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Advisory Channels Canada
Mar 06, 2022
In Business Forum
Gamification in Talent Assessments and Competency Management is an engaging mechanic to include games, events, episodes, drama, simulations, experiences, creativity, design thinking, acts, attitudes, technology, learning styles, goal orientation, reward desires, human needs, social interactions, senses to high potential talent, employers, experts, analysts and assessors to collaboratively build talent scenarios for a leadership pipeline. A game designing process of evolution and feedback that is inclusive, behaviorally energizing, fun and learning oriented. It offers players to build upon existing tech platforms and Talent Management - HRIS systems to actively integrate evaluation behaviors to analytics, intelligence, social collaboration, automation to leadership competency and performance based team working. Gamification strives to build upon people's desire to express, seek identity, contribute, reach out to and offer rewards in an innovative way. The author builds upon a proprietary IP called RiiMagine - www.RiiMagine.Com - that focuses on a Gamified Talent Management Solution, from Hire to Retire (Plan to Prepare to Perform) but more specifically in regard to an impact of personality to content and behavior based learning, contributing and growing. Best of Gamification offers organizations strategic mechanisms to integrate Behavioral Competencies to HRM systems, technology interfaces, social processes, analytical evaluation, predictions by actively engaging staff associates to make decision impacting themselves consciously. Gamified processes are device agnostic, culture sensitive, artificial intelligence dependent and provides a competitive landscape for an inclusive talent management program including a succession and career oriented leadership building.
Gamification content media
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Advisory Channels Canada
Mar 06, 2022
In Business Forum
Profitability is not a stand-alone aspect of a business organization. It is inextricably linked with Costs. But Profits and costs requires a facilitating culture. A company’s culture can have a significant impact on financial performance. Companies with adaptive cultures emphasized by key managerial constituencies—customers, stockholders, and employees—realized, revenue, stock price & net income increases. Such cultural experiences are best applied when organizations seek to push employee contribution ahead of other factors that influences business performance. Maintain a transparent, strategic focus and alignment so that employees know how they are contributing to the results, & where employees come on par with customers when fulfillment of need is concerned
A PROFITABLE COST CULTURE content media
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Advisory Channels Canada
Mar 06, 2022
In Business Forum
Gamification in Talent Assessments and Competency Management is an engaging mechanic to include games, events, episodes, drama, simulations, experiences, creativity, technology, learning styles, goal orientation, reward desires, human needs, social interactions, senses to high potential talent, employers, experts, analysts and assessors to collaboratively build talent scenarios for a a leadership pipeline. A game designing process of evolution and feedback that is inclusive, behaviorally energizing, fun and learning oriented. It offers players to build upon existing tech platforms and Talent Management - HRIS systems to actively integrate evaluation behaviors to analytics, intelligence, social collaboration, automation to leadership competency and performance based team working. Gamification strives to build upon people's desire to express, seek identity, contribute, reach out to and offer rewards in an innovative way.
GAMIFICATION – COMPETENCY ASSESSMENTS – LIFE SCIENCES content media
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Advisory Channels Canada
Mar 06, 2022
In Business Forum
HI POTENTIAL COMPETENCIES – FINANCIAL SERVICES High Potential Talent Competencies Financial Services Focused High Potential Talent Building - customized, tailor made exercises specifically designed for financial services industry - Banking, Insurance, Investment Banks, Broking, Securities, Private Equity, Venture Capitalists and so on. Includes several competency maps with a focus on futuristic behaviors in a digital financial services world that includes AI, Blockchain, Robotics, Neural Networks, Machine Learning, Robotics and IoT. The tools designed for such FS Centric centers are industry sharp, providing the assessors and participants with a comprehensive experience on many business – behavioral aspects of the issues challenges, opportunities and facets confronting their everyday leadership role. Leadership is not always about managing people - In fact in today's day and age leadership is about demonstrating a business attitude towards clients, customers, people, process, technology, and stakeholders.
