaborating with others. So there are definitely some people who kind of move around, there are others then like me, who I've stayed pretty much in the same place forever, and anybody hearing this who's ever seen the model before would be no surprise to any of you. I'm very high in earth green energy. I don't think that will ever change. So, spoiler for anybody I'm about to work with I'm, so on, on a scale of a hundred percent for each colour, I'm 99% earth green. So I don't see myself moving very far from that position. Ula Ojiaku That's very interesting. So how, in your experience, because you've worked with leaders extensively. So what makes a good leader? Primo Masella I could take the project management answer and I can say it depends, because that's in any project context, that's always the answer the project manager should give isn't it, but I'm not a project manager anymore, so I'm not allowed to do that. I would say it's somebody who can set the right tone for the organisation to deliver on its objectives. And in setting the right tone, that sounds like a really simple thing to say, doesn't it, but I think those few words are really difficult for some leaders to do. Now some leaders are really naturally just there, they're just on it. Other leaders need to be coached and trained and guided on how to do that in the most effective way, and by setting the tone, it's getting that balance right between how do we deliver safely, in an inclusive way. How do I make sure that each person in my team is engaged, stretched to the right level, but not overstretched? So there's actually quite a lot, I think. To be an exceptional leader is huge actually, and I think there is a mixture of nurture and nature here. I think some people have that innate thing where they understand how other people work. Now, whether you call that emotional intelligence in this context, or whether you say they've got high people skills or they're very self-aware, all of that kind of language is pointing to the same thing. It's having an understanding of what you do. Sorry, how what you do is impacting other people. So I think some individuals have got naturally higher levels of that than others. I think that can be taught up until a point, but I think there's, you know, if you have a natural empathy, I think that will take you a long way as a leader, personally, I'm aware of my own bias though, as well. So my bias is the people lens, that's always been my bias and my focus, which is why I'm very conscious to be clear around, you know, do we understand what we need to deliver, how it aligns with the organisation's objectives? What's the culture I'm working in? There's, you know, there's a framework that has to sit around this. I think being a leader in today's society is a huge ask for anybody. Ula Ojiaku Would you then say that there's a particular, you know, colour or energy type that this ideal leader would be more inclined towards than another? Primo Masella Yeah, again, that's a really great question. The truthful answer is no. And, so the model that I work with comes as a circle, the four colours, core colours, being quadrants of the circle. If there was such a thing as an ideal, you'd be right in the centre, yeah. You'd have easy and natural access to all colours all the time and use them massively appropriately. Since none of us are perfect, that's a bit of a tall ask. It's unfortunate that some people look at these kind of models and say, for example, they look at the red energy and since the red energy is associated with delivering results and efficiency and meeting objectives, there's a perception with some organisations that we need leaders who've got lots of that red energy. And if you've got a command control organisation or you work in a safety critical environment, or are heavily audited, you know, in any of those environments, that red and that blue energy really play their part. And yes, you may find a lot more of the leadership roles are filled by people with those traits. My perspective is that in reality you can lead from anywhere. There's a saying isn't there, you can lead from any chair, you don't have to be sitting at the front of the room to be the leader, or at the head of the table to be the leader. I think the trick is adjusting according to the circumstance, so according to the group of people you are with, or the activity that needs to be done. And actually one of the things I often say when we talk about Insights is that if we think of somebody who's a really strong communicator, they'll use all four colour energies. When they work, when they make a speech, I often think of, I cite President Obama as an example, I'm sure Obama had wonderful speech writers, that helps as well, but if you don't hit all four colours, you're going to lose potentially a quarter of your audience. So when Obama spoke, he would talk about a vision, he would paint a picture of what was going to happen, he would give people enough details that they understood there was some credibility there. He would have a sense of urgency and pace about what he was doing, but he would also be empathetic and engaging with the people at a human level. Now, if you can do that, if you can hit all four of those traits, when you speak to somebody, that for me is the sign of a great communicator. It's also a pretty good indicator of a pretty strong leader, I think. I'm not going to name any names, but I'm sure we could all think of senior political figures, past or present, who certainly don't hit all four of those colour energies when they speak. And some of them are literally rooted in one dimension, and the real danger is, like I say, you're going to lose at least a quarter, half, maybe three quarters of your audience, because you're not speaking to them, that's the danger. Ula Ojiaku So what I'm hearing is there needs to be a balance and as a leader, an effective leader, or the ideal leader would know how to slide, for lack of a better word, you know, from one energy to another. Primo Masella Yeah. So that's not to say that you can't have leaders in different positions who kind of call that out. So it's absolutely fine to have a leader who is more people focused and they're more collaborative and engaging and people know them, that that's their leadership style. Likewise, it's fine to have a leader who's very results focused, and wants the data before they make decisions and move things forward. I think the trick is to kind of be very clear with the team that you are leading - this is how I work, these are my preferences, and be conscious of the fact that you may be missing some things because you have a stronger preference for something else. And then think about how do I use the rest of my team to help fill in those gaps, so that as a team, we bring a unified view to how we're going to deliver this particular activity. Ula Ojiaku So, what I'm hearing is, you know, be aware of where you tend to operate from as a leader, and also understand, you know, that you need the team to complement, you know, the gaps. Primo Masella I think, because otherwise we do get into this thing of setting an expectation that a leader should be able to do everything. That's a tough call, isn't it. Ula Ojiaku What books would you recommend for anyone who wants to learn more about this topic, you know, personalities, leadership teams? Primo Masella Yeah, I've got a couple of recommendations, which aren't necessarily related to what we've spoken about. So the Insights model is based on the work of Carl Jung. So if you read anything of Jung's work, that can be helpful. So this whole concept of how our personalities work, the fact that we each have at least two aspects to our personalities, and we might show up in a slightly different way, depending on who we're working with or where we are. So, I would heartily recommend anything in that space. People ask me about leadership books and I have to be brutally honest and say I'm not a huge reader of leadership books, but I would say the one thing that stuck with me over years and years is Stephen Covey, The 7 Habits of Highly Effective People. And I keep coming back to it because it just works for me. So, you know, you can get these things now as synopses, kind of easy read, quick read things, but yeah, read the whole book. It's one of the few kind of management books that I read and have reread, so maybe that's an indicator. On a slightly different tangent I've just finished reading a book. It's been out for a few years now, but I'm a bit late to the party, about the culture at Netflix and, culture, I find, is really interesting. So I've worked in big corporate organisations where they've had certain cultures. The book is called The No Rules Rules by Reed Hastings, who was one of the co-founders of Netflix. And it's really interesting, especially if, like me, you've, you've worked in huge corporate environments for a long time, because Netflix took an entirely different approach to how they created their organisational culture, and it makes no qualms about the fact that if you are in highly regulated or safety critical, or, you know, if you're building aeroplanes and you don't want people to fall out of the sky, you need certain policies and procedures in place. With a company like Netflix, who are in a creative environment, it's really interesting to read about how they built their company culture, which is the polar opposite from some of the companies I've worked for, really interesting. So just as a read, it's a great read. Then the final thing I'm going to recommend is, and this is slightly off topic. So I'm holding up a book called The Inside Out Revolution by Michael Neill, and this is a based on a principle around consciously thinking about how we think, and a principle that I'm becoming more and more interested in actually, as I get older, which is that everything starts from the way that we think about it. So our mindset governs everything else. So where you may feel like an event happens and I'm sad because that event happens, actually there's growing evidence, and there has been evidence for some years, actually, that how I think about the event dictates really how I feel about it, not the event itself. So Michael Neill's book is a great way into that, but there's loads of other things out there as well. If you, you know, Google ‘mindset' or ‘consciously thinking', you'll see a whole bunch of stuff. So that's something that I find really interesting because that's much more about us taking personal responsibility for how we think about stuff, and being quite intentional rather than be reactive and blame things outside of us for what happens. Ula Ojiaku I like the concept of, you know, being intentional and actually exploring our mindset and why we're thinking or feeling the way we do. So where can the audience find you? How can they get in touch with you if they want to. Primo Masella So, the best place is LinkedIn. So I'm on LinkedIn as Primo Masella, LinkedIn is probably the best place, so you can find me on there, and I'd be very happy to chat to anybody about Insights or connect with anybody who's interested in the same things that we've been talking about today. It's been really interesting, just to share one reflection. So I've been self-employed for just over a year now, so not about long, really, and, and I started this self-employment journey with perhaps a misconception that it would be very competitive and people would be very guarded about sharing anything. I have to say, it's the exact opposite. People have been so gracious with their time. I've made connections that I never thought I would make, and literally everybody that I've been introduced to, or that I've met along the way has just wanted to help. So if you are thinking of going self-employed then, you know, I can heartily recommend it. Ula Ojiaku It kind of goes back to a statement you made earlier. And I said when we're challenged, we learn more about ourselves. So sometimes in the challenges, the going out of the comfort zone, that's where you get the room to grow. Primo Masella Yeah, absolutely. Absolutely. And, you know, in my circumstance, I left the big corporate world. I wasn't expecting to do that, particularly, it wasn't a decision I'd made some years before, I didn't have a plan for this, and so yeah, I kind of felt like I was thrown into it and I thought, well, I'll just see what happens, and it's great. I can't say enough how generous people have been with their time, and that's just reinforced the fact that I think there is still a sense of supporting other people and collaboration and wanting to do good work, you know, across lots of people. Ula Ojiaku So any final words for the audience as we wrap up, this has been a great conversation. Primo Masella I would say just start with yourself. So if you know, if you're having a tough time or it feels like everything's going wrong, or your team's falling apart, just, just kind of start by looking at yourself. I don't mean that in a kind of negative way, but you know, we are the masters of our own destiny and there's always something you can change, and sometimes the most powerful thing you can do is to change how you think about something and that can help you in whatever circumstance you're in. Ula Ojiaku Yes. Those are profound words of wisdom, Primo. And again, it's been a great pleasure having you as my guest on this episode of the Agile Innovation Leaders podcast, so thank you very much. Primo Masella My pleasure, and thank you so much for inviting me. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!
