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Affiche du document Change from the Inside Out

Change from the Inside Out

Erika Andersen

1h29min15

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119 pages. Temps de lecture estimé 1h29min.
Change initiatives fail because humans are hardwired to return to what's worked for us in the past. This book offers a straightforward process for rewiring ourselves and those we lead to be more change-capable. Change initiatives fail because humans are hardwired to return to what's worked for us in the past. This book offers a straightforward process for rewiring ourselves and those we lead to be more change-capable. Erika Andersen says avoiding change has been a historical imperative. In this book, she shows how we can overcome that reluctance and get good at making necessary change. Using a fictional story about a jewelry business changing generational hands, Andersen lays out a five-step model for addressing both this human side of change and its practical aspects: Step 1: Clarify the change and why it's needed—Get clear on what the change is and the benefits it will bring.Step 2: Envision the future state—Build a shared picture of the post-change future.Step 3: Build the change—Bring together a change team, engage key stakeholders, and plan the change.Step 4: Lead the transition—Build a transition plan that supports the human side of the change, then engage the whole organization in making the change.Step 5: Keep the change going—Work to make your organization permanently more change-capable. With opportunities to self-reflect and try out the ideas and approaches throughout, this book is a practical guide to thriving in this era of nonstop change.PrefaceChapter 1: How Change Has ChangedChapter 2: We Prefer StabilityChapter 3: Let the Re-Wiring BeginChapter 4: Changing on Three Levels – Leaders, Individuals, OrganizationsChapter 5: The Change ModelChapter 6: Start at the Beginning – Step 1, Clarify the Change and Why It's NeededChapter 7: What Change Will Bring – Step 2, Envision the Future StateChapter 8: The Heart of the Effort – Step 3, Build the ChangeChapter 9: Engaging the Whole Organization – Step 4, Lead the TransitionChapter 10: To the Future – Step 5, Keep the Change GoingChapter 11: On Becoming Change-CapableNotes AcknowledgmentsIndex
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Affiche du document Telling Training's Story

Telling Training's Story

Robert Brinkerhoff

3h24min45

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273 pages. Temps de lecture estimé 3h25min.
You know it in your gut—training and development is valuable and worthwhile. But as a trainer, you need to prove this fact over and over to clients focused on bottom-line results. While most training evaluation methods are too elaborate, too complex, too costly, too difficult to explain, or worse, produce data that nobody believes, Telling Training's Story offers a simple, compelling way of evaluating training's impact: The Success Case Method (SCM).Based on careful analysis of participants' first-person accounts of their experiences in a training initiative, SCM doesn't just measure the impact of training, but pinpoints the very factors that make or break training success. Filled with examples, illustrations, tools, and checklists, Telling Training's Story not only shares the power of the Success Case Method to evaluate training, it also offers practical step-by-step guidelines for increasing the ROI of future learning and performance initiatives.Preface Acknowledgments Part 1Chapter One Getting to the Heart of Training ImpactCan We “Prove” Training Impact?Chapter Two How the Success Case Method Works: Two Basic StepsTraining Evaluation RealitiesThe Success Case Method: Step by StepChapter Three Success Case Method Strategy—Building Organizational Learning CapacityThe Determinants of Training ImpactLearning Alone Is Insufficient Risks of the Common Training Evaluation StrategyAn Evaluation Strategy for Building OrganizationalLearning Competence A Fundamental Shift in FocusRedefining the Evaluation Process Implementing the Strategy to Drive Change Chapter Four Focusing and Planning a Success Case Method Study1. Clarifying the Purpose of the SCM Study 2. Meet with and Discuss the Study with Key Stakeholders 3. Define the Program That Is to Be Studied4. Define the Population of Participants to Be Studied, and Identify Any Needed Sampling Parameters 5. How Soon After the Training to Conduct the Survey 6. Establishing a Schedule for the Study 7. Specify and Confirm the Resources Available for the Study 8. Finalize the Success Case StrategyChapter Five Constructing a Simple Training Impact ModelElements of the Impact ModelConstructing an Impact Model Chapter Six Fishing for Success Conducting the SCM SurveyDefining the Survey Step Conducting the SCM SurveyChapter Seven Sorting the “Catch”—Analyzing Survey Results Scoring and Sorting the Survey Response Choosing Interviewee Candidates Analyzing Data to Estimate Nature and Scope of Impact Chapter Eight Digging Out and Telling the Stories— the SCM InterviewsResolving Causal Questions The SCM Interview Structure Preparing for the InterviewsChapter Nine Drawing Compelling ConclusionsThe Eight Major SCM Conclusions Conclusion Type One: What, If Any, Impact Was Achieved? Conclusion Type Two: How Widespread Is Success? Summary of Final Conclusions Conclusion Type Three: Did the Training Work Better in Some Parts of the Organization, or with Some Types of Participants, Better than Others? Conclusion Type Four: Were Some Parts of the Training More Successfully Applied than Others? Conclusion Type 5: What Systemic Factors Were Associated with Success and a Lack of Success? Conclusion Type Six: What Is the Value of Outcomes Achieved? Conclusion Type Seven: What Is the Unrealized Value of the Training? Conclusion Type Eight: How Do the Benefits of the Training Compare with the Costs? Part 2Chapter Ten Sales Training at GrundfosThe Setting Purposes of the SCM Study Organizing the Study Challenges and Constraints The SCM Chronology The Impact Model Survey Actions After the SCM StudyChapter Eleven Service Technician Training at the Compaq Computer CorporationOther Important Factors Preparing for the Evaluation Evaluation Results The Rest of the Story Chapter Twelve Coaching and Training at Coffee Bean and Tea Leaf The Business Scenario The Training Intervention The Evaluation Purpose SCM Study Procedures Survey Results Interview Results Recommendations Challenges and Lessons LearnedChapter Thirteen Executive Development at Allstate InsuranceEvaluation Purposes The Evaluation Process Challenges and Constraints Results Conclusions Recommendations Lessons LearnedReferences Success Case Method Assistance and Resources Index About the Author About Berrett-Koehler Publishers
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Affiche du document The Power of Community