Hi Potential Competencies - Financial Services content media
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Advisory Channels Canada
Mar 06, 2022
In Business Forum
Digital Talent! Changing Rules! Intellect, Machines, AI, Automation, Disruptions determine this world of competencies - influenced by high performing behaviors. Talent performs best with world class Business Models, those that can attract and nurture top talent. Integrating business models with talent management platforms is a strategic step to win war for talent.The ON LINE Store, “RforC – www.rforc.com”, a Canadian E Commerce Store, specializes in “on line” sales of Psychometric Tools, Tests (Aptitude, Vocational, Careers, Social Inventories, Intelligence, Attitude, Skill Tests, Stretch Tests, Potential Appraisal Techniques, Competencies, Personality, Behavioral Typologies), BARS Tools, Simulations, Assessment – Development Center Materials, Tools such as Case Studies, In Baskets, Role Plays (Dyads, Triads, Groups), Organizational (Intra – Inter) Evaluations, 360 Degree Feedback, Corporate Scan Scoring, Group Discussions, Learning Skills, Leaderless Exercises and simulations.
Digital Talent - Business Models content media
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Advisory Channels Canada
Mar 06, 2022
In Business Forum
Staffing is today’s Talent Agenda! A culture in which staff can work without encumbrances and to attract and retain top talent is the one that works. Policies and programs, vision and values, strategies and goals, risks and reward, demand and supply, pain and gain, love and hate, all have to singularly focus on managing talent. Enterprises have lost their ability to command and control talent. Its all about Supply versus demand! Today talent rules! In a good way! The book deals with the concept of Business of Staffing, keeping Talent Agenda as its core purpose. Based on an empirical research spread over 10 years the analysis brings to bear the changed nature of talent management as they impact corporate organizations and goes beyond competencies, testing or talent issues. With a focus on building sustainable talent stars the book covers a wide variety of case examples, expert opinions, consulting experience, leading practices in corporate organizations and global examples of trends and innovations.
Business of Staffing content media
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Advisory Channels Canada
Mar 06, 2022
In Business Forum
Small Business Needs have been met adequately through this book for Assessments. Everything about Assessments. It is a detailed manual. Exercises that can help professional assessors, practicing managers, hiring managers, HR professionals, Recruiters, conduct many weeks of Non-Stop Assessment/Development Centers - without duplicating exercises, tools, tests, games or learning processes. Customized Activities. Effectively gamified! Activities have been specially built for all levels of executive management / supervisory functions / strategic, operation, transactional roles /geographies/cultures and for uses such as Resource Planning, Job Role Fitments, Selections, Hiring, Promotions, Development, Potential Succession Programs, and learning orientations. Assessments for Industries, SBU Profit Centers, Corporate Staff, Not for Profit Organizations, Government Institutions, Healthcare Centers. Many clients have used these exercises for learning programs, development centers, training, feedback etc.
Assessments  content media
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Advisory Channels Canada
Mar 06, 2022
In Business Forum
1. Competency Mapping – Behavioral Evaluations and Testing - https://bit.ly/2A3Ih3u 2. Assessing Talent - https://bit.ly/2CiFogP 3. Assessments – Activities Manual - https://bit.ly/2GfAVzm 4. Digital People Organization – Disrupting HR - https://bit.ly/2w1UvXG 5. A Profitable Cost Culture – https://bit.ly/2M5WHHN 6. Digital Cultures: Age of the Intellect - http://bit.ly/2jL6Drh 7. Leadership Disrupted – Digital Organizations - http://amzn.to/2kB167j 
 8. Business of Staffing - A Talent Agenda – http://bit.ly/1SSiEah 9. Psychometrics for Leadership – Time for Testing - http://bit.ly/2k4hzxU 
 10.Competency Based HRM - A Strategic Resource for Competency Mapping - http://amzn.to/2l6lSZl 11.Assessments – 4 Week Activities Manual - http://bit.ly/2sKI00c 12.Knowledge Human Resources Management – Strategy Structure Perspective. http://bit.ly/2xd27bZ 13.Star Track 100 – A 21st Century Leadership Manual - http://bit.ly/2rbmqE3 14.Hi Po Talent Competencies – Financial Services - http://bit.ly/2wmThVd 15.Gamification Competency Assessments - Life Sciences - http://bit.ly/2h4hlpX 16.Gamification Competencies - Life Sciences - http://amzn.to/2xIeYUq 17.Gamification of Assessments - Financial Services - http://amzn.to/2xHvIuZ 18.Digital Talent - Competencies & Business Models - http://amzn.to/2fBKrga 19.Digital Talent - Business Models and Competencies - http://bit.ly/2yNUR4I 20.Talent Mapping - Competency Based Workforce Planning - http://bit.ly/2h65o4m 21.Leadership Center - An Employee Experience – https://bit.ly/2O317fU 
 22.Strategic Talent - A Recruitment Competency Handbook - https://bit.ly/2KnONof 
 23.Talent Assessments - A Manual of Competency Based Assessments - http://bit.ly/2hPtUW8 24.Assessing Talent Pipeline – A Succession Planning Handbook - http://amzn.to/2q09wrD 25.Unlock Talent Leadership - http://bit.ly/2faJprA; http://amzn.to/2xWQbJl
Publications and Learning Opportunities content media
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Advisory Channels Canada
Dec 18, 2020
In Business Forum
This is your forum post. Forums are a great way to engage your audience in all types of discussions. Post relevant information to encourage engagement and collaboration. With full freedom to edit posts and add stunning media.
