Capitalizing On Behavior Based Safety To Address Human Resource Development Needs
|
|
|
- Cameron Willis
- 6 years ago
- Views:
Transcription
1 University of Nebraska - Lincoln DigitalCommons@University of Nebraska - Lincoln United States Department of Transportation -- Publications & Papers U.S. Department of Transportation 2002 Capitalizing On Behavior Based Safety To Address Human Resource Development Needs Ron Newton Peak, Inc. Follow this and additional works at: Part of the Civil and Environmental Engineering Commons Newton, Ron, "Capitalizing On Behavior Based Safety To Address Human Resource Development Needs" (2002). United States Department of Transportation -- Publications & Papers This Article is brought to you for free and open access by the U.S. Department of Transportation at DigitalCommons@University of Nebraska - Lincoln. It has been accepted for inclusion in United States Department of Transportation -- Publications & Papers by an authorized administrator of DigitalCommons@University of Nebraska - Lincoln.
2 HFW2002 Workshop On Human Factors In Offshore Operations Capitalizing On Behavior Based Safety To Address Human Resource Development Needs Ron Newton Peak, Inc.
3 ... Recruitment and retention problems are barriers to quality improvement initiatives, a driving factor in personal injuries and accidents, and a drain on crew performance. American Waterway Operators Task Force
4 All areas of human resource development and management are now interlinked more than ever safety, personnel recruitment and retention, quality, fatigue, teamwork all. How Can We Capitalize on the Behavior Based Safety Process to Improve Total Human Resource Development?
5 A Model For Examination Peak s 10-Year Experience With Offshore Service Companies Offshore Marine Industry: 1992-Present 8 Offshore Service Providers & 3 E&P Companies Extensive Research Into Safety Behavior Culture: To Date: Inland US Offshore World Offshore Personality and Behavior Data From +6,000 Vessel Officers, Deck Ratings & Shore Staff Serving In The Offshore Marine Industry
6 Task #1 Define Behavioral Tendencies Of Mariners. Personality and Behavioral Measures
7 What Is Personality And Behavior? BEHAVIOR (OBSERVABLE SURFACE TRAITS) PERSONALITY (HIDDEN ROOT TRAITS) Socio-Economics, Parenting, Culture, Etc.
8 BEHAVIOR (SURFACE TRAITS) DiSC Personal Development Profile Sample Population: 437 PERSONALITY (ROOT TRAITS) Taylor-Johnson Temperament Analysis
9 Population 103 Shore Staff 334 Vessel Officers 52.7% Captains, or first officers 27.2% 2nd Captain/Mate, or second officers 20.1% Engineers
10 100 Mariner Personality Traits Vessel Shore G O O D I M P R O V E A B C D E F G H I 9 Personality (Root) Traits
11 TRAIT STRENGTHS G O O D I M P R O V E COMMAND BEHAVIORS C Active F Objective G Dominant I Self Social Discipline
12 G O O D I M P R O V E TRAIT WEAKNESSES COMMUNICATION BEHAVIORS A B D E H Nervous Discouraged Inhibited Indifferent Hostile
13 G O O D I M P R O V E What Else Does It Tell Us? A = AWOL A A A A A A A B C D E F G H I Personality (Root) Traits
14 Marine Offshore Temperament = High Turnover G O O D I M P R O V E A = AWOL A A A A A A A B C D E F G H I Personality (Root) Traits
15 DiSC D = Dominance: Fast-Paced & Task-Oriented i = Influence: S = Steady: C = Correct: Motive = Get Results Done Fast-Paced & People-Oriented Motive = Influence Others Slow-Paced & People-Oriented Motive = Create Teamwork Slow-Paced & Task-Oriented Motive = Insure Quality & Accuracy
16 Fast Paced quicker/ initiator Task Oriented purpose/ task D C i S People Oriented relationship/ people Slow Paced slower/ responder
17 Almost 73% Of Work Force: D or C Behavior Task Before People Task Oriented purpose/ task D C Fast Paced quicker/ initiator i S Slow Paced slower/ responder People Oriented relationship/ people
18 1st Officer - 72% 2nd Officer - 68% Engineer - 75% Shore -74%
19 Mariner Behavioral Tendencies Repetition Of Traits In Retention Strong Command Behaviors Poor Interpersonal Communication Behaviors Non-verbalization Of True Emotions, Thoughts Self-centered, Prejudiced Behavior Affecting Teamwork Passive-Aggressive Tendencies: us vs them Misery Loves Company
20 Mariner Behaviors What Do They Look Like In The Workplace? Lack of conflict resolution Toleration of ongoing conflict Lack of verbal sympathy/empathy Over reliance on authoritarian leadership Reliance on hard-core skills for competency Pervasive us vs them verbalization Little interpersonal relationship guidelines Consistent turnover or desire to leave job Hesitancy to listen to personal insights/needs Hesitancy to share personal insights/needs
21 Task #2 Turn Behavioral Conclusions Into Effective Behavior Based Training Measures But Not Without First Defining The Larger Picture Of HR (or Human Factor) Needs That Could Be Impacted
22 Ask Is not resolving interpersonal conflicts a safety behavior? What else does it affect? Is over reliance on authoritative leadership a safety behavior concern? What else does it affect?
