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פיתוח עובדים

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שלי שלזינגר מסלול פיתוח ארגוני - שימור ידע ומחוברות עובדים 

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שלי שלזינגר מסלול פיתוח ארגוני - שימור ידע ומחוברות עובדים 

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מטרה- מטרת המסלול היא לשמר ידע מקצועי וארגוני חשוב, ולפתח עובדים שיכולים להעביר את הידע, הניסיון והתרבות הארגונית לעובדים אחרים.

לדוגמה: במקום שידע “יישב בראש” של עובד ותיק, הארגון דואג שהוא יעבור הלאה לדור הבא.

2. אוכלוסיית יעד- המסלול מיועד לעובדים ותיקים או מנוסים, בעלי ידע ייחודי, שמגלים מחויבות לארגון ויכולת לעבוד טוב עם אנשים אחרים. בנוסף לעובדים המעוניינים מיוזמתם לקחת חלק בתהליך ארגוני כזה.

לדוגמה: עובד שמכירים אותו כמי שתמיד שואלים אותו שאלות מקצועיות והוא שמח לעזור.

3. דרכי איתור- האיתור נעשה על בסיס התפקוד בפועל של העובד: איכות העבודה שלו, תרומה מקצועית, והמלצות של מנהלים ועמיתים – ולא על תחזית עתידית מופשטת.

לדוגמה: מנהל ממליץ על עובד שמפגין סבלנות, מקצועיות ויכולת להסביר תהליכים לאחרים, בנוסף חשוב שגם העובד יהיה מעוניין ובעל מוטיבציה לקחת חלק במסלול פיתוח מקצועי שכזה.

4. דרכי טיפוח- הטיפוח כולל הכשרת חונכים מסודרת, שילוב בחניכה של עובדים חדשים, והשתתפות בתהליכי חניכה רגילה או חניכה הפוכה (למידה הדדית בין ותיקים לצעירים).

לדוגמה: עובד ותיק חונך עובד חדש מקצועית, ובמקביל לומד ממנו כלים דיגיטליים או שיטות עבודה חדשות.

5. דרכי שימור- השימור מבוסס בעיקר על תגמול רגשי והכרה, לצד תגמול פורמלי, מתוך הבנה שתחושת משמעות והוקרה הן מניעים מרכזיים במסלול זה.

לדוגמה: הענקת תעודת חונך, ציון פומבי בתקשורת הארגונית, או הכרה בתרומה בישיבות הנהלה.

6. מדדי הצלחה- הצלחת המסלול נמדדת לפי שימור הידע בארגון, שביעות רצון החניכים, והתחזקות תחושת המחוברות והמחויבות של העובדים החונכים. בנוסף יהיה אפשר את גודל הפער שנפתח כשעובד ותיק עוזב, אם קטן סימן שהייתה הצלחה בתהליך הארגוני.

לדוגמה: עובדים חדשים משתלבים מהר יותר, והחונכים מדווחים על תחושת ערך וגאווה בתפקידם.

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ירין בן שושן

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ירין בן שושן

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עדן חדאד דדון

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עדן חדאד דדון

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שיעור א סנכרוני- ניהול כשרונות- עדן

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שיעור א-סינכרוני 2

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מתווה שני כהן

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מתווה שני כהן

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מתווה לתוכנית פעולה לטיפוח עובדים שיעור א סיכרוני

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שבעת היכולות של אנשים אפקטיביים במיוחד

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שבעת היכולות של אנשים אפקטיביים במיוחד

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עוד על חווית עובד

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עוד על חווית עובד

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FROM EMPLOYEE ENGAGEMENT TO EMPLOYEE EXPERIENCE

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Future Ready Leadership With Jacob Morgan

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Jacob Morgan - Employee Experience and the Future of Work

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הרחבה על מודל של ניהול יכולות

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הרחבה על מודל של ניהול יכולות

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יכולות - מה הן? ומה הן נותנות לנו בתהליך של ניהול כישרונות

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יכולות - מה הן? ומה הן נותנות לנו בתהליך של ניהול כישרונות

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Any great and inspiring leader or organization that ever existed set out to do something completely unrealistic.

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Any great and inspiring leader or organization that ever existed set out to do something completely unrealistic.

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משוואת הביצועים

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Some people believe that winning isn't everything, that effort is more important than walking away with a "W." To a degree, they're right. Winning may not be everything, but the will to win definitely is.

The will to win exceeds all else because it is defining. Focus, drive, steadfastness and all those other nouns and adjectives that describe "awesomeness" are only as good as the belief behind them; the conviction that turns want into do, desire into action or a wish into a goal.

However, there's a fine line between the will to win and winning at all costs. The former connotes purity of intent while the latter indicates the potential for subversion of character. Winning becomeseverything because the journey defines you.