This on the hoof episode was inspired by taking a Wealthy Woman Inspired Action on world book day and hopefully inspire others to take Wealthy Woman Inspired Action I also quote several books I love and highly recommend and the links to grab two of them are below not to mention my FREE 5 step Framework Morning Routine at mywakeuphappy.com Please, please, please do yourself a favour and grab a copy of this book Rich As Fxxk and if you are feeling very indulgent and know your worth why not get The Cashflow Quadrant as well The Fab Over Forty Show is very recent but if you want to receive more insights from me I highly recommend my blog The Law of Attraction Lover that I have been contributing to for over a decade Are you looking for a better way of Living. Are you looking to be a Freedom Empire Builder ? > Read below and see how you can join this movement In the podcast I mention the Cashflow Quadrant. This book opened up to me ways of seeing money that I had never perceived before but once presented, it could not be forgotten. It stated that a business was something with over 100 employees and a premises that you could take time away from and would still run itself and still create an income for you. I got this as I was a sole trader and already started to experience the realities of close the door at the end of the day or take time off and you cut off that income stream so you fear taking time off and work longer hours than ever and time to earn was limited. I had also started to see the virtues of and the potentials available with using the internet to create a passive income and I didn't relish the thought of running a physical premises and managing over 100 employees after being in Corporate Management since 2006 and remembering how fun that was (not) but .... I could see the potential to build a business and network of like minded people using the Network Marketing/Affiliate model supporting others to build their own Businesses while they encouraged and supported other to do the same whilst not having the responsibility to Manager them like a Line Manager and with no requirement for premises. Even better it created location freedom and the ability to work from home (or any where in the world) and manage a business around family and personal commitments without missing out precious milestones and memory making events and create an income 24/7 365 without the requirement of always being active and present but not a yucky, spammy way. A new way. Most people only focus on the Opportunity. MY way is focusing on building a brand and business you love with the Networking opportunity as just one strand of who you are and when you join with me you get complete Training on how to do that plus much, much more not available with other Network Builders If you click on the >JOIN NOW< you will be taken through to a website On this website press play to watch the short video to see the products you could be potentially be selling and buying wholesale and the Company you could be partnered with. If this is something that interests you. In the top left hand corner press "Join Now". Either contact me or already sold, follow the sign up instructions and either way I will know you want me to be your Mentor and you will get all the added support and bonuses not available with any other Distributor to make your Location, Time and Financial Freedom Dreams Possible
In the latest episode of Public Power Now, Todd Prangley, Line Manager at California public power utility SMUD, discusses the Light Up Navajo project, an initiative that extends service to Navajo homes without electricity.
في هذه الحلقة نستضيف الاستاذة وفاء الحربي مدير ادارة الاداء والموهبة في بنك التصدير والاستيراد السعودي لمناقشة مفهوم الاندماج الوظيفي في بيئة العمل وكيفية تطبيقه بخطوات عملية. In this episode we are hosting the Director of Talent Management & Performance Management Ms. Wafa Alharbi to discuss the concept of Employee engagement and how to implement it at workplace
Professionally, we all report to someone. Whether it's a client, customer, shareholder or boss. So what's the best practice for managing a line manager, to ensure you both get what you want and need? How to Induct Demonstrate your collaboration skills and experience Establish you will say the right kind of no, when it's appropriate Understand your manager's goals and objectives Extrovert or Introvert? Sensing or Intuitive? Feeling or Thinking? Planful or Spontaneous? How to Brief Constantly feed useful and informative information Stay calm in a storm Present evidence-based options, to reduce risk in decision making Understand your manager's preferred working style How to Report Always present opportunities not problems (partially solve or present options in advance) Solve the tiny problems and save the big stuff for your manager Proactively seek 360 degree feedback Become a go-to specialist How to Negotiate Stay task-focused Work with ROI and achievement of objectives Set and retain healthy boundaries Appreciate your manager's blind spots How to Influence Admit and be vulnerable Prioritise what you've been asked to do and share/negotiate re-prioritisation Use we more than I Consistent, evidence-based, binary decision-making Focusing on Best Mutual Outcomes ALWAYS have your manager's back Help your manager look great to their peers Build on strengths, infill weaknesses Get a mentor This webinar is in association with http://marketingcollege.com/events For more content like this, visit http://neilwilkins.online
The pandemic has shifted what good people management looks like as now managers need to consider both hybrid and in office workers. Success in people management requires certain traits, such as empathy and inspiration, which cannot be taught. Chris and Kat Bernardes are joined by Mitch Lassman from Diageo as they discuss line manager capability and whether we should we be pushing every manager into the role of people management?
Recorded during National Apprenticeship Week 2022, we hear from Sarah Keetley, Transformation Lead at Cumbria, Northumberland, Tyne and Wear. She shared her experiences as a Line Manager to team member enrolled on this standard. Find out what impact their learning has made and what changes have taken place as a result. Email - HPCA@hfma.uk Please contact Mike Gray at HPCA for more information about this apprenticeship and others available through the framework. Useful links with us: Apprenticeship standard - L6 Project Management Standard HPCA Framework providers Coventry University and University of Cumbria Website - https://www.hpca.uk/ LinkedIn - HPCA Twitter - @healthcarepdc Connect with HEE Facebook - https://www.facebook.com/nhshee/ Twitter - https://twitter.com/nhs_healthedeng Instagram - https://www.instagram.com/nhshee/ A transcript of this episode is available here
“As a team leader, you will become more successful and valuable if you are no longer a bottleneck for the people who are working with you and under you." Roy Osherove is the author of “Elastic Leadership” and “The Art of Unit Testing”. In this episode, we discussed leadership insights from “Elastic Leadership”. Roy first shared how he came up with the concept and described what elastic leadership is. He explained the different leadership styles based on the 3 team phases (survival mode, learning mode, and self-organizing mode) and advised how leaders can adapt and transition their leadership style from one phase to the other to lead effectively. Roy also shared about the Team Leader manifesto and the Line Manager manifesto to provide guidance on how leaders can grow their teams towards self-organization and self-sufficiency. Listen out for: Career Journey - [00:06:45] Writing “Elastic Leadership” - [00:11:31] Team Leader Manifesto - [00:17:57] There Are No Experts - [00:23:23] Survival Mode - [00:30:49] Slack Time - [00:37:52] Self-Organizing Mode - [00:39:21] Learning Mode - [00:41:18] Line Manager Manifesto - [00:45:47] 3 Tech Lead Wisdom - [00:48:13] _____ Roy Osherove's Bio Roy Osherove is the organizer of the CD/XP Israel meetup group. He's the author of “Art of Unit Testing”, “Elastic Leadership” and the upcoming “Co-Ops: Pipeline Driven Organizations”. He has been working in the software industry for over 20 years in most types of technical & testing roles, and these days is working as a freelance consultant & trainer on-site for various companies across the world. Follow Roy: Twitter – @RoyOsherove LinkedIn – https://linkedin.com/in/osherove/ Website – https://osherove.com/ 5 Whys – https://5whys.com/ Our Sponsors Mental well-being is a silent pandemic. According to the WHO, depression and anxiety cost the global economy over USD 1 trillion every year. It's time to make a difference! Learn how to enhance your lives through a master class on mental wellness. Visit founderswellbeing.com/masterclass and enter TLJ20 for a 20% discount. The iSAQB® Software Architecture Gathering is the international conference highlight for all those working on solution structures in IT projects: primarily software architects, developers, professionals in quality assurance, and also system analysts. The conference takes place online from November 14 to 17, 2022, and we have a 15% discount code for you: TLJ_MP_15. DevTernity 2022 (devternity.com) is the top international software development conference with an emphasis on coding, architecture, and tech leadership skills. The lineup is truly stellar and features many legends of software development like Robert "Uncle Bob" Martin, Kent Beck, and many others! The conference takes place online, and we have the 10% discount code for you: AWSM_TLJ. Like this episode? Follow @techleadjournal on LinkedIn, Twitter, and Instagram. Pledge your support by becoming a patron. For episode show notes, visit techleadjournal.dev/episodes/110.
Ethics & Experience: How to Better Handle Layoffs The high profile tech layoffs keep coming, and the response of employers forced to make cuts has been under scrutiny, whether the method is via mass zoom calls, or through making vulnerability posts on LinkedIn. Got me thinking - IS there a good way to do this, or or is this simply a hard task which is always going to be unpleasant? You will learn: - Ethics and Experience, guiding principles of redundancy - CEO, HR or Line Manager? - Importance of messaging sequencing - Fiduciary duty to organisation, account lockouts, permission, access - Do we have a redundancy protocol? - How does Remote impact Redundancy approach - Psychological closure for stakeholders - Off boarding & support - Employer action, Hiring Manager action, Colleague action All this and more with Christine Ng, Head of Talent & Media (Quantum Motion), Brian Evje, HR Lead (NREP), Kate Bischoff, Attorney & HR Consultant (k8bisch LLC) & Margaret Buj, Senior Talent Partner, (MixMax)
This week I'm celebrating 100 episodes of the Influence & Impact for Female Leaders podcast! Thank you for listening and supporting the show. I was recently speaking at a conference and was asked a brilliant question by a woman in the audience. She asked: “How can I, as a female leader, support and champion the women in my team? How can I do my bit to overcome gender bias and give them the most opportunities possible?” In this episode, I'm sharing 6 ways you can champion the women in your team with a medley of the best tips and ideas from past episodes. Episode 70: Women with Influence Interview with Mylene Sylvestre: https://www.carlamillertraining.com/blog/ep-70-women-with-influence-interview-with-mylene-sylvestre Episode 72: Women with Influence with Monique Carayol: https://www.carlamillertraining.com/blog/ep-72-show-notes-women-with-influence-with-monique-carayol Episode 84: Breaking the Bias: https://www.carlamillertraining.com/blog/ep-84-breaking-the-bias Episode 87: Having the career conversation with your Line Manager: https://www.carlamillertraining.com/blog/ep-87 I hope this episode gives you some practical ideas about how you can champion the women in your team. If you found it helpful, then please do share it with other leaders, whatever their gender, so they can also help to create more gender equality in the workplace. CONNECT WITH OUR GUESTS Mylene Sylvestre: https://www.linkedin.com/in/mylene-sylvestre-she-her-609b399/ Monique Carayol: https://www.linkedin.com/in/monique-carayol/ WORK WITH ME As well as coaching women leaders to have more influence, make more impact and be kinder to themselves in my programme Influence & Impact, I also give keynote speeches and trainings to organisations wanting to develop women in leadership roles. Get in touch to find out more or book a call with me. Keynotes, training and coaching: https://www.carlamillertraining.com/employers Influence & Impact: https://www.carlamillertraining.com/influence-impact PRE-ORDER MY BOOK My book, Closing the Influence Gap: A practical guide for women leaders who want to be heard, is now available for pre-order from most bookshops! I wrote this to empower women leaders to successfully navigate the workplace, lead their way and change it for the better. It is a reference tool packed with practical strategies and a troubleshooting section which women can draw on daily to tackle the challenging conversations, decisions and situations they face. Available in September – Pre-order your copy here: https://www.amazon.co.uk/Closing-Influence-Gap-practical-leaders/dp/1788603613/ref=sr_1_1?crid=32SFPA2L60FCM&keywords=closing+the+influence+gap&qid=1649087866&sprefix=closing+the+influence+gap%2Caps%2C91&sr=8-1 CONNECT WITH ME LinkedIn: https://www.linkedin.com/in/carlamiller1/ Instagram: https://www.instagram.com/thisiscarlamiller/ Website: https://www.carlamillertraining.com/ HOW CAN I SUPPORT THE PODCAST? Subscribe Share this episode with a friend Leave a review on Apple Podcasts or Spotify I would love to hear your feedback on this week's podcast. Please leave a review or come say hello on social! Thank you for listening, see you next week!