23 Need A behavior based process which will work hand-in-glove with a strategic human resource development model. A Comprehensive Viewpoint.
24 Strategic Human Resource Development Provide Accountability, Assessment, And Rewards Enhance Stability In The Individual And The Team Develop Employees Personally And Professionally Communicate The Company s Mission, System, And Culture Match The Team To The Mission
25 Step One: Match The Team To The Mission Strategy: Select The Best For Employment And Retention Vehicle: Pre-Employment Analysis, Targeted Selection The behavior based safety process should have the capability of producing data and identifying behavioral tendencies which can be used in a pre-employment analysis process.
26 Strategic Human Resource Development Provide Accountability, Assessment, And Rewards Enhance Stability In The Individual And The Team Develop Employees Personally And Professionally Communicate The Company s Mission, System, And Culture Match The Team To The Mission
27 Step Two: Communicate The Company s Mission, System, And Culture Strategy: Prepare Individuals For Their Jobs, The Culture, Vehicle: And The Systems That Support It Basic Course, New Hire Training In Human Factors The behavior based safety process should have the capability of producing data and identifying behavioral tendencies which clearly define (and reflect) the company's system, mission and culture.
28 Strategic Human Resource Development Provide Accountability, Assessment, And Rewards Enhance Stability In The Individual And The Team Develop Employees Personally And Professionally Communicate The Company s Mission, System, And Culture Match The Team To The Mission
29 Step Three: Develop Employees Personally And Professionally Strategy: Vehicle: Provide The Individual With Personal Developmental Tools And Programs Systematic Training In Human Factors For Professional Development The behavior based safety process should have the capability of producing data and identifying behavioral tendencies which can easily translated into teaching, training and coaching measures that not only improve hard-skill competencies but also soft-skill interpersonal needs.
30 Strategic Human Resource Development Provide Accountability, Assessment, And Rewards Enhance Stability In The Individual And The Team Develop Employees Personally And Professionally Communicate The Company s Mission, System, And Culture Match The Team To The Mission
31 Strategy: Vehicle: Step Four: Enhance Stability In The Individual And The Team Provide A Balance Between Work And Home Emphasize Human Factors Applicability Through Employee Assistance And Training The behavior based safety process should have the capability of producing data and identifying behavioral tendencies which can be used to give guidance to the worker and his/her personal support structure.
32 Strategic Human Resource Development Provide Accountability, Assessment, And Rewards Enhance Stability In The Individual And The Team Develop Employees Personally And Professionally Communicate The Company s Mission, System, And Culture Match The Team To The Mission
33 Strategy: Vehicle: Step Five: Provide Accountability, Assessment, And Rewards Create An Ethical Environment Of Accountability, Assessment, And Rewards Systems Of Accountability, Assessment, And Rewards The behavior based safety process should have the capability of producing data and identifying behavioral tendencies which can be used to give practical guidance to those whose job duties include performance evaluation and reward/award assessment.