The Power of Community

Vaishali Mane

1h27min45

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117 pages. Temps de lecture estimé 1h28min.
The Power of Community centers on the core principle of “giving is getting,” exploring the transformative potential of giving, receiving, and growing within communities.The Power of Community: Give, Get, and Grow is a heartfelt reflection of the values of generosity and selflessness passed down from the author's parents. Their acts of giving, whether offering financial support or providing shelter to those in need, have deeply influenced Mane's understanding of community. This book encourages readers to embrace the power of giving and receiving, showing how these acts create a cycle of growth and transformation. It honors individuals who improve the world through the willingness to give, the humility to receive, and the collective effort to build a better community.The Power of Community centers on the core principle of “giving is getting,” exploring the transformative potential of giving, receiving, and growing within communities. It examines how these principles foster personal and collective development, resilience, and stronger networks. Trust, reciprocity, and leadership are vital to sustaining growth, while addressing the challenges of disconnection in modern times. Each chapter covers topics such as personal development, social change, and the importance of feedback loops. Through the Give-Get-Grow framework, readers are encouraged to cultivate generosity, build connections, and contribute to thriving communities.
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Affiche du document Sustaining High Performance in Business

Sustaining High Performance in Business

Jeffrey S. Harrison

59min15

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79 pages. Temps de lecture estimé 59min.
This book provides a concise yet complete guide for strategic management.Managers face a difficult challenge in successfully guiding their firms so that they sustain high financial performance, while also being sensitive to the environment, taking good care of their employees and customers, being fair with their suppliers, and giving back to the communities in which operate. While many books have been written that focus on one business topic or another as the key to achieving sustainable success in business, it is the efficiency and effectiveness of a firm’s entire value creating system that determines its long-term performance.In this book, systems theory is used as an integrative mechanism to combine the best ideas about sustaining high performance from the fields of economics, the resource-based perspective, and stakeholder theory. Tools are provided for conducting in-depth, detailed analyses of each part of a firm’s value creation system and its contribution to the total stakeholder value created by the firm. The book then describes how to use this information to create winning strategies that lead to the creation of additional stakeholder value and high long-term financial performance. In addition, detailed implementation tools are provided to ensure that strategies are carried out successfully. This book provides a concise yet complete guide for strategic management.
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Affiche du document Have You Ever Had a Boss That . . .