This week, Dr. Paul Brewerton goes into a little more depth, with some ideas both for line managers and for their direct reports about setting clear expectations. What he'll be covering includes:Asking for feedback from your boss (and actually the other way round too)Giving feedback – both positive and constructive Understanding each other's strengths and valuesHow to align when we're coming from different places – the art of compromise
In this episode we interview Teri French, Vice President, Forestry Services, and Patrick Howe, Vegetation Management Front Line Manager at Hydro One. In this thoughtful discussion, Teri and Patrick talk about running an in-house UVM program in Canada's most populous province, Ontario. Hydro One is a utility that is committed to operating safely in an environmentally and socially responsible manner. During this discussion we cover several topics including:Hydro One's unique and comprehensive in-house operationsHydro One's approach to scheduling work across its massive and diverse territoryAdvice for young UVM professionalsThe importance of safety in UVM operationsHydro One's approach and predictions for UVM related technologyWe hope that you find this episode of The UVM Podcast insightful. If you have any feedback on the episode or suggestions for topics you'd like us to cover in future episodes, please feel free to get in contact at podcast@utilityvegetationmanagement.com.A big thank you to this week's episode sponsor LiveEO.
We're continuing our career month on the podcast! In this episode, I'm sharing my tips on how to speak to your line manager about your career progression within your organisation and asking for investment in your training and development. This is an important topic for women in leadership as research tells us that women do not get promoted as often or as quickly as men do and many of us avoid having career conversations with our managers. Listen for: How gender bias is probably holding you back in your career How to prepare for a career conversation with your manager Confidently talking to your manager about your aspirations How to ask your organisation to invest in your development I want this to episode to encourage you to feel empowered to ask for what you want in a way that gives you the best chance of success. RECOMMENDED READING Why Men Win At Work - Gill Whitty-Collins: https://gillwhittycollins.com/why-men-win-at-work Radical Candor – Kim Scott: https://www.radicalcandor.com/the-book/ CAREER ACCELERATOR This week is my free 5 day Career Accelerator with daily videos and actions to help boost your confidence and prepare to take the next step. If you haven't signed up yet, it's not too late. Sign-up now and you'll be given instant access to the Career Accelerator hub, all the videos and our Facebook group. Join Here: https://www.carlamillertraining.com/careeraccelerator INFLUENCE & IMPACT Join Influence & Impact before 7 April to access a free place on our Be Bolder 4 week live confidence and assertiveness course for one woman in your organisation (worth £397+VAT). Influence & Impact is my 12 month group training and coaching programme for female leaders who want to become brilliant at influencing, tackle self-doubt and make more impact at work. Find out more: https://www.carlamillertraining.com/influence-impact KEYNOTES AND WORKSHOPS As well as coaching women leaders, I also give keynote speeches and trainings to organisations wanting to develop women in leadership roles and promote gender equality. Get in touch to find out more or book a call with me: https://www.carlamillertraining.com/employers CONNECT WITH ME: LinkedIn: https://www.linkedin.com/in/carlamiller1/ Instagram: https://www.instagram.com/thisiscarlamiller/ Website: https://www.carlamillertraining.com/ HOW CAN I SUPPORT THE PODCAST? Subscribe Share this episode with a friend or colleague Leave a review on Apple Podcasts or Spotify Thank you for listening, see you next week!
As we get just over halfway through our series focused on Fertility Matters at Work, we're pleased to be able to share a great example of how beneficial implementing training and support around fertility issues in the workplace can be and how it not only benefits a workplace from a cultural point of view, it impacts productivity, staff retention, and attraction. During the time Fertility Matters at Work has been developing its e-learning and training and policy package, Kate has very been working directly with a number of organizations, providing training and a clear understanding of what needs to be done to better support employers and one of those organizations is The Bank of England. In this conversation, we are joined by Anastasia Vinnikova Wellbeing Lead who talked about how the project came about as the bank already had a good foundation within the wellbeing space and a good level of education in core principles in wellbeing and life events, that impacted their workforce. In the conversations that came up, it was clear that colleagues felt empowered from the support being provided and the culture shift had created openness and honesty amongst colleagues. Peer Support Annastasia explained the existing peer support network which shares experiences with others to offer support. It aims to equip peer supporters with the next steps and onward support. The bank had experienced momentum in their journey of infertility and pregnancy loss as a result of conversation and so had set up a community and resources, along with making policy changes surrounding pay and leave. They had also been sharing experiences through blogs and podcasts Line Manager training: When talking about the role of Managers, Anastasia talked about the difficulties they can experience and acknowledged the bank still has more work to do on how they educate managers. One measure is to ensure a Manager has supported through other avenues and that employers know that their Manager isn't the only place they can go to for support, hence the importance of the peer support network. Next steps. Whist a lot has already taken place the Bank of England are still keen to gain an understanding of why people haven't engaged with the topic as yet and are looking into further education to help challenge the stigma and taboo around the topic of infertility as you never know how close you are to those going through these challenges? What challenges needed to be overcome and advice for other organizations: When it comes to Well-being challenges, it's important to understand that they don't stop the minute you walk into the office. Organizations need to understand that it is important to get past the stigma and put actions in place to get over this. Companies have a moral responsibility and should make it an imperative. Anastasia also talked about how as an organization you don't get the same out of employees if they don't feel supported. We also discussed the importance of intersectionality and its impact on mental health. Whilst there might be discomfort initially the fertility conversation inevitably builds momentum. From what the Bank of England has implemented to date, they have had positive feedback from individuals which will help inform and guide, however, it's important to remember, that no one size fits all. To find out more about how your workplace can become fertility-friendly and how you can join our brand new membership visit http://www.fertilitymattersatwork.com (www.fertilitymattersatwork.com) [/et_pb_text][/et_pb_column] [/et_pb_row] [/et_pb_section]
You have an interview next week. Your first port of call is to google 'most common interview questions' and get to rehearsing in front of the mirror. But how productive is that really?Something many candidates aren't aware of is that there's a huge difference between an interview with a HR Manager, a Recruiter and your potential Line Manager. Not only are the types of questions entirely different, so is the level or transparency you can uphold.As our Procurement Consultant, Carolina Orsi dives into her first podcast with the team, she is joined by veteran, Sales and Customer Service Senior Consultant, Nikita Nilmadhub as the pair spill the beans.4:03 - The Five Different Types of Interviews10:23 - Behavioural Questions vs Situational Questions12:12- How to Prepare For an Interview20:00- The Difference Between Interviews with: HR Managers, Recruiters and Line Managers24:55 - Crisis Management as a Job Seeker28:30 - What To Expect Post-Interview
HR - Hear (For) Real EP03 - T-Shaped HR Competency การเปลี่ยนแปลงในโลกธุรกิจเกิดขึ้นเรื่อย ๆ และความท้าทายที่องค์กรจะเจอไปตลอดคือ Business Disruptive ที่ทำให้องค์กรต้องปรับตัวอยู่ตลอดเวลา แน่นอนว่า HR ก็ต้องบังคับให้ต้องปรับตัวตามด้วยเช่นกัน และทุกการปรับตัว HR ก็ต้องเช็คว่า Competency ที่เรามีจะพอสำหรับการปรับตัวหรือไม่ T-Shaped HR Competency จึงเป็นหนึ่งคำตอบที่บอกกับ HR ว่าจะต้องรู้ลึกใน Functional Competency และต้องรู้กว้างในอีกหลายเรื่องเพื่อให้การทำงานร่วมกับ Line Manager และพนักงานในทุกระดับเป็นไปอย่างมีประสิทธิภาพ และส่งเสริมให้ HR เป็น Strategic Partner ได้อย่างที่ตั้งเป้าไว้ แล้ว HR ต้องรู้กว้างเรื่องอะไร ไปดูกัน ติดตาม HR - Hear (for) Real ได้ทุกวันพุธที่ FB : QGEN-HR Practice Provider (https://bit.ly/3hTePmP) และ HR - The Next Gen (https://bit.ly/3zt01RK) รวมทั้งช่องทางยูทูป HR The Next Gen และ Podcast ทั้ง Soundcloud และ Spotify ค้นหาคำว่า QGEN หรือ HR The Next Gen #HR #HearForReal #จริงครับเฮีย #HRTheNextGen
“But what really, what really hurt was the fact that not very few people came and wished me Well, I had alienated so many people”“But what was the I guess the really satisfying part of all of that was when I left there were tears, not of sadness, but of joy that the fact that I'd left behind people who had I'd empowered and given them the knowledge and skills to be able to do their job.” TIME STAMP SUMMARY01:34 Journey to emotional intelligence06:37 Valuing employees10:26 The importance of value15:09 Social media and information 21:33 Running a business as a small business owner Where to find Stephen Sandorwww.inspiringbusiness.net Who is Stephen Sandor?Steve Sandor has over 35 years of management experience across a diverse range of industries in Australian and overseas. Steve's experience ranges from managing small and large teams to starting three businesses. Steve understands that to run and manage a business is simple but not easy.Business is made up of Product, Processes and People and it's the people part that are the most important component.Returning from overseas in 2019 Steve saw a need to help medium sized Business make better decisions and established Inspiring Business and created the Scale to Success System. “I've seen too many business owners told that they need ‘something' when it was the wrong ‘something'. When you're a small or medium business, making the right decision at the wrong time can cause so much unnecessary stress” The Scale to Success System is the process I have used over my career as a Line Manager and Consultant to improve the financial and cultural performance of a business. “I have at my disposal many different models and processes that I have accumulated over the years and my genius is helping my clients to know what, when and how to apply them. No one business is the same so the solution to the problem must be bespoke for it to succeed.” You can find more information on www.inspiringbusiness.net or book an exploration call using https://ib30explore.youcanbook.me/Stephen also hosts a weekly Podcast called Inspiring Business.
One of my biggest passions, as it says it my intro is to help my team become superstars. So, one of my biggest inspirations to starting this podcast was to help more, inspiring marketers. But moving from an exec to a manager is not just a change in day to day working but also in your approach and how you can effectively lead and inspire other people. Here, I take you through my top 5 tips to leading a team - particularly in this working from home season when being connected with your team is more important than ever and, as a manager a lot is on your shoulders to make happen.