34 The Capital Of Capitalization Viewing the behavior based safety process as a means, not an end Coordinating behavior based safety with a well designed strategic human resource development plan Emphasis in behavioral science more upon the behavioral rather than the science, at least in the initial stages of implementation
35 Thank You! You May Contact Me, Ron Newton (PEAK)
LEADERSHIP AND DEVELOPMENT TRAINING OPPORTUNITIES
LEADERSHIP AND DEVELOPMENT TRAINING OPPORTUNITIES Mastering Influence Series Training Logic offers six different sessions in this series which will help your employees become better communicators, gain
Ed.D. in Organizational Leadership Core Leadership Understandings. Program Competencies
Ed.D. in Organizational Leadership Core Leadership Understandings Program Competencies Some thoughts regarding the core leadership understandings follow: The competencies listed for each core leadership
Competency Model for HR Professionals
Business Partner Mission Oriented Strategic Planner Systems Innovator Understands Team Behavior Leader EthicalTakes Risks NAPA Competency Model for HR Professionals Ethical Decisive Develops Staff Creates
LEADERSHIP PRINCIPLES (418)
DESCRIPTION Leadership Principles teaches how to be an effective leader. Concepts include goal setting, motivation, team building, time management, conflict resolution, communication, ethics, diversity
The Powerful Act of Coaching Employees Profiles International, Inc. All rights reserved.
Who We Are Profiles International Help clients gain competitive advantage by tapping the talents of their people. We provide the necessary information for leaders to coach, manage, and motivate their teams.
ANNUAL PERFORMANCE REVIEW
Name: Division: : Title: Department: Fiscal Year: Performance Rating Scale 1 = Need for Development 2 = Competent 3 = Exemplary Performance does not meet many job requirements on a consistent basis. Critical
Bellevue University College of Continuing and Professional Education Recent Professional Development Deliveries
Bellevue University College of Continuing and Professional Education Recent Professional Development Deliveries 1) Leadership Foundations Leadership as Influence Effective leadership is critical in obtaining
Introduction to Harrison Assessments
Introduction to Harrison Assessments 009 Copyrights belong to CONCHIUS Limited, all rights reserved CONCHIUS Master Distributor for Harrison Assessments in China 7F-G, Liangfeng Mansion 8 Dongfang Rd Pudong
Leadership Boot Camp. Sylvia Escott-Stump, MA, RD, LDN S Escott-Stump
Leadership Boot Camp Sylvia Escott-Stump, MA, RD, LDN escottstumps@ecu.edu 252-328-1352 Leadership Boot Camp: Workshop Goals Participants will: 1. Learn steps for improving team outcomes 2. Identify their
Factor 1: Knowledge (Education & Experience)
Factor : Knowledge (Education & Experience) 6 7 High school, plus Up to and including one () year of related experience High school, plus Up to and including one () year of related experience, plus One
ICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017
Reorganization The Credentialing Advisory Board proposed, and the Leadership Advisory and Executive Boards agreed, that the ICMA Practices should be organized as a narrative rather than a list. The following
Competency Model & Performance Behaviors
Model & Background Information The Multnomah County Model is a customized tool developed through the crossdepartmental, collaborative work of employees, HR Managers, and Directors. This model will anchor
CERTIFICATIONS IN HUMAN RESOURCES. SPHRi TM Senior Professional in Human Resources - International TM SPHRi. Exam Content Outline
CERTIFICATIONS IN HUMAN RESOURCES SPHRi TM Senior Professional in Human Resources - International TM 2018 SPHRi Exam Content Outline SPHRi Exam Content Outline At-a-Glance: SPHRi Exam Weighting by Functional
THIRD POWER TEAMS. T 1 The Power of Competence T 2 The Power of Commitment T 3 The Power of Collaboration
DS PERFORMANCE GROUP Dramatic and Sustainable Performance Individuals Teams Organizations THIRD POWER TEAMS T 1 The Power of Competence T 2 The Power of Commitment T 3 The Power of Collaboration Dramatic
Location: Georgia Southern University, Jiann-Ping Hsu College of Public Health, Statesboro
Week 1 Module: Leadership Development March 2017 Location: Georgia Southern University, Jiann-Ping Hsu College of Public Health, Statesboro Monday: Time 4 PM Registration and Introductions 4:30 PM Course
Performance Review and Development Guide
Performance Review and Development Guide Performance Review & Development Program Community Action Partnership of Madera County strongly believes in the ongoing development of our most valuable asset our
When it comes to competing for the CFO position, controllers. Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative
KORN/FERRY INTERNATIONAL Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative By Charles B. Eldridge and Kenneth R. Brousseau, Ph.D. As organizations of all sizes struggle to
CGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
Certified Human Resources Professional (CHRP) Competency Framework
Certified Human Resources Professional (CHRP) Competency Framework 11.15 Table of Contents About the CHRP... 3 Application of the Competency Framework... 3 Path to Obtain the CHRP... 4 Maintaining the
Managing Diversity. California Park and Recreation Society Region 1 Fall Forum November 20, 2013
Managing Diversity California Park and Recreation Society Region 1 Fall Forum November 20, 2013 Cultural Iceberg What is Diversity? State Farm Diversity is the collective strength of experiences, skills,
Achieving Results Through Genuine Leadership
Achieving Results Through Genuine Leadership T R A I N I N G Facing tough issues and aggressive goals, top organizations win by preparing genuine leaders who live out the mission and values of the organization.