Have You Ever Had a Boss That . . .

Eric Charran

1h42min00

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136 pages. Temps de lecture estimé 1h42min.
Have You Ever Had a Boss That…?Succeeding in a Dysfunctional WorkplaceEric Charran, a veteran technology executive with over 25 years of leadership experience at some of the world’s largest organizations—including 18 years at Microsoft—has worked under every kind of boss imaginable. From transformational leaders to those who thrive in chaos, he has seen firsthand how leadership dynamics shape workplace culture, employee engagement, and career progression.In Have You Ever Had a Boss That…?, Charran offers a compelling, research-backed guide for professionals at all career stages, from early-career employees to senior executives, providing actionable strategies to not just survive—but excel in dysfunctional workplaces.Through real-world case studies, psychological insights, and practical frameworks, Charran introduces nine distinct boss archetypes, each representing a different form of unhelpful or toxic leadership. From The Firefighter, who creates emergencies just to put them out, to The Attack Sub, who operates in secrecy to undermine colleagues, these archetypes explain why so many professionals struggle with ineffective managers—and how to turn these challenges into career-building opportunities.Workplace dysfunction can drain productivity, stall careers, and create daily stress, but professionals who understand leadership behaviors and adapt strategically can navigate even the most challenging environments. Drawing from his extensive experience leading high-impact teams, Charran reveals how to “manage up,” influence from any position, and take control of your career path—even when working for a difficult boss.This book is an essential resource for anyone who has ever felt stuck in a frustrating workplace, struggled under poor leadership, or wondered how to turn dysfunction into success.You may not be able to choose your boss, but you can choose how to thrive, grow, and take control of your success—no matter the workplace challenges you face.
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Affiche du document Nice Guys Finish Last And Other Workplace Lies

Nice Guys Finish Last And Other Workplace Lies

John Ruffa

1h24min00

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112 pages. Temps de lecture estimé 1h24min.
Nice Guys Finish Last and Other Workplace Lies: Successfully Navigating the Modern Workplace serves as an essential resource for today’s worker. It directly identifies and exposes the lies, half-truths and misperceptions that cause havoc and disruption in the workplace, offering time-tested principles addressing workplace challenges and facilitating workplace success and advancement.Today’s modern workplace can be an extremely challenging place. Virtually everyone has a story about an impossible boss, a difficult coworker, a challenging deadline, a toxic work environment, a lack of resources, an annoying new policy- leaving today’s worker in serious need of trusted advice to navigate the daily challenges they face.Unfortunately, much of the advice circulating in today’s workplace is misleading and untrue, full of rarely challenged and generally accepted principles and “truths” that are actually false. Regrettably, well-meaning people often adopt these lies, myths, and misrepresentations and too often suffer the consequences of the poor advice that they convey.Nice Guys Finish Last and Other Workplace Lies: Successfully Navigating the Modern Workplace meets this urgent need by serving as an essential resource for today’s worker. It directly identifies and exposes the lies, half-truths and misperceptions that cause havoc and disruption in the workplace, offering time-tested principles addressing workplace challenges and facilitating workplace success and advancement.Written by an experienced NASA engineer with a long career of practical, hands-on experience leading technical teams on complex spaceflight missions, this book leverages years of experience to clearly identify the lies and mistruths prevalent in today’s workforce. Armed with a wealth of examples from his own challenging workplace experiences, each chapter identifies common workplace falsehoods and highlights key principles vital for workplace success.Written in a straightforward, entertaining, and easy to digest manner, Nice Guys Finish Last and Other Workplace Lies dispels commonly accepted workplace myths and provides the reader with the benefits of a lifetime of practical workplace experiences without having to experience the “school of hard knocks” themselves.
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Affiche du document Organiser et réussir vos événements