In this episode, we meet Leo Grady, CEO of Paige. Paige is a global leader in AI-based software in pathology with a mission to drive the future of precision medicine. Paige is committed to transforming the diagnostics space by building an industry-leading portfolio of AI-based clinical applications, biomarkers and diagnostics. Paige recently closed a $125 million Series C round, co-led by Casdin Capital, Johnson & Johnson Innovation and KKR, bringing the company's total funding to $220 million since its launch in 2018. Paige has been honored as one of Fierce Medtech's 2020 Fierce 15 companies and a New York Healthcare Innovation: Digital Health 100 Company. Prior to joining Paige, Leo was the Senior Vice President of Engineering at HeartFlow, a medical technology company transforming the way cardiovascular disease is diagnosed and treated. Leo spent his early career at Siemens as a Principal Research Scientist and Line Manager, focusing on applying AI in clinical applications such as in vitro diagnostics. He holds a Ph.D. in Cognitive and Neural Systems from Boston University and a bachelor's from the University of Vermont. In this episode, Leo and I chat about: The founding story of Paige and collaboration with Memorial Sloan Kettering Cancer Center The trends and opportunities for digital innovation in the oncology pathology space, from screening/diagnosis to treatment selection and follow-up / monitoring How Paige's AI technology platform, built on millions of digitized tumor slides, enables pathologists to increase their diagnostic confidence and productivity Leo's reflections on driving change in healthcare
In this short episode, I discuss an age old problem man people have where they enjoy working for their employer but have an issue with their direct line manager - I give advice on how to tackle this. --- Send in a voice message: https://anchor.fm/pegasusradio/message
Episode 55 - Defiance and DefectionManagement Consultancy Review.Line Manager Hartro Piltz to asses initial consultancy efforts, largely from bed for what can only be assumed to be efficiency reasons. Bill for destruction of celebratory sparkling slurry to be applied to Line Manager’s expense account.Content Warning for:Emotional AbuseBullying / TauntingAlcohol & alcohol consumptionUnhealthy relationshipsDiscussions of: systemic worker oppression, violence, attempted murderMentions of: existential crisis, delusions, drug use, blood, guns, death & death threats, knives, shouting, faintingTranscript: https://cutt.ly/zjtJRopSpecial thanks to this week's Patrons: Jessica Specht, Natalie Logan, Emily Simmons, Paige Morgan, Clarissa Olivares, Lana Roberts, Emma, Rhiannon Thomas Bourne, Malibustacy, Regan Sanders, Christina, Sir Prahlegod, Trixie McGee, A Brain In A Bucket, Esther Phillips, Annie Shoes, Natasha Tomecek, Maglor, Saturn '- Lynnette, Amaranta Petty, Allison Perrone, Ari Shenanigans, PumkinMilk, McKensie Schepers, Anneka V. Brighton, Jasmine Zeelfreund, Ludo, Marguerite Coles, Katharine Forman, hellotrickster, Riley Alexandre, Rose Johnson, reubenpax, what if you were defenseless, Tara, Biff, The Thing Lurking In The Dirt Under The Streets Of Alexandria, Sarah Anderson, [tips fedora] J'archivist, logan austin, Jem strongeststars Malak, OnaDacora, alex, skyberia, Gabby Figueroa, Zoe Wright, Charlie Morgan Reed, Heather, Nebula Wood, Gillis Lowry and Taylor Jackson.If you'd like to join them, be sure to visit www.patreon.com/rustyquill.Created by Tim Meredith and Ben MeredithProduced by Katie SeatonExecutive Producer Alexander J NewallPerformances:I.M.O.G.E.N: Imogen HarrisDavid 7: Ben MeredithHartro Piltz: Jenny HaufekTrexel Geistman: Tim MeredithEditing: Maddy SearleMusic: Samuel DF JonesArtwork: Anika KhanMastering: Jeffrey Nils GardnerFeatured SFX: Yuval, misjoc, SpliceSound, mgamabile, vovere, ZoviPoland & previously credited artists via freesound.org.Additional music: Newer Wave by Kevin MacLeodLink: https://incompetech.filmmusic.io/song/7016-newer-waveLicense: http://creativecommons.org/licenses/by/4.0/Subscribe using your podcast software of choice or by visiting www.rustyquill.com/subscribe and be sure to rate and review us online; it really helps us spread across the galaxy.Check out our merchandise, available at https://www.redbubble.com/people/RustyQuill/shop and https://www.teepublic.com/stores/rusty-quill.Join our community:WEBSITE: www.rustyquill.comFACEBOOK: www.facebook.com/therustyquill/TWITTER: @therustyquillREDDIT: www.reddit.com/r/RustyQuill/DISCORD: https://discord.gg/KckTv8yEMAIL:
ComplianceMitigation.com Previous modules offered insights we believe leaders should consider when designing an effective compliance program and risk-management strategy for their organizations. The more leaders customize their compliance and best-practice programs, the better they safeguard against intrusive investigations that could threaten the business and its team members. Regardless of what efforts team members make to protect a company, possibilities always exist for a breakdown, or for a rogue team member that could expose the organization to liability. For that reason, all companies should create a plan that would coordinate a team response in the event of an inquiry from regulators or law enforcement. Lack of Planning Brings Vulnerabilities: In the absence of a structured response plan, team members may not know what to do if they learn that authority figures have taken an interest in the company or in a team member. Sometimes, leaders act rashly. People have gone to prison for their response to a government investigation, rather than for the underlying reasons behind the inquiry. Consider the case of the famous celebrity, Martha Stewart. Many people are familiar with her brand, which sells household products. In 2001, however, a personal scandal over a stock sale completely disrupted her life. Her response to a government inquiry led to criminal charges. According to the U.S. Securities and Exchange Commission, in late December 2001, her stockbroker at Merrill Lynch, Peter Baconovic, called her. Peter revealed that Sam Waksal, the CEO of ImClone Systems had placed an order to sell all of his shares in his company as a result of an adverse decision by the Food and Drug Administration. In response, Martha sold approximately 4,000 shares that she owned, avoiding losses of more than $45,000. When government investigators began making inquiries, Martha did not have a good plan. The responses she gave to the government investigators resulted in criminal charges. The fees and costs associated with the disruption likely exceeded several million dollars. Besides losing money for legal costs, Martha’s response to the investigation led to a prison term, a shareholder derivative suit against Martha Stewart and other directors at her company, and five months in prison. With a felony conviction, Martha endured lifelong complications, including bans on travel to some countries. Clearly, Martha Stewart did not have a principled plan that would guide her response to a government inquiry. Sadly, many people find themselves in the same predicament. Those who operate businesses without designing a response plan for government inquiries may leave themselves vulnerable to knee-jerk reactions that can exacerbate troubles. A lack of a plan can lead to confusion during the first few hours, days and weeks of an inquiry. The unfolding drama can distract team members, as everyone may worry about personal liability. If people don’t know what to do, they may make futile attempts at self-preservation, such as destroying incriminating evidence, or lying to government investigators. Either response would expose the individual, and potentially others, to criminal charges. Risk Management: A good response plan will ensure that all team members have guidelines to follow. Whether government regulators inquire about business operations or potential fraud, everyone should know what steps to take. To protect both the business and the team members, corporate leaders should articulate the appropriate protocol any time an investigator makes an inquiry. Does everyone in your organization know how to respond in the event that an investigator asks a question? Leaders can easily get an answer to that question by creating a plan. Then, they should create a training exercise for all team members. The more transparency leaders bring to an investigation-response plan, the more they will strengthen arguments that the organization has made a genuine effort to act in compliance with all regulations and laws. Point for business leaders to consider: Regulators and judges are increasingly asking not just whether a company has an anti-fraud, anti-money laundering, or corporate ethics policy in place. They are also asking how well such programs work and whether their quality and results make sense. They are asking, in other words, how good are they? This trend raises the stakes for those charged with governance. An example of an effective “anti-fraud policy” may prove helpful to business leaders that want to create an organizational-specific plan. Our team at Compliance Mitigation offers the following as a template: 1. INTRODUCTION Our company (the “Company”) has a commitment to high legal, ethical and moral standards. We expect all members of staff to share this commitment. The Board of Directors tries to ensure that a risk (and fraud) awareness culture exists in this organization. Fraud is an ever-present threat and hence must be a concern to all members of staff. Our Company views fraud as an extremely serious matter and is committed to the promotion of an Anti-Fraud Culture throughout the We created this document to provide direction and help to those who find themselves having to deal with suspected cases of theft, fraud or corruption. This document gives a framework for a response, advice and information on various aspects and implications of an investigation. It is not intended to provide direction on prevention of This Policy applies to any irregularity, or suspected irregularity, involving employees as well as consultants, vendors, contractors, customers and/or any other parties having a business relationship with the Company. Any investigative activity required will be conducted without regard to any person’s relationship to this organization, position or length of service. All managers and supervisors have a duty to familiarize themselves with the types of improprieties that might be expected to occur within their areas of responsibility and to be alert for any indications of 2. DEFINITIONS – WHAT IS FRAUD? We define Fraud as “dishonestly obtaining an advantage, avoiding an obligation or causing a loss to another party.” The term “fraud” commonly includes activities such as theft, corruption, conspiracy, embezzlement, deception, bribery and extortion. It may involve: manipulation, falsification or alteration of records or documents; suppression or omission of the effects of transactions from records or documents; recording of transactions without substance; misappropriation (theft) or willful destruction or loss of assets including cash; and deliberate misapplication of accounting or other regulations or The criminal act is the attempt to deceive, and attempted fraud is therefore treated as seriously as accomplished Computer fraud arises where information technology equipment has been used to manipulate programs or data dishonestly (for example, by altering, substituting or destroying records, or creating spurious records), or where the use of an IT system was a material factor in the perpetration of fraud. Theft or fraudulent use of computer time and resources is included in this definition. Some illustrations of incidents which would be classified as fraud are contained in Appendix A to this 3. PURPOSE OF THE FRAUD RESPONSE PLAN The purpose of the Fraud Response Plan (the “Plan”) is to ensure that effective and timely action is taken in the event of a fraud. The Plan aims to help minimize losses, reduce liability and increase the chances of a successful The Plan defines authority levels, responsibilities for action, and reporting lines in the event of a suspected fraud or irregularity. It acts as a checklist of actions and a guide to follow in the event of fraud being suspected. The Plan is designed to enable the Company to: prevent further loss; establish and secure evidence necessary for criminal, civil and/or disciplinary action; determine when to contact the police and establish lines of communication; assign responsibility for investigating the incident; minimize and recover losses; review the reasons for the incident, the measures taken to prevent a recurrence, and determine any action needed to strengthen future responses to 4. COMPANY RESPONSIBILITIES The company will undertake fraud investigations where there is suspected fraud and take the appropriate legal and/or disciplinary action in all cases where that would be justified. Whether there is fraud (proven or suspected), the Company should make any necessary changes to systems and procedures to prevent similar frauds from occurring in the future. The Company should establish systems for recording and subsequently monitoring all discovered cases of fraud (proven or suspected). Responsibility for exercising disciplinary actions rests with the Director of Human Resources [or the Director of Compliance, for a company large enough to have independent compliance personnel], although this should be done in consultation with other Executives where 5. MANAGING THE RISK OF FRAUD - RESPONSIBILITIES The Executives (CEO and CFO) of the Company are responsible for establishing and maintaining a sound system of internal controls that support the achievement of Company policies, aims and objectives. The system of internal controls is designed to respond to and manage the whole range of risks that the Company faces. Managing fraud risk will be seen in the context of the management of this wider range of Overall responsibility for managing the risk of fraud has been delegated to front line managers and an internal auditor (whose duties are defined below). Their responsibilities include: developing a fraud risk profile and undertaking a regular review of the fraud risks associated with each of the key organizational objectives in order to keep the profile current; designing an effective control environment to prevent fraud from happening; establishing appropriate mechanisms for: reporting fraud risk issues, reporting significant incidents of fraud to the CFO and Human Resources [or the Compliance Department]. making sure that all staff are aware of the Company’s attitude to fraud and know what their responsibilities are in relation to combating fraud; developing skill and experience competency frameworks; ensuring that appropriate anti-fraud training and development opportunities are available to appropriate staff in order to meet the defined competency; ensuring that vigorous and prompt investigations are carried out if fraud occurs or is suspected; taking appropriate disciplinary action against supervisors where supervisory failures have contributed to the commission of fraud; taking appropriate action to safeguard the recovery of assets; ensuring that appropriate action is taken to minimize the risk of similar frauds occurring in the future. Line Managers are responsible for: ensuring that an adequate system of internal controls exists within their areas of responsibility and that controls operate effectively; preventing and detecting fraud; assessing the types of risk involved in the operations for which they are responsible; regularly reviewing and testing the control systems for which they are responsible; ensuring that controls are being complied with and their systems continue to operate effectively; implementing new controls to reduce the risk of similar fraud occurring where frauds have taken The Internal Auditor is responsible for: delivering an opinion to the CFO and Audit Committee on the adequacy of arrangements for managing the risk of fraud and ensuring that the Company promotes an anti-fraud culture; assisting in the deterrence and prevention of fraud by examining and evaluating the effectiveness of controls commensurate with the extent of the potential exposure/risk in the various segments of Company’s operations; assisting management in conducting fraud Every member of staff bears responsibility for: acting with propriety in the use of Company resources and the handling and use of Company funds whether they are involved with cash or payments systems, receipts or dealing with suppliers or being conscious to the possibility that unusual events or transactions could be indicators of fraud; reporting details immediately through the appropriate channel, if they suspect that a fraud has been committed or see any suspicious acts or activities; co-operating fully with whoever is conducting internal checks, reviews or fraud investigations. 