Building and Leading Teams BUILDING EFFECTIVE TEAMS COMPETENCY MAP. SLP Level 1 workshop competencies mapped to SLP2 Leadership Advantage tracks
Building and Leading Teams Work/Life Balance Career Development Problem Solving and Decision Making Setting and Priorities Leader as Motivator WORK/LIFE BALANCE BUILDING EFFECTIVE TEAMS SELFKNOWLEDGE Upward
Preventing Fatal & Life Changing Injury Events Frank Baker, CSP, CFPS, ALCM
Preventing Fatal & Life Changing Injury Events Frank Baker, CSP, CFPS, ALCM Regional Manager, Risk Management Greg Clone, ASP Sr. Risk Management Consultant Page 1 N3L3 Is about changing the way we think
ADMINISTRATIVE STAFF PERFORMANCE APPRAISAL FORM FY
ADMINISTRATIVE STAFF PERFORMANCE APPRAISAL FORM FY 2016-2017 Employee Last Name Employee First Name Employee ID Department Position Title Supervisor Name Review Date Self-Evaluation Supervisor Evaluation
STUDENT EMPLOYEE PERFORMANCE EVALUATION LA SIERRA UNIVERSITY
STUDENT EMPLOYEE PERFORMANCE EVALUATION LA SIERRA UNIVERSITY Student Employee Performance Evaluation Why should student employees receive performance evaluations? Performance evaluations for student employees
Leadership & Success. Program Overview 2014 VERSION
Leadership & Success Program Overview 2014 VERSION Supervisory Development Institute THE SUPERVISORY DEVELOPMENT INSTITUTE PROGRAM OUTLINE Course I: Developing People Skills Personal Leadership (PDP ProScan)
Your Guide to Individual Development Planning
Your Guide to Individual Development Planning Introduction A commitment to continuously learning and developing knowledge and skills that are valued by the University opens the door to career options and
Learning Center Key Message Guide. 3M Company
Learning Center Key Message Guide The purpose of this Guide is to enable Learning Center communicators to achieve their communication objectives by delivery of consistent messaging, linking to 3M and LC
Generational Differences in the Workplace
Generational Differences in the Workplace Dr. Clara B. Lee 13 August 2015 PMIWDC Fairview Park Luncheon Topics 1 Overview of the Generations 2 Workplace Characteristics 3 Workplace Implications 4 Success
PMA GP Assistant Practice Manager ILM Level 3 Diploma in Leadership & Management
PMA GP Assistant Practice Manager ILM Level 3 Diploma in Leadership & Management This course and qualification is ideal for those aspiring into a management role and who may subsequently move into full
Performance Leader Navigator Individual Feedback Report For: Chris Anderson
For: Chris Anderson Finding your way in today's world of work Copyright ã 2007, 2008 Wilson Learning Worldwide Inc. This report includes ratings from: Self 1 Manager 1 Direct Report 5 Peer 3 Customer 4
The Coaching Playbook. Your Must-Have Game Plan for Maximizing Employee Performance
The Coaching Playbook Your Must-Have Game Plan for Maximizing Employee Performance CONTENTS Coaching Overview What is Coaching? Coaching Categories Coaching Relationships Who Can Be a Coach? Coaching Personas
Executive Director Profile
Executive Director Profile February 2016 Role Summary: Reporting to the Assistant Deputy Minister 1, the primary areas of focus for the Executive Director are: Provide advice and support to the Assistant
ROCKY MOUNTAIN PERFORMANCE EXCELLENCE POSITION DESCRIPTION FOR THE EXECUTIVE/MANAGING DIRECTOR
ROCKY MOUNTAIN PERFORMANCE EXCELLENCE POSITION DESCRIPTION FOR THE EXECUTIVE/MANAGING DIRECTOR ABOUT THE ORGANIZATION: Rocky Mountain Performance Excellence (RMPEx) is a Colorado nonprofit corporation
ASSESSMENT & DEVELOPMENT CENTRE. Increasing Productivity Retaining Talent Addressing Needs Recognising Potential Ensuring Fit
Research demonstrates that that there is no substitute for objectively observing and systematically measuring how people actually perform "on the ground". A well designed Assessment Centre is the most
Hafan Cymru Job Description
Job title Grade / Salary Scale Location Contract hours Working Pattern Responsible to Responsible for (staff / finance / Service Users /Customers Job Purpose Competency and Level required Project Manager
Personality Matters, Inc. Cherry A. Collier, PhD, MCC, RCC. Chief Engagement Officer (CEO) & Head Coach
Personality Matters, Inc. Cherry A. Collier, PhD, MCC, RCC. Chief Engagement Officer (CEO) & Head Coach www.mypersonalitymatters.com MPM@mypersonalitymatters.com 919 4.PEOPLE (473.6753) or 678.574.5070
High Performance Organization
Kai Laamanen HPO description 1 (6) 15.10.2007 High Performance Organization Leaders of today face ever-increasing complexity in private business and public sector. Innotiimi meets the growing need for
Management of the business outcomes of the Design Centre to aligned to the Australia business plan.