Organiser et réussir vos événements

Damien Masset

48min00

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64 pages. Temps de lecture estimé 48min.
Assemblée générale, lancement de produit, compétition sportive, spectacle, inauguration, conférence, séminaire…La réussite d’un événement repose sur une organisation rigoureuse, une bonne anticipation et une coordination sans faille.Sortir du cadre habituel de travail pour entrer dans la dynamique événementielle mobilise des compétences transversales : créativité, gestion du stress, réactivité, sens du détail, esprit d’équipe…Ce guide propose une méthode structurée pour accompagner toutes les phases du projet événementiel, depuis sa préparation jusqu’à son pilotage opérationnel, en passant par la planification, la communication, la coordination des prestataires et la maîtrise des imprévus.Il vous aidera aussi à tirer les enseignements de cette expérience grâce à une évaluation structurée, indispensable pour progresser et professionnaliser votre démarche.À l’appui d’une méthodologie d’analyse et d’organisation agrémentée de documents immédiatement opérationnels, cet ouvrage constitue une boîte à outils complète et modulable, adaptable à tout type d’événement, du plus simple au plus ambitieux. PRÉPARER LE PROJET ÉVÉNEMENTIELCheck-list avant de passer à l’étape suivanteQuels sont les points importants ?Fiches téléchargeablesFiche 1 - Note de cadrageFiche 2 - Budget d’organisation généraleFiche 3 - Compte rendu de réunionÉtape 1 - Identifier les besoinsQuels sont les acteurs concernés ?Que faut-il faire ?Check-list avant de passer à l’étape suivanteQuels sont les points importants ?Fiche téléchargeableFiche 4 - Grille d’identification des besoinsÉtape 2 - Travailler le conceptQuels sont les acteurs concernés ?Que faut-il faire ?Check-list avant de passer à l’étape suivanteQuels sont les points importants ?Étape 3 - Définir les cahiers des charges, le planning et le budgetQuels sont les acteurs concernés ?Que faut-il faire ?Check-list avant de passer à l’étape suivanteQuels sont les points importants ?Fiches téléchargeablesFiche 5 - Table récapitulative des prestatairesFiche 6 - Grille de budget typeFiche 7 - Planning des actions à menerPILOTER LE PROJET ÉVÉNEMENTIELÉtape 4 - Sélectionner les prestatairesQuels sont les acteurs concernés ?Que faut-il faire ?Check-list avant de passer à l’étape suivanteQuels sont les points importants ?Fiches téléchargeablesFiche 8 - Tableau comparatif des prestations (exemple)Fiche 9 - Fiche de visite et de testÉtape 5 - Ajuster le budgetQuels sont les acteurs concernés ?Que faut-il faire ?Check-list avant de passer à l’étape suivanteQuels sont les points importants ?Étape 6 - Valider le dispositifQuels sont les acteurs concernés ?Que faut-il faire ?Check-list avant de passer à l’étape suivante.Quels sont les points importants ?Fiches téléchargeablesFiche 10 - Check-list organisateurFiche 11 - Notice de sécurité (exemple à adapter et développer selon le contexte)Étape 7 - Anticiper les imprévusQuels sont les acteurs concernés ?Que faut-il faire ?Check-list avant de passer à l’étape suivanteQuels sont les points importants ?Fiches téléchargeablesFiche 12 - Fiche du pireFiche 13 - Se préparer et anticiper la crisePour aller plus loin : les signaux faiblesÉtape 8 - Organiser le terrainQuels sont les acteurs concernés ?Que faut-il faire ?Check-list avant de passer à l’étape suivanteQuels sont les points importants ?Fiches téléchargeablesFiche 14 - Cahier d’organisationÉtape 9 - Réaliser l’événementQuels sont les acteurs concernés ?Que faut-il faire ?Check-list avant de passer à l’étape suivanteQuels sont les points importants ?FAIRE LE BILAN DU PROJETÉtape 10 - Mesurer les résultatsQuels sont les acteurs concernés ?Que faut-il faire ?Check-list avant de passer à l’étape suivanteQuels sont les points importants ?Fiche téléchargeableFiche 15 - Grille d’évaluationPour aller plus loin : l’événementiel face à la question de son empreinte environnementale 
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Affiche du document Predictive Evaluation