6. FRAUD DETECTION Line Managers should be alert to the possibility that unusual events or transactions could be symptoms of fraud or attempted fraud. Fraud may also be highlighted as a result of specific management checks or be brought to management's attention by a third party. Additionally, irregularities occasionally come to light in the course of audit The factors which gave rise to the suspicion should be determined and examined to clarify whether a genuine mistake has been made or an irregularity has occurred. An irregularity may be defined as any incident or action which is not part of the normal operation of the system or the expected course of Preliminary examination may involve discreet enquiries with staff or the review of documents. It is important for staff to be clear that any irregularity of this type, however apparently innocent, will be 7. ACTION FOLLOWING DETECTION When any member of staff suspects that a fraud has occurred, he/she should notify his/her Line Manager or Internal Auditor immediately. Speed is of the essence and this initial report can be verbal and must be followed up within 24 hours by a written report addressed to the Line Manager/Internal Auditor which should cover: The amount/value if The position regarding The period over which the irregularity occurred, if The date of discovery and how the suspected fraud was Whether the person responsible has been Whether any collusion with others is Details of any actions taken to Any other information or comments which might be Before completing the report above, line management may want to undertake an initial inquiry to ascertain the facts. This enquiry should be carried out as speedily as possible after suspicion has been aroused: prompt action is essential. The purpose of the initial enquiry is to confirm or negate, as far as possible, the suspicions that have arisen so that, if necessary, disciplinary action including further and more detailed investigation may be initiated. The Internal Auditor is available to offer advice on any specific course of action which may be necessary. As the gravity of each irregularity might be different, a reporting member of staff may wish to act in accordance with the "Policy on Reporting and Investigating Allegations of Suspected Improper Activities." 8. CONSULTATION AND REPORTING WITHIN THE COMPANY On verbal notification of a possible fraud the Line Manager/Internal Auditor must immediately contact the CFO. He/She will inform and consult with the CEO (General Director) in cases where the loss is potentially significant or where the incident may lead to adverse The CFO will maintain a log of all reported suspicions, including those dismissed as minor or otherwise not investigated. The log will contain details of actions taken and conclusions reached and will be presented to the Audit Committee for inspection annually. Significant matters will be reported to the Board of Directors as soon as Where a member of staff is to be interviewed or disciplined, the CFO and/or Internal Auditor will consult with, and take advice from, the Director of Human Resources [or Director of Compliance]. He will advise those involved in the investigation in matters of employment law, Company policy and other procedural matters (such as disciplinary or complaints procedures) as 9. INVESTIGATION / FURTHER ACTION If it appears that a criminal act has not taken place, an internal investigation will be undertaken to: determine the facts; consider what, if any, action should be taken against those involved; consider what may be done to recover any loss incurred; and identify any system weakness and look at how internal controls could be improved to prevent a recurrence. After proper investigation, the Company will take legal and/or disciplinary action in all cases where leaders consider further action appropriate. There will be consistent handling of cases without regard to position or length of service of the perpetrator. Where an investigation involves a member of staff and it is determined that no criminal act has taken place, the CFO will liaise with the Director of Human Resources [or Director of Compliance] and appropriate Line Manager to determine which of the following has occurred and therefore whether, under the circumstances, disciplinary action is appropriate: gross misconduct (i.e. acting dishonestly but without criminal intent); negligence or error of judgment was seen to be exercised; or nothing untoward occurred and therefore there is no case to Where, after having sought legal advice, the CFO judges it cost effective to do so, the Company will normally pursue civil action in order to recover any losses. The CFO will refer the case to the Company’s legal advisers for Where initial investigations point to the likelihood of a criminal act having taken place, the Executives (CEO or CFO) will contact the police (or appropriate Federal agency, as the case may be) and the Company’s legal advisers at once. The advice of the police will be followed in taking forward the The investigations described above will also consider whether there has been any failure of supervision. Where this has occurred, appropriate disciplinary action will be taken against those responsible for this 10. RECOVERY OF LOSSES The recovery of losses should be a major objective of any fraud investigation. To this end, the quantification of losses is important. Repayment of losses should be sought in all cases. Where necessary, the Company will seek external advisors and legal advice on the most effective actions to secure recovery of losses. 11. MANAGERS’ DUTY OF CARE Managers conducting initial enquiries must be conscious that internal disciplinary action and/or criminal prosecution may result. If such action is later taken, then under proper procedure the member of staff concerned has a right to representation and may have the right to remain silent. Utmost care is therefore required from the outset in conducting enquiries and In addition, in order to protect the Company from further loss and damage from destruction of evidence, it may be necessary to suspend the member of staff concerned immediately after the allegation has been made or following the submission of the Manager’s initial verbal report. Specific advice should be sought from Human Resources [Compliance] before 12. PROTECTION OF EVIDENCE If the initial examination confirms the suspicion that a fraud has been perpetrated, then to prevent the loss of evidence which may subsequently prove essential for disciplinary action or prosecution, the person heading up the investigation (“Head of Investigation”) should: take steps to ensure that all original evidence is secured as soon as possible; be able to account for the security of the evidence at all times after it has initially been secured, including keeping a record of its movement and signatures of all persons to whom the evidence has been transferred. For this purpose, all items of evidence should be individually numbered and descriptively labeled; not alter or amend the evidence in any way; keep a note of when investigators came into possession of the evidence. This will be useful later if proceedings take place; remember that all memoranda relating to the investigation must be disclosed to the defense in the event of formal proceedings against an employee, so it is important to carefully consider what information needs to be recorded. Particular care must be taken with phrases such as “discrepancy” and “irregularity” when what is really meant is fraud or theft; ensure that electronic evidence is appropriately handled by certified 13. HEAD OF INVESTIGATION 13.1 Executives of the Company will nominate in writing the Head of Investigation on a case by case basis depending on the gravity of issues and potential losses involved. The Internal Auditor will oversee and control the subsequent investigation, therefore for this purpose the Head of Investigation will report to the Internal Auditor. The Terms of Reference should be agreed between those involved in the investigation. The Head of Investigation should arrange for an action plan to be put in place with, as far as is possible, a set timeframe and regular reviews. He should call on the assistance of various sources of help at all stages (technical assistance, personnel, external audit, attorneys, etc.) but ultimate responsibility and accountability in progressing the case should remain with the Head of Investigation. The Head of Investigation should have the necessary authority (i.e. the appropriate rank and experience) to enable him/her to properly discharge these duties. Depending on the volume of work to be performed and the issues involved, this person might be released from his/her main duties in the Company on a temporary The Head of Investigation should also be independent from the matter in question. It is the responsibility of the Head of Investigation to keep the Internal Auditor abreast of developments and report all material developments promptly to facilitate onward reporting to the Executive Team and Audit 14. LEARNING FROM EXPERIENCE Following completion of the case, the Internal Auditor should prepare a summary report on the outcome and lessons learned circulating it to all other interested parties who must take the appropriate action to improve controls to mitigate the scope for future recurrence of the fraud. Where a fraud has occurred, Management must make any necessary changes to systems and procedures to minimize prospects for similar acts of fraud. SUMMARY Deloitte, one of the world’s largest business consultants, offers the following guidance for businesses that want to begin a fraud-response plan: Create an allegation system: In what ways does the company systematically receive complaints? What process exists to assess the validity of complaints? How does the company train team members on what they should do if they suspect fraud? How does the company train team members on what they should not do if they suspect fraud? Allegation Triage: How does the company determine when to escalate a complaint to a formal investigation? How does the company document the criteria to determine which complaints get investigated? What protocols guide the investigator’s assignment? Case Investigation: What work plan exists to guide investigations? How do investigators handle evidence? What level of competency do investigators have? How does the company review case status? Who has access to case files? Communication and Reporting: How do investigators communicate with stakeholders? How does the company reveal investigations to team members? Action List The following checklist of actions may guide a person that suspects fraud within the company. Do not act on emotion. It’s time to gather all the facts. Alert appropriate management within your organization. This, of course, heavily depends on who’s suspected of committing the fraud. Fraud discovered at the lower echelons of the company can probably be handled by the direct manager in association with the compliance supervisor. Things get a bit more complicated the higher you move up the corporate ladder. Accountability, though, goes straight to the President, CEO and Board of Directors. So, make sure compliance is amply prepared and authorized to do what’s necessary even upon discovery of high-level fraud with the company. Document date, time and details of initial report/discovery. This is important for both the reporting of the suspected fraud and ongoing investigation. Take notes (and/or pictures and video) of all observations and actions. Important information can quickly be forgotten or confused over time. Creating copious notes and/or documenting photographic evidence helps ensure you have all the information the company needs to maintain the integrity of the investigation. Maintain confidentiality (only inform those people who need to know about the suspected act). Loose lips sink ships – and investigations. Prematurely alerting the suspect(s) leads to destruction of evidence and cover-ups. Do not confront the suspect. You could be putting yourself in danger, in addition to undermining the investigation. Write out in full the suspected act or wrongdoing in as much detail as possible, including: The alleged occurrence, Who was involved in the occurrence, Whether the activity is ongoing, Location of occurrence, The value of the loss or potential loss, and A list of who else may know of the activity. Collection of evidence is critical for proving the crime. Corporate investigations can take months and legal ones even longer. Identify all documentary and other evidence connected to the activity, such as: Invoices, Contract and Agreements, Purchase orders, Checks, Computers, Laptops, Tablets, Cell phones, Cloud access accounts, Credit card statements, and Relevant social media accounts. Immediately gather the evidence (only if doing so will not alert the suspects) and place it in a secure area. Bear in mind a need to maintain a legitimate chain of evidence in case it becomes necessary to bring in outside authorities. Protect the evidence from damage or contamination. This includes all confiscated electronic devices. You may need the evidence for civil or criminal proof, or even use it in a countersuit should you need to against a litigious fired employee. Identify all potential witnesses. This includes people within and without your organization. Certain people may even alternate from witness to suspect and vice-a-verse during the course of your investigation. If possible, secure and/or remove the suspect’s access to relevant computers and security systems. This decision is delicate and may need to be made at the highest levels of authority within the organization. There’s a fine balance between mitigating damages and continuing to collect evidence. You may want to consult outside legal and accounting firms and request an Opinion Letter regarding your decisions, depending on the situation. Ensure regular back-up of all files and secretly place additional security on all accounts the suspect(s) may have access to. Contact the company’s outside counsel and accountants for advice and recommendations. This should occur early on in the process but, typically, at the highest levels of management. Contact the company’s insurance carrier. You may or may not be covered for the type of fraud under investigation. Should you be covered, the insurer may have its own processes for conducting investigations and you may unwittingly forfeit certain rights or claims by not alerting them early enough. The insurer, moreover, may try to deny the claim and you might be forced to retain additional counsel to sue your insurer for coverage. You may need to retain a forensic accountant. Some frauds can be quite elaborate and complex, involve multiple jurisdictions and/or require advanced training in computer programming. A full investigation may require particular expertise. Continue to monitor suspicious personnel and activities to ascertain the full breadth and extent of the fraud.