Position: General Manager Design Centre Australia Career progression level: 8/9 (TBC) Location Reports to: Australia Managing Director Geography Purpose Development of Geography Design Centre Business
CORE SUPERVISOR/MANAGER COMPETENCIES Table of Contents
CORE SUPERVISOR/MANAGER COMPETENCIES Table of Contents Clicking on an item in the Table of Contents jumps you to that page Note: You can click on Return to Table of Contents at the top of any page Topic
Ontario Association of Children s Aid Societies. 2016, April 2018
Ontario Association of Children s Aid Societies Position Title: Reports to: Manager, Human Resources Director, Internal Operations Category: Management, Grade 9 Positions Supervised: Department: None Internal
POSITION NUMBER: LOCATION: Vancouver. DATE: January 2013
POSITION TITLE: Human Resources Consultant REGION: CLBC Headquarters CURRENT CLASSIFICATION LEVEL: Management SUPERVISOR POSITION NUMBER: POSITION NUMBER: LOCATION: Vancouver DATE: January 2013 SUPERVISOR
Inside. Leadership 1) ASSESSMENT
MFR UNIT - LEADERSHI P Highlights Task Leadership Assessing Employees Assigning Tasks Inside Providing Feedback and Coaching Reward and Recognition Developing Employees Leadership No single leadership
Job Description: Operations Manager September 2017
Job Description: Operations Manager September 2017 Title: Operations Manager Reporting to: Executive Director Purpose As a senior member of the Management Team, the Operations Manager is responsible for
Professional Development Studies
492 Professional Development Studies Professional Development Studies Today s worker is faced not only with ever-increasing technological challenges, but also with the need for applied instruction in a
Success Profile Business Relationship Manager (SNSW)
Success Profile Business Relationship Manager (SNSW) This Success Profile outlines the role purpose, key responsibilities, and measures of success, values and skills required for success in your role.
Top 10 Competencies Essential to Excellence on the Job (and in Life)
Top 10 Competencies Essential to Excellence on the Job (and in Life) For more than twenty years Sherry Buffington Ph.D., founder of NaviCore International, Inc and the originator of the CORE system, researched
US Human Resources: theory and practice
Rochester Institute of Technology RIT Scholar Works Presentations and other scholarship 2005 US Human Resources: theory and practice Stanley Bissell Follow this and additional works at: http://scholarworks.rit.edu/other
Delivering ILM qualifications to Operations/Departmental Manager Trailblazer Apprenticeship Standards
Delivering ILM qualifications to Operations/Departmental Manager Trailblazer Apprenticeship Standards Mapping the Level 5 ILM Diploma in Principles of Leadership and to the Operations/Departmental Manager
EMPLOYMENT LIFE CYCLE
Engaging and Retaining Employees through the EMPLOYMENT LIFE CYCLE Presented by: Shellie Haroski, SPHR, SHRM-SCP Assessing Engagement 1. List what works well to engage your employees 2. List areas of opportunity
SEMESTER -----I UNIT ---I Soft Skill Meaning and Definition of oft Skills----Types of soft skills---listening and Monitoring Soft
SEMESTER -----I UNIT ---I Soft Skill Meaning and Definition of oft Skills----Types of soft skills---listening and Monitoring Soft Skills---Communicative, Socializing Soft Skills---Top 60 soft skills----method
Chapter 7 Management and leadership
Chapter 7 Management and leadership Leadership and management Definitions of leadership Leadership means giving a lead to others. A leader gives guidance and direction, and other ( followers ) follow the
Improving Organisational Performance by Building Emotional Resilience
Improving Organisational Performance by Building Emotional Resilience Closing the Loop Conference 2011 Rachel Clements - Director Psychological Services Agenda 1. Understanding Emotional Resilience What
Developing your Management Style
Developing your Management Style What kind of manager are you? Can you articulate your leadership style? When is the last time you really thought about management and organizational development theories?