Of course, claiming a strong will to win and actually implementing it are two different things. The former is akin to a dream while the latter entails definable steps that turn that dream into reality. If you're wondering if you've got what it takes (or just want to confirm that you already do), here are 18 defining characteristics of people with an exceptional will to win:

1. They rewrite their internal monologues. A strong will to win knows how to push out the negative voices bantering back and forth inside one's head and instead create a voice that challenges such negativity. In so doing, they answer their newly formed questions and turn the self-limiting "Why can't I do [task]?" question into the exploratory "How can I do [task]?"

2. They have a healthy disregard for authority. Employees with a strong will to win consider the rulebook as more of a guide while still working within the confines of what's "right." In other words, exceptional employees know how to solve problems creatively while not breaking the rules.

3. They don't wallow in regret. Exceptional employees feel good about their performance because they know they gave it their all. If a big fat "L" (for "Loser") is the takeaway for the day, they will learn, adapt and move on.

4. They display grit. In my BUD/S (Basic Underwater Demolition/SEAL Training) class we started with 174 students who wanted to be Navy SEALs, but only 32 of us truly desired it. Why? Because the latter group chose to enact the defining quality that bridges the gap between want and wish, purpose and passion. What I'm talking about is grit.

Grit was what separated the 32 volunteers who completed the rigorous six-month selection process. Sure, at the onset everybody wanted to be a SEAL, it was their passion to do so and their purpose for volunteering. But, they didn't unlock the grit that connects purpose with passion and instead succumbed to the immediacy of security and stability rather than deal with the temporary discomfort of chaos. Grit is the interlock between passion and purpose keeps one's desires aimed in the intended direction.
Want to see grit in action? Check out this video:
5. Exceptional employees redefine failure. They see failure as a temporary state, a means towards success because every lesson learned provides a clue as to how to achieve their goal.

6. They see opportunity in chaos. People with an unwavering will to win aren't afraid toswim upstream, to go against the routine of social norms and ask, "Why not?" in order to disrupt the network and introduce a completely new product or idea.

7. They believe superior performance is systemic. There is no single part of human performance-physical, mental or emotional-more important than another. Each capacity is inextricably linked with one another. However, the aforementioned components of performance aren't scared to rise up individually to fill the void(s) if another is lacking. If, for instance, motivation to read all those new company reports is on the lower end of the day (mental), exceptional employees know how to attune their physical or emotional interests back to the purpose at hand. They may go for a run to induce endorphins that promote cognition (physical solution), or redefine how they read so as to induce a stronger interest (emotional solution).

Exceptional employees don't reach peak physical performance with a reactive (vs. proactive) mindset. They are ready to perform only after they put in the hours to hone their physical prowess-which comes from a disciplined mindset. Superior performance is systemic.

8. They capitalize on momentum. Winners recognize opportunity and they exploit it for the purpose it serves: to continue doing because doing entails learning.

9. They reflect upon past performance. In the SEAL Teams, we conducted after action reviews (AARs) after every mission for a number of reasons:

To improve team learning

To demonstrate that each operator is integral to the mission

To fine tune individual and team performance

If you don't take the time to learn from history then chances are that you will repeat history-or even worse, be history.
If you haven't seen this video yet, you need to:
10. They're rational. Exceptional employees don't base their performance on factors out of their control such as the weather, freakish accidents or other peoples' opinions. If they can't change or influence the situation then the only option left is to accept it.

11. They recognize the "Murphy Factor." For lack of a better word, "stuff" happens. Get over it. Exceptional employees are experts at recognizing when to drill down into further details and when to let things be.

12. Reflect on how to improve. Perpetual learning is an integral part of the winner's daily routine. Exceptional employees take responsibility for their actions because their actions are byproducts of their choices.

13. They learn, learn, learn! People with a strong will to win see learning as an opportunity to broaden their own potential for greatness. They don't question whether or not social media, for example, is something they personally enjoy but rather seek to understand how they can adopt the best practices of social media and maximize its utility. In other words, they see learning as a lifelong journey rather than an end-state.

14. They're not afraid to explore "newness." A winning mindset sees new experiences as opportunities to not only learn but also prove that one's efforts in training and preparation have been worthwhile. In other words, exceptional employees know that extra-ordinary is oftentimes a byproduct of extra performance-and that it takes a willingness to try.

15. They're humble. More than anything, winners display humility because humility, above all else, enables the aforementioned elements to occur. Humility affords the mental space to try new things. Exceptional employees know that there's always more to learn because they don't know everything; they seek others out to share and learn from their knowledge. Much like leadership, winning is contagious, and leaders recognize that people are the secret sauce towinning more.

16. They exercise restraint. Knowing how to direct one's focus, when to do so, and where to aim it are proactive choices an exceptional employee accurately makes because she has a thorough understanding of the environment in which she works.