Episode 51 - Cafés and Camouflage*Caution* Citizen Employee Geistman and Clone David 7 still at large. Fugitives should not be approached... or seen... no-one would want to escape the love of the board... please disregard the words “at Large” and “Fugitives” in this notification.If any employee notsees the notfugitives please inform your nearest Line Manager.HAIL THE BOARD____________________Content Warning for:CorpsesPutrefactionEmotional abuseInnuendoExistential crisisMentions of: death threats; food; smoking.____________________Special thanks to Patrick Stöhr for this episode's Brief Submission and this week's Patrons: L Lunovick, Clay Cameron, Krisp Dreemurr, Robert Hubert, Zoe Dapore, Lindy McLosin' It, Moriah Day, Shay Topaz, Ida Karoliussen, Patrick Lusk, Frood, Bella Choy, Daniela, Johnathan, Lauren Smithwick, Gill, Taro, Desiree Certain, Maggie Benson, Mundetiam, Ruth Harris, Abel Strictly, Neeley, Chiara Di Filippo, Beau, Molly Bushby-Medlen, Bee Murray, Van Bedard, Harrison Regan, space-gh0sts, M Whalen, seven goblins in a trench coat, escherzo, Kiah Benedict, Destiny Rivers, Dani Urbina, lare Nick Gilbert, pj bradley, cinderrain, Eliot Bonetto, Amanda Boltz, Monica, Rhys Whittemore, levee!, Cliffe, Sarah Bensch, Ellen Mcloughlin, Sirka, Leah, Allie, and Jekara.If you'd like to join them, be sure to visit www.patreon.com/rustyquill____________________Created by Tim Meredith and Ben MeredithProduced by Katie SeatonExecutive Producer Alexander J NewallPerformances:I.M.O.G.E.N: Imogen HarrisDavid 7: Ben MeredithTrexel Geistman: Tim MeredithHartro Piltz: Jenny HaufekEditing: Maddy SearleMusic: Samuel DF JonesArtwork: Anika KhanMastering: Jeffrey Nils GardnerFeatured SFX: bevibeldesign, bdunis4, Ighuaran, wibwob, Snapper4298, DNABeast, Chelly01, unfa, FunWithSound, cs2975871, Corruptinator, nickb1608, Adam_N, VitaWrap, heysticks & previously credited artists via freesound.org. Additional Voices by Maddy Searle.Additional music: Frogs Legs Rag by Kevin MacLeod, which can be found at: https://incompetech.filmmusic.io/song/5761-frogs-legs-rag, Licence: http://creativecommons.org/licenses/by/4.0/.Subscribe using your podcast software of choice or by visiting www.rustyquill.com/subscribe and be sure to rate and review us online; it really helps us spread across the galaxy.For more information on this week's sponsor, visit http://bit.ly/RhythmofWar for more info.Check out our merchandise, available at https://www.redbubble.com/people/RustyQuill/shop and https://www.teepublic.com/stores/rusty-quill.Join our community:WEBSITE: www.rustyquill.comFACEBOOK: www.facebook.com/therustyquill/TWITTER: @therustyquillREDDIT: www.reddit.com/r/RustyQuill/DISCORD: https://discord.gg/KckTv8yEMAIL: mail@rustyquill.comStellar Firma is a podcast distributed by Rusty Quill Ltd. and Licensed under a Creative Commons Attribution... See acast.com/privacy for privacy and opt-out information.
In this podcast, Craig talks to Chris Coburn of XE about the overlooked topic of the comms role of a line manager. They discuss the importance of line managers, and the relationships they must build to create internal communications of engagement within an organisation. Chris talks about how one business will have quite a different communication strategy to another, yet they all need line managers to identify any issues within their teams. But with large organisations, it is imperative that the line managers themselves also fully understand what is being communicated before representing their company’s message.
On today’s episode of the podcast, I interviewed a guest, Oluwole Dada, and we discussed on how to manage your line manager. Oluwole Dada is a sales and marketing professional. He has demonstrated leadership capacity over the years in his endeavours. He is currently the Head of Sales and Marketing at SecureID Limited, the only smart card manufacturing company in SSA. Go ahead to listen to this week’s episode below, happy listening. Do you need someone to talk to as regards your career aspirations? You can book a FREE 30-mins Career Clarity Session with Segun Akiode here After listening, feel free to drop a comment or ask your career related question in the comment section below. And remember to subscribe to the podcast, so you would not miss any podcast episode in the course of the year. Thank you for listening.
Hallo zusammen! Neue Editionen waren in der Vergangenheit ja durchaus schon mal Thema im DORPCast, etwa aus der Perspektive des Spektakels, was Editionskriege oft darbieten. Heute wählen Michael und Thomas aber mal eine andere Perspektive und fokussieren sich auf gute Gründe, warum neue Editionen einen Gewinn darstellen – und zwar nicht nur für die Verlage, wie der gemeine Zyniker gerne annimmt, sondern auch für die Spielerschaft. Dem voran gehen natürlich wie gewohnt allerhand Themen vor dem Thema. Feedback und Medienschau wie ihr sie kennt, dazu ein paar Neuigkeiten in eigener Sache und ein neuer Player, der sich schon mal an den Crowdfunding-Beckenrand stellt und seine Beine lockert. Und das alles natürlich abgerundet wie gehabt durch Timecodes, weiterführende Links und Infos unten in den Shownotes. Viele Grüße eure DORP 0:00:29 Intro 0:01:03 Feedback-Schleife 0:02:09 Crowdfundings: Pegasus kündigt eines zu Nyarlathotep an 0:05:12 Neu auf der DORP: Savage Worlds – Im Haus der Schlange 0:06:46 Thomas ist jetzt Line Manager für Earthdawn 0:07:09 Ulisses Online Con 2020 0:07:31 Medienschau: Savage Worlds – Béchamel 0:12:30 Medienschau: Doctor Sleep 0:17:19 Medienschau: Uncharted 2 0:23:57 Medienschau: Die Matrix-Trilogie 0:31:04 Zum Thema 0:32:15 Spieldesign ist ein fortlaufender Prozess 0:33:44 Wurden schon mal inmitten einer Edition Regeln ersetzt? 0:34:18 Dennoch: Editionen bieten die Chance zur Regel-Verbesserung 0:35:23 Revisionen innerhalb einer Edition zersplittern den Kern-Korpus 0:35:55 Machen neue Editionen Sachen besser? 0:37:51 Neuer Versuch: Ist Editions-Vielfalt wertvoll? 0:40:17 Mit dem Zeitgeist gehen 0:41:26 Editionen sind für Macher eine Chance, neues Wissen umzusetzen 0:43:06 Editionen sind ein guter Punkt, um bestehendes Material neu zu sortieren 0:44:37 Eine Chance auf eine Neubewertung des eigenen Settings 0:46:36 Neue Editionen generieren Aufmerksamkeit 0:48:13 Eine politische Dimension 0:50:01 Geplante Obszoleszenz 0:51:26 Power Creep 0:52:17 Machen neue Editionen alte Editonen „obsolet“? 0:54:28 Epilog 0:58:08 Gebt her euer Feedback! 0:58:38 Sermon 3.5 0:59:14 Adieu
Hallo zusammen! Neue Editionen waren in der Vergangenheit ja durchaus schon mal Thema im DORPCast, etwa aus der Perspektive des Spektakels, was Editionskriege oft darbieten. Heute wählen Michael und Thomas aber mal eine andere Perspektive und fokussieren sich auf gute Gründe, warum neue Editionen einen Gewinn darstellen – und zwar nicht nur für die Verlage, wie der gemeine Zyniker gerne annimmt, sondern auch für die Spielerschaft. Dem voran gehen natürlich wie gewohnt allerhand Themen vor dem Thema. Feedback und Medienschau wie ihr sie kennt, dazu ein paar Neuigkeiten in eigener Sache und ein neuer Player, der sich schon mal an den Crowdfunding-Beckenrand stellt und seine Beine lockert. Und das alles natürlich abgerundet wie gehabt durch Timecodes, weiterführende Links und Infos unten in den Shownotes. Viele Grüße eure DORP 0:00:29 Intro 0:01:03 Feedback-Schleife 0:02:09 Crowdfundings: Pegasus kündigt eines zu Nyarlathotep an 0:05:12 Neu auf der DORP: Savage Worlds – Im Haus der Schlange 0:06:46 Thomas ist jetzt Line Manager für Earthdawn 0:07:09 Ulisses Online Con 2020 0:07:31 Medienschau: Savage Worlds – Béchamel 0:12:30 Medienschau: Doctor Sleep 0:17:19 Medienschau: Uncharted 2 0:23:57 Medienschau: Die Matrix-Trilogie 0:31:04 Zum Thema 0:32:15 Spieldesign ist ein fortlaufender Prozess 0:33:44 Wurden schon mal inmitten einer Edition Regeln ersetzt? 0:34:18 Dennoch: Editionen bieten die Chance zur Regel-Verbesserung 0:35:23 Revisionen innerhalb einer Edition zersplittern den Kern-Korpus 0:35:55 Machen neue Editionen Sachen besser? 0:37:51 Neuer Versuch: Ist Editions-Vielfalt wertvoll? 0:40:17 Mit dem Zeitgeist gehen 0:41:26 Editionen sind für Macher eine Chance, neues Wissen umzusetzen 0:43:06 Editionen sind ein guter Punkt, um bestehendes Material neu zu sortieren 0:44:37 Eine Chance auf eine Neubewertung des eigenen Settings 0:46:36 Neue Editionen generieren Aufmerksamkeit 0:48:13 Eine politische Dimension 0:50:01 Geplante Obszoleszenz 0:51:26 Power Creep 0:52:17 Machen neue Editionen alte Editonen „obsolet“? 0:54:28 Epilog 0:58:08 Gebt her euer Feedback! 0:58:38 Sermon 3.5 0:59:14 Adieu
This week Kevin sits down with Sarah Mason, Chief People Officer at Foxtons. Sarah's career has taken so many twists and turns, starting in sales and moving into the people space via recruitment and further study. Aside from her career journey, Kevin and Sarah discuss the importance of good line manager coaching and measurable outcomes. The latter being a topic very close to Kevin's heart and a practice that Sarah has put to successful use in many roles. "Commercial, measurable outcomes, linked to practices that you have done is always a proud moment for me."