HEADQUARTES MARINE CORPS EEO OFFICE ON-LINE TRAINING PREVENTION OF SEXUAL HARASSMENT
HEADQUARTES MARINE CORPS EEO OFFICE ON-LINE TRAINING PREVENTION OF SEXUAL HARASSMENT HOW DOES THE ON-LINE TRAINING WORK? This PowerPoint presentation training will take less than 30 minutes to complete.
2011 WebEx Training Overview
1. The ResCare Quality Way 2. World Class Customer Service 3. Working With Upset Customers All-Staff 4. You re Safe, I m Safe All Workforce Training 5. Embracing Diversity Services Staff Series 6. It s
Managing Generational Differences in a Utility's Workforce
Managing Generational Differences in a Utility's Workforce Pennsylvania Section AWWA Annual Conference April 22, 2015 Hershey, PA 1 1 Roy W. Mundy II, P.E. Eastern U. S. Specifications Engineer McWane
Strategic Leadership Workshop
Strategic Leadership Workshop Topics of Discussion Aligning business strategy, culture and people strategy Management vs. leadership Topics of Discussion Strategic Leadership Pillars Truth or Limiting
The Predictive Index System
The Predictive Index System Decoding the Human Component of Work with the Predictive Index January 16, 2018 Tracy Timm tracy@rhsweeney.com 972.754.3842 757 Lonesome Dove Trail Hurst, TX 76054 www.trustthedots.com
Scoot Case Study Hiring Right First Time
Scoot Case Study Hiring Right First Time Kate Woodley Managing Director The Missing Piece Short Haul (
Committed to Excellence through Supervision Iowa DHS Child Welfare Supervisor Curriculum
Committed to Excellence through Supervision Iowa DHS Child Welfare Supervisor Curriculum A collaborative product of the University of Iowa School of Social Work and The Iowa Department of Human Services
Competency Framework FOR CHARTERED PROFESSIONALS IN HUMAN RESOURCES
Competency Framework FOR CHARTERED PROFESSIONALS IN HUMAN RESOURCES Chartered Professionals in Human Resources Alberta Suite 990, 105 12 Ave SE Calgary, AB T2G 1A1 Tel. 800-668-6125 Email. info@cphrab.ca
PSYC C performance appraisal 11/27/11 [Arthur] 1
![PSYC C performance appraisal 11/27/11 [Arthur] 1](/thumbs/71/66142977.jpg "PSYC C performance appraisal 11/27/11 [Arthur] 1")
PERFORMANCE APPRAISAL PSYC 353 11C performance appraisal 11/27/11 [Arthur] 1 Personnel Psychology subfield of I/O psychology focusing on the management of human resources Recruitment Selection Placement
University Human Resources Performance Development Toolkit October 2016
University Human Resources Performance Development Toolkit October 2016 What is Performance Development? Performance development is the process of planning for, discussing and evaluating employee performance.