17. They value the system rather than the component parts. Exceptional employees know that gratification comes when there is shared success across the board, so they're not out to promote themselves but instead work towards job completion as a byproduct of teamwork. In other words, they delay their emotional want and instead focus on the rational need.

18. They don't believe in "have to's." Since many things in life are a product of choice, exceptional employees replace their "have to's" with "want to's" because they're aware that want reflects personal choice, whereas have to indicates an external force coercing them into action-and exceptional employees don't believe in that.

At the end of the day, yes, effort is undoubtedly important. But don't let it replace one's will to win. If you show me someone who doesn't want to win then I'll show you someone who never has.

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18 Characteristics Of Exceptional Employees

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VideoSome people believe that winning isn't everything, that effort is more important than walking away with a "W." To a degree, they're right. Winning may not be everything, but the will to win definitely is. The will to win exceeds all else because it is defining. Focus, drive, steadfastness and all [...]

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A performer or A position?

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מה המטרה בתה

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מה המטרה בתהליך ניהול כישרונות?

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Although the benefits of effective talent management have been much discussed over the past decade, it is only recently that organisations have started to move from discussion to action. Effective talent management is about identifying, developing, engaging and retaining 'high value' individuals with either high potential for the future or who are fulfilling business critical roles. It highlights the importance of not only attracting individuals with high potential, but also developing, managing and retaining them while measuring the return of this investment. Effective talent management can contribute to a variety of strategic objectives:

Building a high performance workplace

Encouraging a learning organisation

Identifying as an 'employer of choice'

Ensuring return on investments in training and development

It seems common sense that, if you have a highly engaged workforce with the right skills, it can vastly benefit your business. However, it is important to note that you need to consider all aspects when addressing your organisation's approach to talent management. There is no point having a highly skilled and trained workforce if they aren't engaged and motivated to complete their work, and vice versa.

Poor talent management can affect your business in a number of different ways. An untrained workforce can lead to an increase in the amount of time it takes to complete tasks and a higher number of errors and/or accidents. However, these issues can still occur despite considerable investment in training. Training will only make a difference to your business outcomes if it is addressing the right skills needs and being delivered in a way that allows time for learning and the opportunity to implement this learning on the job. So many businesses implement training without measuring whether it makes a difference to business outcomes and leads to a return on investment.

Another important reason to consider investing in learning and development opportunities in your business is that research suggests it is linked to high levels of employee engagement, even among staff members who are paid less. There has been a lot of discussion in the media recently about the living wage, with figures suggesting that one in five people in the UK earn below the threshold, placing the UK as one of the worst offenders among OECD countries ( The Work Foundation). In this economic environment in particular, training and development can be of particular value to jobseekers, as many people still struggle to find their ideal job first time round. A strong career pathway within what might be considered a temporary role can encourage employees to view their job as a career, rather than a stopgap solution.

Poor employee engagement is linked to problems with staff retention levels. This can have a considerable cost to your business, with current estimates at over £5,000 to recruit a new member of staff. Addressing your employee engagement can have a significant return not only in terms of increased staff retention, but also through increased motivation and commitment.

Next month I'll be discussing the various ways you can effectively address the issues discussed above, along with some hints and tips on how to get the most out of talent management solutions.

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What is talent management and why is it important?

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Although the benefits of effective talent management have been much discussed over the past decade, it is only recently that organisations have started to move from discussion to action. Effective talent management is about identifying, developing, engaging and retaining 'high value' individuals with either high potential for the future or who are fulfilling business critical roles.

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למה חשוב לטפח כישרונ

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למה חשוב לטפח כישרונות במבט קצת מבדח

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כיצד מגדירים כשרון בארגון?

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כיצד מגדירים כשרון בארגון?

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As 'talent' and its availability continues to be the top concern of 75% of CEOs globally, CIPD asked a more fundamental question in its latest research: what do we understand by the term 'talent' and how do you know that someone is talented?

Partnering with HCLI, for its new report, CIPD identified four ways in which thinkers and decision makers, primarily in Singapore and the region, are defining 'talent'.

#1 Ability to learn, evolve and adapt

The ability and drive to stay up to date, in changing environments and keeping an eye on what's over the horizon, is key to understanding and responding to complexity.

CIPD's panel of experts commented: "The trouble with the bottom 10% (underperformers) is that they don't learn well or efficiently and so cannot adapt to the changing demands of the workplace and general economy.'"

The majority of CIPD's panel rejected the binary of talent versus non-talent, arguing that it is relative, contextual and heavily dependent on opportunity to demonstrate one's potential: "While one is not a talent in one particular area or field, one can be a talent in another."