Predictive Evaluation

David Basarab

2h06min45

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169 pages. Temps de lecture estimé 2h7min.
A long-time leader, practitioner, and pioneer in evaluating training programs offers a powerful and proven new approach to challenging training topics: how to predict in advance whether training programs will produce the desired results and be cost-effective, track progress as the training programs are underway, and gather more useful information for evaluating what worked and didn’t work.At last, an answer to the question that has bedeviled trainers for decades. Predictive evaluation enables you to effectively and accurately forecast training's value to your company, measure against these predictions, establish indicators to track your progress, make midcourse corrections, and report the results in a language that business executives respond to and understand. Dave Basarab explains how to begin by identifying the specific goals and beliefs you want to instill in participants. The next step is to determine exactly what these will look like when put into action. Finally you develop quantifiable measures of how employees' adopting the target beliefs and goals will impact the business. A key strength of this process is that it is profoundly collaborative—supervisors and employees work together to establish standards for success each step of the way. A how-to guide filled with worksheets, examples, and other tools, Predictive Evaluation ensures that, rather than being regarded as an expense and an act of faith, training will be seen as an investment with a concrete payoff. ForewordPrefaceIntroduction: An Innovative Method of Training Evaluation1. The Predictive Evaluation Approach2. Predicting Training's Value3. Intention Evaluation4. Adoption Evaluation5. Impact Evaluation6. How to Get Started--Implementing Predictive EvaluationGlossaryNotesBibliography and Recommended ReadingsAcknowledgmentsIndexAbout the Author
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Affiche du document Structured On-the-Job Training

Structured On-the-Job Training

Ronald Jacobs

3h54min45

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313 pages. Temps de lecture estimé 3h55min.
New edition of a classic text on structured on-the-job training (S-OJT)-completely revised throughout with four additional chapters Offers a comprehensive approach to designing, implementing, and evaluating S-OJT programs Based on 20 years of research and development in a range of organizations This revised and expanded edition of a classic text provides a comprehensive guide to understanding, developing, and using structured on-the-job training in a variety of training situations and organizational contexts. Jacobs defines S-OJT and provides a rationale based on the need to develop high levels of employee competence, or expertise, in the workplace. He then describes a six-step process used to design and implement S-OJT programs. The emphasis here is how S-OJT can be used for managerial training, technical training, and awareness training. The chapters in the final section describe how S-OJT has been used to achieve organizational and societal goals. Included in this section are discussions regarding S-OJT as an organizational change strategy, quality management, cross-cultural aspects, and workforce development.Based on 20 years of research and development in a range of organizationsThis revised and expanded edition of a classic text provides a comprehensive guide to understanding, developing, and using structured on-the-job training in a variety of training situations and organizational contexts. Jacobs defines S-OJT and provides a rationale based on the need to develop high levels of employee competence, or expertise, in the workplace. He then describes a six-step process used to design and implement S-OJT programs. The emphasis here is how S-OJT can be used for managerial training, technical training, and awareness training. The chapters in the final section describe how S-OJT has been used to achieve organizational and societal goals. Included in this section are discussions regarding S-OJT as an organizational change strategy, quality management, cross-cultural aspects, and workforce development.Preface PART ONE: MEETING THE DEMAND FOR EMPLOYEE EXPERTISEThe Challenge of Developing Employee ExpertiseA System View of Structured On-the-Job Training Training and Learning in the Work Setting PART TWO: STRUCTURED ON-THE-JOB TRAINING PROCESSDeciding Whether to Use Structured On-the- Job TrainingAnalyzing the Work to Be LearnedSelecting, Training, and Managing Employees to Deliver Structured On-the-Job TrainingPreparing the Structured On-the-Job Training ModulesGetting Ready to Deliver Structured On-the- Job TrainingPART 3: USING STRUCTURED ON-THE-JOB TRAININGDelivering Managerial, Technical, and Awareness Training Evaluating and Troubleshooting Structured On-the-Job Training ProgramsOrganizational Change and Structured On- the-Job TrainingGlobal Perspective of Structured On-the-Job Training Workforce Development and Structured On- the-Job Training Change Management Process and Issues in Using Structured On-the-Job TrainingConclusion: Developing a Culture of Expertise APPENDICESExcerpts from the Training within Industry Report Describing the Lens Grinder StudyS-OJT Trainer Evaluation FormTrainee Evaluation Form Sample S-OJT Module with Embedded Training Events References Index About the Author
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