Talent Community of Expertise
Future-State HR Service Delivery Model Operating Model Design Service CoE HR Leadership Communications Change Management Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Management
APPENDIX B SCOPE OF SERVICES SUPPORTED EMPLOYMENT
APPENDIX B SCOPE OF SERVICES SUPPORTED EMPLOYMENT Care Wisconsin First, Inc. (CW) members receiving Supported Employment services shall have an identified outcome that necessitates the provision of SE
MANAGEMENT. Management Certificate Major Code: C01 DEGREES AND CERTIFICATES. Management Degree Major Code: A01
Area: Business & Computer Science Dean: Raquel Arata (Interim) Phone: (916) 484-8361 Counseling: (916) 484-8572 Degrees: A.A. - A.A. - Leadership Certificates: Conflict Leadership Introduction to Leadership
H U M A N R E S O U R C E S M A N A G E R
DESCRIPTION OF WORK: H U M A N R E S O U R C E S M A N A G E R Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human
Building Relationships with Key Stakeholders
Building Relationships with Key Stakeholders Inspiring Executive Excellence Beyond the Pace of Change Facilitator: Rick Hernandez President & CEO Syntesis Global, LLC rickh@syntesisglobal.com 1 Syntesis
EQ 4 Law-Academy Syllabus Emotional Intelligence Training for Law Enforcement
The ability to (a) interpret, (b) understand, and (c) manage one s own and (d) others emotions. Emotional Intelligence (E.I.) is not about becoming emotionally detached; it is about becoming emotionally
Assessment Center Report
Assessment Center Report Candidate Name: Title: Department: Assessment Date: Presented to Company/Department Purpose As of the Assessment Center Service requested by (Company Name) to identify potential
Employability Skills and Resume Preparation
Employability Skills and Resume Preparation 1 Employability Skills and Resume Preparation Introduction In this self-paced workshop we will be developing the skills required to assess your level of employability
Catholic Charities of the East Bay. Job Openings
Catholic Charities of the East Bay Job Openings Position Title: Chief Administrative Officer (CAO) OUR MISSION: Rooted in compassion and human dignity for all, Catholic Charities of the East Bay works
Joe Sample. Total Administration Time: Sample Distributor. Organization:
Joe Sample Date and Time Started: Date and Time Completed: Total Administration Time: 9/23/2016 1:43 PM 9/23/2016 2:04 PM 21 minutes Candidate ID: Email: C5wPgCHJK sample@psymetricsinc.com Organization:
Brown s Leadership Certification Program Learn. Lead. Succeed. Module Titles and Descriptions
Brown s Leadership Certification Program Learn. Lead. Succeed. Module Titles and Descriptions Core Modules An Orientation to Leadership at Brown University: This orientation will ensure new leaders get
Running head: Literature Review 1
Running head: Literature Review 1 Literature Review: (Conflict in Corporate Workplaces: Includes Healthcare, Education, General Businesses) (Michael E. Markgraf) Liberty University 2 Abstract This paper
Job Description. Director, Athletics & Recreation. Vice Provost, Student Engagement. Job purpose
Job Description Job title Director, Athletics & Recreation Reports to Vice Provost, Student Engagement Job purpose The Director, Athletics & Recreation is responsible for the effective leadership, vision,
Competency Based Interviews
Competency Based Interviews Please give an example of when Please describe a situation when Tell me about a time/situation/difficulty. How do you/would you For HR and Training professionals there are 3
Want to be an Effective Leader? Give Transformational Leadership a Try Aisha Taylor, Ph.D
Want to be an Effective Leader? Give Transformational Leadership a Try Aisha Taylor, Ph.D Manager, Licensure and Certification CPS HR Consulting Overview Why Transformational Leadership? - Research findings
Driving Performance Through Increased Employee Engagement. PDRI, a CEB Company
Driving Performance Through Increased Employee Engagement Dr. Rose Mueller Hanson, PDRI October 23, 2012 Today s Presenters Dr. Rose Mueller Hanson Director of Leadership and Organizational Consulting
A V A Date: 1/26/2004. AVA Individual Fit Report for John Doe Jr. John's fit for Manager of Operations Off Seas is: Poor
AVA Individual Fit Report for John Doe Jr. Page 1 of A V A Date: 1/26/2004 AVA Individual Fit Report for John Doe Jr. John's fit for Manager of Operations Off Seas is: Poor Use Jar Profile for:... Importance
Curriculum Leader & Assistant Curriculum Leader Resume and Interview Preparation
Curriculum Leader & Assistant Curriculum Leader Resume and Interview Preparation 2009 2010 Prepared by the Presented in partnership with Employee Services Secondary Teaching Office THE POR APPLICATION
Workforce Planning to Meet Critical Business Needs