In today's episode I'm joined by Nicki Hetfield-Rogerson. Nicki is a freelance recruitment consultant now but before starting her business, she was employed by a large corporate organisation. Sadly they failed to provide the support necessary to help her through a distressing diagnosis of a brain tumour, combined with panic attacks, anxiety and a massive loss of confidence caused by the early onset of peri-menopause. causing her to feel she had little option than to resign her position.. Sadly Nicki's story is not uncommon (well, maybe the brain tumour!) and I'm sure will resonate with many employees who are struggling to deal with poor mental health or menopause related symptoms. Many managers lack the skills and empathy to deal with these situations. Training can make the difference between a manager who is supportive in helping to retain talented members of staff and those who drive that talent away. If you're an HR professional or a business owner keen to upskill your employees, especially during the uncertainty we're facing right now, drop me a message at bev@florescotraining.co.uk and let's discuss how Floresco Training and Coaching can help. www.florescotraining.co.uk
Roberta’s LinkedIn: https://www.linkedin.com/in/roberta-perrella-5b780416/Text me: (949) 415-6256 My podcast is Random Musings From The Clinical Trials Guru GET THE BOOK! https://www.amazon.com/dp/1090349521/... Text "guru" to 31996 to join VIP list! My blog: http://www.TheClinicalTrialsGuru.com My business Patreon Page: http://www.patreon.com/dansfera Site Owner Academy: http://www.theclinicaltrialsguru.com/... My CRO: http://www.DSCScro.com My CRA Academy: http://www.TheCRAacademy.com My CRC Academy: http://www.thecrcacademy.com
Line managers with young women in their families, who happen to be at the start of their careers, are more likely to approve flexible working arrangements and shared roles for their direct reports. This is what Tatjana Tasan identified, along with other findings, when she advocated for and piloted a job share program in a previous HR leadership role at Vodafone. Her aim was to drive greater diversity in senior roles. Today, she brings the same forward-thinking mindset as Chief People & Culture Officer at EKOMI, a consumer feedback company where trust and lasting relationships is core to their product and consumers experience.
In Part 2 with Malcolm Mauger, Business Line Manager Load/Haul APAC for Sandvik, we go into some of the cool new innovations that we may be seeing in the not so distant future. We spoke about full battery swap Trucks/Boggers, cleaner engines reducing Nano Diesel Particulates, fleet automation and much more. Great chat, make sure you put your science hat on for this one.
In Part 2 with Malcolm Mauger, Business Line Manager Load/Haul APAC for Sandvik, we go into some of the cool new innovations that we may be seeing in the not so distant future. We spoke about full battery swap Trucks/Boggers, cleaner engines reducing Nano Diesel Particulates, fleet automation and much more. Great chat, make sure you put your science hat on for this one.
Malcolm Mauger shares a great passion for the Mining Industry. From his humble beginnings of being an Auto Sparky, Mal has traveled all around the globe climbing the ranks to where he is today at Sandvik. In Part 1 with Mal, we talk about his early auto sparky days, a decade of expat life and the challenges of taking the big pay cut to return home for a more family friendly roster. Absolute legend of a bloke and very passionate about what he does at Sandvik. Great listen this one.
Malcolm Mauger shares a great passion for the Mining Industry. From his humble beginnings of being an Auto Sparky, Mal has traveled all around the globe climbing the ranks to where he is today at Sandvik. In Part 1 with Mal, we talk about his early auto sparky days, a decade of expat life and the challenges of taking the big pay cut to return home for a more family friendly roster. Absolute legend of a bloke and very passionate about what he does at Sandvik. Great listen this one.
บทบาทของผู้จัดการสายงานในการบริหารคน นอกจากการสรรหาคัดเลือก การพัฒนา การบริหารผลงาน และการบริหารค่าตอบแทนแล้ว อีกหนึ่งบทบาทที่สำคัญก็คือ การสร้างความผูกพันของพนักงานให้เกิดขึ้น ซึ่งเมื่อเกิดแล้ว ก็จะทำให้เราสามารถเก็บรักษาพนักงานมือดีไว้ได้นั่นเอง... ติดตามบทความด้าน HR เพิ่มเติม ได้ที่ prakal.com หรือ facebook page: Prakal HR Community หรือ VDO ความรู้ด้าน HR ที่ www.youtube.com/channel/UCPVBkS7L…iew_as=subscriber
บทบาทของผู่จัดการสายงานกับการบริหารค่าตอบแทนพนักงานที่อยู่ในการดูแลของเขานั้น จะต้องทำอย่างไร และมีบทบาทอย่างไร เพื่อทำให้ระบบค่าตอบแทนสามารถตอบโจทย์ของพนักงานได้ โดยไม่ไปทำให้พนักงานนั่งกังวลในเรื่องนี้ จนไม่เป็นอันทำงาน... ติดตามบทความด้าน HR เพิ่มเติม ได้ที่ prakal.com หรือ facebook page: Prakal HR Community หรือ VDO ความรู้ด้าน HR ที่ www.youtube.com/channel/UCPVBkS7L…iew_as=subscriber
บทบาทหน้าที่ของผู้จัดการสายงานในการบริหารคน อีกประการหนึ่งก็คือ การบริหารผลงานของลูกน้องตนเอง กล่าวคือ ทำอย่างไรก็ได้ให้ลูกน้องทำผลงานได้ตามเป้าหมายที่กำหนดไว้ ดังนั้น ก็เลยต้องมีบทบาทในการวางแผนผลงาน การติดตามผลงานลูกน้อง ให้ Feedback และสอนงานลูกน้องตนเอง เพื่อให้ผลงานดีขึ้น จากนั้นปลายปี ก็ประเมินผลงานเพื่อนำไปใช้ในการวางแผนต่อไป... ติดตามบทความด้าน HR เพิ่มเติม ได้ที่ prakal.com หรือ facebook page: Prakal HR Community หรือ VDO ความรู้ด้าน HR ที่ www.youtube.com/channel/UCPVBkS7L…iew_as=subscriber
Bad Line Manager Relationships - Clinical Research Industry In this episode Bad Line Manager relationships in the clinical research industry are discussed. Having a bad relationship with your line manager can be make or break for your clinical trials career. Don't forget to Subscribe for new content! Subscribe: https://youtube.com/eliteclinicalrese... Call or Text: 910-502-3732 Email: eliteclinicalgroup@gmail.com Podcast: https://anchor.fm/clinical-research-p... Steemit: https://steemit.com/@ecrgmedia Advertise: eliteclinicalgroup@gmail.com Watch: » Industry News: https://goo.gl/fNXpQ5 » All Videos: https://goo.gl/87XEFW » Interview Recaps: https://goo.gl/wJsk6W » Glassdoor Reviews: https://goo.gl/AbQzqe We do: » Insider Interviews » Resume Reviews » Question and Answer » Discuss all things Clinical Research » News and Product Reviews » Education --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/clinical-research-podcast/message Support this podcast: https://anchor.fm/clinical-research-podcast/support
ใครที่รู้ดีที่สุดว่า พนักงานเก่งตรงไหน มีจุดแข็งอะไร มีจุดอ่อนอะไรบ้าง และต้องพัฒนาอะไรบ้างในแต่ละปี คนที่รู้ดีที่สุด ก็คือ ผู้จัดการสายงานที่ทำงานกับพนักงานคนนั้นๆ มาระยะเวลาหนึ่ง ดังนั้น บทบาทหน้าที่ของผู้จัดการสายงานในการบริหารทรัพยากรบุคคลที่ขาดไม่ได้อีกประการหนึ่งก็คือ การพัฒนาพนักงานนั่นเอง... ติดตามบทความด้าน HR เพิ่มเติม ได้ที่ prakal.com หรือ facebook page: Prakal HR Community หรือ VDO ความรู้ด้าน HR ที่ www.youtube.com/channel/UCPVBkS7L…iew_as=subscriber
บทบาทของผู้จัดการสายงานกับการสรรหาพนักงาน ควรมีอะไรบ้าง และเมื่อฝ่ายบุคคลสรรหามาได้แล้ว ผู้จัดการสายงานจะมีบทบาทในการคัดเลือกผู้สมัครอย่างไรบ้าง มาติดตามกันครับ... ติดตามบทความด้าน HR เพิ่มเติม ได้ที่ prakal.com หรือ facebook page: Prakal HR Community หรือ VDO ความรู้ด้าน HR ที่ www.youtube.com/channel/UCPVBkS7L…iew_as=subscriber
ผู้จัดการสายงาน มีความเกี่ยวข้องอย่างไรกับการบริหารทรัพยากรบุคคลบ้าง คำว่า ผู้จัดการสายงาน จริงๆ ก็คือ ผู้จัดการงานบุคคลด้วยเช่นกัน ท่านคิดว่าจริงหรือไม่อย่างไร เราจะมาคุยกันถึงบทบาทของผู้จัดการสายงานที่จะต้องเข้ามามีส่วนในการบริหารทรัพยากรบุคคลในองค์กร เพื่อให้เกิดความสำเร็จสูงสุดได้อย่างไร ติดตามบทความด้าน HR เพิ่มเติม ได้ที่ prakal.com หรือ facebook page: Prakal HR Community หรือ VDO ความรู้ด้าน HR ที่ www.youtube.com/channel/UCPVBkS7L…iew_as=subscriber
What makes a good line manager? Which issues a new manager may encounter in his new managerial role? Having people skills to inspire a motive a team and get things done are some of the important capabilities that any line manager would need to excel. In this podcast, Jo Ellen Grzyb and Sarah Dawrant, one of our senior Training Consultants at Impact Factory, discuss the challenges a new line manager may have and offer practical solutions to accomplish work and increase performance.