Welcome to the Business Forum content media
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Advisory Channels Canada
Dec 18, 2020
In Business Forum
1.0 Developing a global vision and mind set Does your company have a clearly stated vision to be global? Are you satisfied that the vision has been effectively communicated to all employees worldwide : Do your employees have performance measurement and reward system that encourage global behaviour? 2.0 Measuring today’s global position and establishing priorities Has your management defined the gap between being global and where it is today? Has your management defined an action strategy that will allow it to close the gap? Can your company outplace your competition in the race to become global? 3.0 Understanding your global customer’s demands and needs Will global customers generate a significant proportion of your future revenue stream? Do your customers view you as a global supplier? Do your employees understand the information and service requirements of customers on a Worldwide basis? 4.0 Balancing Global local activities Does your management understand which aspects of the company have to be managed on a local basis? Does your management understand which aspects of the company have to be managed on a worldwide basis? Does your Management System allow you the capability to find the optimum balance between the two? Does your company have strategic partners who extend your global reach? Does your company have strategic partners which complement your core competencies? Does your company have an efficient process to locate and select strategic partners? 5.0 Building global terms and individuals Do the performance measures of the company support global cooperation? Does your company source ideas from around the world? Does your management allow individuals, who need to know access to global business performance information on a frequent basis? 6.0 Developing the global I.T. plan Does your organisation have a global I.T. infrastructure? Are you able to leverage knowledge contained in any part of the organisation in any other part of the organisation on a worldwide basis? 7.0 Implementing global I.T. Does your company have access to the skill mix required? Are the implementation programmes linked clearly with the strategic initiatives in the global vision? Do people working on the projects understand what it is they have to do and how then actions link to others? 8.0 Accelerating the globalisation process Has management clearly articulated action programmes associated with the global vision? Has the executive team established clear priorities for action?
Building a Business Vision content media
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Advisory Channels Canada
Dec 18, 2020
In Business Forum
Complete this Diagnostic and Copy Paste it in a word document and return. We will be happy to provide you a free diagnostic report. BUILDING THE ORGANIZATION 1 I belive there is shared vision at the senior management level. 📷 2 I am aware that the management displays high integrity when dealing with employees. 📷 3 I have experienced that management delivers on their commitments to employees. 📷 4 I have seen that Leadership inspires me to embrace change. 📷 5 Whenever change was introduced in the past, my management was actively involved and visible in the process. 📷 6 Whenever change was introduced in the past, my management showed their commitment to change by demonstrating the new required behaviors. 📷 7 Whenever change was introduced in the past, my management has displayed a unified commitment to change. 📷 8 I have noticed that there is the right amount of communication between management and employees. 📷 9 I have seen our organization encourages employees to engage in open communication with each other, regardless of their position. 📷 10 Our organization’s mission and strategy have been clearly communicated to me. 📷 11 I typically have the information I need to solve problems on the job. 📷 12 I usually learn about organizational changes through formal communication channels (newsletters, presentations, etc.) rather than through informal communication channels (contacts, “grapevine”, etc.). 📷 13 Whenever change was introduced in the past, my management clearly communicated the need for change. 📷 14 Whenever change was introduced in the past, my management clearly communicated the future vision. 📷 15 This organization places a high value on training and skill development. 📷 16 I have received adequate formal training to help me do my job. 📷 17 I receive adequate on-the-job training and support. 📷 18 I have received effective training and coaching to improve my team building skills. 📷 19 I have seen that people are encouraged to share knowledge across the organization. 