Workforce Planning to Meet Critical Business Needs TEXAS PUBLIC POWER ASSOCIATION 2016 Annual Conference July 26, 2016 - Austin, TX Presented by: Yvonne Morales Pelayo, CPS Energy Patricia Cruz, Leidos
BSV Better SuperVision Ltd. #904, Street Edmonton, AB T5K 2J1. Phone: (780) Fax: (780)
BSV Better SuperVision Ltd. #904, 10050-112 Street Edmonton, AB T5K 2J1 Email: bsv@clra.org Phone: (780)702-5835 Fax: (780)451-5447 1 BSV Better SuperVision Ltd. ON-THE-JOB COACHING TOOL PART ONE - INTRODUCTION
Field Guide to Consulting and Organizational Development
Action Planning, Alignment and Integration (consulting phase 4)...302 Action plans... Also see Project planning aligning...316 contents of...310 developing...310 developing timelines in...313 establishing
Management Skills and Styles Assessment Summary Statistics
Summary Statistics Number of Subjects: 821 Copyright 2012 PsychTests AIM, Inc Table of Contents Descriptives Overall Cronbach s Alpha, Means, Standard Deviations...3 Descriptives Graphs...9 Percentile
DIXIE STATE UNIVERSITY 2017 Staff Employee Annual Review
DIXIE STATE UNIVERSITY 2017 Staff Employee Annual Review Annual evaluation period is the calendar year (January December). Supervisors must evaluate all full-time staff employees who have been in their
Effective Diversity Recruiting: Building a Workforce for Today and Tomorrow
Effective Diversity Recruiting: Building a Workforce for Today and Tomorrow Section 1: Introduction Welcome Emergency Exits Restrooms Food/Drink Behavioral Agreement Etc. etc. etc. Learning Objectives
UC Core Competency Model
UC Core Competency Model Developed and Endorsed by: UC Learning and Development Consortium Chief Human Resources Officers Date: May 2011 University of California Staff Employees Core Competencies Communication
IPMA-CANADA INTERNATIONAL CERTIFICATION PROGRAM IPMA-CP (IN TRAINING) IPMA-CP IPMA-ACP IPMA-EX IPMA-CE
IPMA- Canada INTERNATIONAL PROGRAM IPMA-CP (IN TRAINING) IPMA-CP IPMA-ACP IPMA-EX IPMA-CE INTERNATIONAL PROGRAM is a national human resource management association whose mission is to promote excellence
Human Resources FTE s
401 Human Resources Human Resources 220.2 FTE s General Manager Human Resources 4 FTE's Director Labour Relations 2 FTE's Organizational Effectiveness 2 FTE's Director Compensation Payroll & Benefits 2
"Can You Pass The YouTube Test?"
"Can You Pass The YouTube Test?" Getting The Right People In The Barns Stacy Revels and Jim Lummus National Pork Board Staff The Problem Warning! This video contains graphic images of animal abuse and
A RESILIENCE TRAINING MODEL FOR PROACTIVE EMPLOYEE ASSISTANCE PROGRAMS
A RESILIENCE TRAINING MODEL FOR PROACTIVE EMPLOYEE ASSISTANCE PROGRAMS Some EAP history: How we develop and maintain effective Employee Assistance Programs (EAPs) is shaped as much by the motivations of
The Common Language of Nuclear Safety Culture (and how it affects you!) 8/13/2012. The Problem: The Uncommon Language of Nuclear Safety
The Common Language of Nuclear Safety Culture (and how it affects you!) Tom Houghton Certrec Corporation The Problem: The Uncommon Language of Nuclear Safety NRC looks at inspection results using cross
Achieving results through and with people. Implementing a Results-Management System. Achieving Results through and with People.
E1C01_1 11/30/2009 1 C HAPTER O NE O VERVIEW:THE R ESULTS- M ANAGEMENT S YSTEM Achieving results through and with people Implementing a Results-Management System Achieving Results through and with People
AGC Leadership Competencies
Revised in 2015 Oct. AGC Group Corporate HR 1 What AGC Ask Leaders to Accomplish - The Concept of - AGC considers that an effective leader is the person who: Has the courage to challenge the existing order
Dictionary of Functional Competencies for Career Banding
Dictionary of Functional Competencies for Career Banding NC Office of State Personnel Revised April 18, 2007 Advocacy: Skills and abilities in developing and presenting the client s, patient s, and/or
INFORMATION BULLETIN # POLICE SERGEANT EXAMINATION. September 2017
INFORMATION BULLETIN #2 2017 POLICE SERGEANT EXAMINATION September 2017 Department of Civil Service This information bulletin # 2 is to provide candidates with more information regarding the upcoming NOPD
Customer Service Excellence Training from ProEdge Skills, Inc.
Importance of Service & Customer-Focused Attitude Sociologists claim that customer service is emotional labor. Being On all day is hard. Customers get upset, yet the customer service professional cannot.
HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 2nd edition
HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 2nd edition Copyright 2005, 2009 Management Sciences for Health, Inc. All rights reserved.