Panel: Erik Dietrich In this episode of the Freelancer’s Show Erik, discuss “How to Target Management or the C-Suite as a Freelancer.” The discussion covers how to develop an offer or pitch, and understanding the pain points for leadership roles, and offering value to help them in their business and getting hired. Erik provides several great tactics to warm-up the C-Suite to get a job. In particular, we dive pretty deep on: 1:02 - Erik talks about targeting the manager or C-suite for freelancing. Erik talks about speaking to your peers but not the C-suite, or selling your peers in salary positions. 3:00 - Erik talks about falling into his practice of selling your skill to peers. Erik reminds us that your buyers are not your peers, but the people who have the money to buy app development. Management or the C Suite. 5:00 - Erik breaks down the buying system for tech or application development. Eric continues with vetting. Erik talks about the role of Line Management and their power to spend money on services. 9:33 - Erik talks about the Director role and their power to hire and sign off on hiring. This is important to target that right person to get hire for a job or contract. Erik shares on how to approach each of the composite buyers, VP, CIO and or Line Manager. 12:00 - Erik talks about approaching the VP for a job, but offering a compelling reason to be hired. What does that look like? Erik talks about getting in front of these people with hiring roles. 14:00 - Erik talks about constructing your pitch. But using a persona to help develop your pitch for a job. Erik share the importance of a niche and cross referencing with those who are in the hiring position. 17:55 - Erik says to understand these people with the hiring role. Next is to understand their pain points in their line of business. Erik continues with explaining new role taken by C Suite. How do you approach people in these new roles? 21:55 - Erik mentions how to approach the leadership personnel with tactics to help or lift them in their positions to get hired. Erik call this developing an offering to the leadership. Getting in to their head, and understanding their pain points. 24:00 - Erik say another important point to understand about leadership’s point of view is understanding what doesn’t matter to them. Find out what interest them, and gets them promoted. Erik gives suggestions on how you should view and help their point of view in their role as a leader. This helps you get hired. 28:00 - Erik shares how to target the C Suite in some social setting and find out what interests them in their field of business. Erik shares about refining your elevator pitch and getting an appointment. 30:00 - Erik shares tactics assuming that you appeal to the leaders and gain their interest. Erik talks about letting them know you want to pick their brain. 33:00 - Erik talks about developing your outreach and creating emails focused on them. Make the email about them and understanding their pain points. 35:00 - Erik shares about warming up that leaders seeing who you know in the business. Also asking for referrals and reaching out to other for a second degree introduction. 39:00 - Erik talks about humanizing the leaders and understand their roles and helping their pain points. The way to target them is not to waste their time. Sponsors/affiliates Get a Coder Job Freshbooks Picks: Erik The E-Myth Revisited Developer Hegemony
Panel: Erik Dietrich In this episode of the Freelancer’s Show Erik, discuss “How to Target Management or the C-Suite as a Freelancer.” The discussion covers how to develop an offer or pitch, and understanding the pain points for leadership roles, and offering value to help them in their business and getting hired. Erik provides several great tactics to warm-up the C-Suite to get a job. In particular, we dive pretty deep on: 1:02 - Erik talks about targeting the manager or C-suite for freelancing. Erik talks about speaking to your peers but not the C-suite, or selling your peers in salary positions. 3:00 - Erik talks about falling into his practice of selling your skill to peers. Erik reminds us that your buyers are not your peers, but the people who have the money to buy app development. Management or the C Suite. 5:00 - Erik breaks down the buying system for tech or application development. Eric continues with vetting. Erik talks about the role of Line Management and their power to spend money on services. 9:33 - Erik talks about the Director role and their power to hire and sign off on hiring. This is important to target that right person to get hire for a job or contract. Erik shares on how to approach each of the composite buyers, VP, CIO and or Line Manager. 12:00 - Erik talks about approaching the VP for a job, but offering a compelling reason to be hired. What does that look like? Erik talks about getting in front of these people with hiring roles. 14:00 - Erik talks about constructing your pitch. But using a persona to help develop your pitch for a job. Erik share the importance of a niche and cross referencing with those who are in the hiring position. 17:55 - Erik says to understand these people with the hiring role. Next is to understand their pain points in their line of business. Erik continues with explaining new role taken by C Suite. How do you approach people in these new roles? 21:55 - Erik mentions how to approach the leadership personnel with tactics to help or lift them in their positions to get hired. Erik call this developing an offering to the leadership. Getting in to their head, and understanding their pain points. 24:00 - Erik say another important point to understand about leadership’s point of view is understanding what doesn’t matter to them. Find out what interest them, and gets them promoted. Erik gives suggestions on how you should view and help their point of view in their role as a leader. This helps you get hired. 28:00 - Erik shares how to target the C Suite in some social setting and find out what interests them in their field of business. Erik shares about refining your elevator pitch and getting an appointment. 30:00 - Erik shares tactics assuming that you appeal to the leaders and gain their interest. Erik talks about letting them know you want to pick their brain. 33:00 - Erik talks about developing your outreach and creating emails focused on them. Make the email about them and understanding their pain points. 35:00 - Erik shares about warming up that leaders seeing who you know in the business. Also asking for referrals and reaching out to other for a second degree introduction. 39:00 - Erik talks about humanizing the leaders and understand their roles and helping their pain points. The way to target them is not to waste their time. Sponsors/affiliates Get a Coder Job Freshbooks Picks: Erik The E-Myth Revisited Developer Hegemony
Susanne McCabe from Lifeswitch Coaching talks about how to identify signs of stress in employee, the key elements of a stress framework in the workplace and what Line Managers can do to help their employee talk to them about stress.
Susanne McCabe from Lifeswitch Coaching talks about how to identify signs of stress in employee, the key elements of a stress framework in the workplace and what Line Managers can do to help their employee talk to them about stress.
Susanne McCabe from Lifeswitch Coaching talks about how to identify signs of stress in employee, the key elements of a stress framework in the workplace and what Line Managers can do to help their employee talk to them about stress.
We recently added the donate button here on the anchor platform, If you would like to contribute to show production feel free to go ahead and donate any amount. - ECRG ECRG details that one time his line manager at the time made him so angry. Have you ever had a time when the manager made you very angry? In clinical research time is of the essence and when a manager doesnt act fast enough on certain things, that can be very enraging and cause one to miss out on opportunities. Don't forget to Subscribe for new content! Subscribe: https://goo.gl/qsdk2N Email: eliteclinicalgroup@gmail.com Podcast: https://anchor.fm/clinical-research-p... Steemit: https://steemit.com/@ecrgmedia Watch: » Industry News: https://goo.gl/fNXpQ5 » All Videos: https://goo.gl/87XEFW » Interview Recaps: https://goo.gl/wJsk6W » Glassdoor Reviews: https://goo.gl/AbQzqe --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/clinical-research-podcast/message Support this podcast: https://anchor.fm/clinical-research-podcast/support
In this episode we talk about what exactly a line manager is in clinical research. A lot of people may have not heard about what a line manager is but in this episode we discuss the ins and outs of what a line manager is. Don't forget to Subscribe for new content! Subscribe: https://goo.gl/qsdk2N Email: eliteclinicalgroup@gmail.com Podcast: https://anchor.fm/clinical-research-p... Steemit: https://steemit.com/@ecrgmedia Watch: » Industry News: https://goo.gl/fNXpQ5 » All Videos: https://goo.gl/87XEFW » Interview Recaps: https://goo.gl/wJsk6W » Glassdoor Reviews: https://goo.gl/AbQzqe --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/clinical-research-podcast/message Support this podcast: https://anchor.fm/clinical-research-podcast/support
In the corporate America game, it is very important to make sure you take control of your destiny and use your manager to encourage and reach your career goals. Managers are not all created equally and certain ones have their own pros and cons. If you know what career path you want to follow and know where you want to end up, here are some tips to ensure that your line manager is on the same page in ensuring that you get to where you want to be. Resume Review Program - Eliteclinicalgroup@gmail.com --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/clinical-research-podcast/message Support this podcast: https://anchor.fm/clinical-research-podcast/support
From my perspective these are the tips that make a great manager or line manager, regardless of field. If you are in clinical research, thats great and if not, that is great also but these tips are bonafide and can help anyone better understand what is needed from a line manger in order to be successful. Dont forget to follow us on youtube: https://www.youtube.com/channel/UCe_8NUyFNS-dBLWq5Mi0eJg --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/clinical-research-podcast/message Support this podcast: https://anchor.fm/clinical-research-podcast/support
Cathy Hoy, former senior L&D manager of Coca Cola European Partners and now Founder & Director of Learning Bar, discusses the importance of the role of line managers in the success of L&D in the organisation.
Founded: 2016Sold 300 units in local retailersFinanced: $125K personal, $125K friends and family6 patents pending: $20K in expense$50K Kickstarter Goal - Launched August 2017$80K First day Kickstarter salesBook recommendation: The Silk Roads by Peter FrankopanFavorite philosopher: BuddhaFavorite quote: "Do you know why you should race again? It's because it's what you love." Adam McKay (Susan played by Amy Adams)- Talladega NightsA CEO you follow: Elon MuskFavorite documentary: The Look of Silence - Joshua OpenheimerFavorite artwork: My daughter'sFavorite music: It's hard to say, I like a variety of genres and artists. Depends on the time of day, week, month year.What would your last meal be? My moms Fried chicken, mashed potatoes, corn and peas with gravy.What is the meaning of life? Living things are all somehow connected and fit together like a puzzle.What is your situation? Married with 4 kidsWhat advice would you give your 20 y/o self? Keep doing what your doing and have confidence in who you are.What do you have left to do? Build a world class brand that produces great products and supports a fulfilling lifestyle for customers and employees.How would you invest and additional $5,000 into your business? Into producing more product.$50,000? A product Line Manager$500,000? My 2018 budget
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