📷 20 Whenever change was introduced in the past, our employees were provided the appropriate training and support to develop new skills. 📷 21 Whenever change was introduced in the past, I understood my new role in making change happen. 📷 22 Whenever change was introduced in the past, our employees were involved in designing the required changes. 📷 23 I understand how my job is linked to the organization’s mission and strategy. 📷 24 My performance expectations and goals have been clearly defined and communicated to me. 📷 25 I receive periodic and meaningful feedback about my job performance. 📷 26 I am aware that Managers/supervisors coach and mentor people to help them achieve their goals. 📷 27 I know that my rewards are linked to the success of my work unit. 📷 28 I am aware that my rewards are linked to the success of the organization. 📷 29 I clearly understand how my current job and future opportunities fit into the overall career path. 📷 30 I am conscious of the fact that management does not expect people to check all decisions with them first. 📷 31 I am encouraged to take decisive actions in performing my day-to-day job. 📷 32 I know that people are accountable for their actions and results in our organization 📷 33 My Management involves employees in decisions affecting their work. 📷 34 Our Employee inputs are sought in decidingwith how to implement changes. 📷 35 I am aware and experienced that there is a high level of trust in our organization. 📷 36 I feel a great deal of loyalty toward this organization. 📷 37 Our work environment encourages creativity and challenging “conventional wisdom.” 📷 38 I have experienced that people in our organization admit and learn from their mistakes. 📷 39 I am aware that our organization has a clearly articulated set of values. 📷 40 I have experienced that our organization’s values are consistent with my personal values. 📷 41 People in this organization share a common set of values. 📷 42 People in this organization actually behave in a way that is consistent with the articulated values. 📷 43 I am proud to work for this organization. 📷 44 Our organization’s structure helps work flow smoothly. 📷 45 Our organization’s structure facilitates responsiveness and fast decision-making. 📷 46 Our organization encourages teamwork and team spirit. 📷 47 In our organization, teams are recognized and rewarded for their accomplishments. 📷 48 Work flows are designed to encourage cooperation and effectiveness across work groups. 📷 49 I am aware that our organization has been successful implementing change in the past. 📷 50 In general, past changes have been beneficial to this organization. 📷 51 In general, past changes have enhanced my career opportunities. 📷 52 I view change as an opportunity rather than a threat. 📷 53 I see change as an inevitable process to ensure our organization is successful in the marketplace. 📷 54 I personally find it easy to change. 📷 55 In our organization multiple change initiatives underway are aligned and managed 📷 For the Questions below, please select your answer from the options give. 56 How long have you been with this organization? 1 . Less than 1 year 2 . 1 to 5 years 3 . 5+ to 10 years 4 . 10+ to 15 years 5 . 15+ to 20 years 6 . 20+ years 📷 57 What is your professional or functional area? 1 . Education 2 . Finance/Accounting 3 . Human Resources 4 . Manufacturing 5 . Marketing 6 . Operations 7 . Research and Development 8 . Sales 9. Technology/Information Systems 10 . Other (please specify): 📷 58 What is your organizational level? 1. Senior Management 2. Mid-level Management 3. First-level Supervisor 4. Staff 5. Specialist position 6. Other (please specify): 📷 📷
Organizational Diagnostic - Building The Organization - BTO V12 content media
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Advisory Channels Canada
Dec 18, 2020
In Business Forum
Five sets of questions on “leadership” have been addressed with a broad definition of what do these questions focus upon in the context of the Digital Culture. · Does a digital culture influence organization history, tradition, vision, purpose, values, management style, structure, roles, communication and performance ethic in a digital business context? · Does a Leader drive the organization to help build/alter/change/influence a sustainable culture? · Do Digital Cultures focus upon in terms of knowledge, skills, attitudes, behaviors, technology? · Does a Leader act when confronted with challenges that pertain to purpose, vision, values, ethics, purpose, relationships and collaboration? · Does a leader deploy people policies, programs, performance measures, rewards and other HR programs? · What Organizational models appear to be effective in a digital business context?
Leadership Questions - Culture content media
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