#2 Ability to create and innovate

"I consider 'talent' as someone who has the potential to break new ground in their claimed area of expertise; otherwise, one is simply doing what one is trained to do," noted an expert on CIPD's panel.

For creativity to flourish, CIPD cited Prof Teresa Amabile at Harvard University calling out four determining forces: domain expertise; creative thinking (i.e. personality traits, flexible cognitive style); intrinsic motivation; and socio-environmental influences.

However, the panel noted that Singapore's culture typically rewards conformism and failure is regarded negatively, which affects the attractiveness of pursuing higher-risk career choices.

#3 Delivery of results effectively and efficiently: high-performing individuals

The majority of CIPD's experts agreed 'talent' is not about having special abilities and skills per se, but the delivery of outstanding results and the outperforming of peers that matters - for example, "A talent is only a talent when they are deployed and contribute to a specific purpose."

However, there were different views about what constitutes high performance, illustrated by the case of a Netflix employee (McCord 2014).

She was a bright bookkeeper who had innovated the royalty system, but when the company became public, her skills were no longer needed. The company needed experienced and certified accountants.

Essentially, Netflix changed their business model, rendering a high-performing employee with a prized skillset a low-performer.

CIPD cited a 2012 research by O'Boyle and Aguinis , where consistently the results showed that performance does not follow the classic bell curve, where there is an equivalent number of people above and below average.

As a result, the concept of 'average' becomes meaningless because there are more outliers.

"Current performance alone is insufficient. ... Talent needs to demonstrate potential for growth," said one of CIPD panelists, while another noted, "Without performance, potential cannot be exhibited."

Clearly, there is a relationship between potential and performance - be it in delivering success in the future, recognising something of value others may have missed, or the ability to learn and adapt.

However, CIPD noted the difference on one strategic aspect. High-performers are defined by the excellent results delivered in their current role, while high-potentials have the qualities to succeed in future roles (Amabile and Pillemer 2012, Silzer and Church 2009). The two do not always co-exist.

Besides having the right qualities, high-potential individuals need a nurturing environment, as
highlighted by CIPD's experts, one of whom said, "Besides identifying talent... it is also important to provide a nurturing environment for potential talent in an organisation and the opportunities for any potential talent to emerge."

"Objectively, they must also be given sufficient resources, room to innovate and experiment, and
challenges to take them to higher levels of achievement."
What's your take on the most important characteristics of talent today? What criteria do you use in context of your industry and skill situation? Share with us in the comments!

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" noted an expert on cipd's panel. for creativity to flourish

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"a talent is only a talent when they are deployed and contribute to a specific purpose." however

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"besides identifying talent... it is also important to provide a nurturing environment for potential talent in an organisation and the opportunities for any potential talent to emerge." "objectively

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and challenges to take them to higher levels of achievement." what's your take on the most important characteristics of talent today? what criteria do you use in context of your industry and skill sit

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are defining 'talent'. #1 ability to learn

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as 'talent' and its availability continues to be the top concern of 75% of ceos globally

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but the delivery of outstanding results and the outperforming of peers that matters - for example

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cipd asked a more fundamental question in its latest research: what do we understand by the term ‘talent’ and how do you know that someone is talented? partnering with hcli

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cipd cited prof teresa amabile at harvard university calling out four determining forces: domain expertise; creative thinking (i.e. personality traits

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cipd identified four ways in which thinkers and decision makers

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cipd noted the difference on one strategic aspect. high-performers are defined by the excellent results delivered in their current role

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contextual and heavily dependent on opportunity to demonstrate one’s potential: "while one is not a talent in one particular area or field

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evolve and adapt the ability and drive to stay up to date

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flexible cognitive style); intrinsic motivation; and socio-environmental influences. however

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her skills were no longer needed. the company needed experienced and certified accountants. essentially

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high-potential individuals need a nurturing environment

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illustrated by the case of a netflix employee (mccord 2014). she was a bright bookkeeper who had innovated the royalty system

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in changing environments and keeping an eye on what’s over the horizon

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is key to understanding and responding to complexity. cipd's panel of experts commented: "the trouble with the bottom 10% (underperformers) is that they don’t learn well or efficiently and so cannot a

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one can be a talent in another." #2 ability to create and innovate "i consider 'talent' as someone who has the potential to break new ground in their claimed area of expertise; otherwise

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one is simply doing what one is trained to do

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or the ability to learn and adapt. however

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recognising something of value others may have missed

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rendering a high-performing employee with a prized skillset a low-performer. cipd cited a 2012 research by o’boyle and aguinis

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silzer and church 2009). the two do not always co-exist. besides having the right qualities

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the concept of 'average' becomes meaningless because there are more outliers. #4 potential "current performance alone is insufficient. … talent needs to demonstrate potential for growth

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the panel noted that singapore’s culture typically rewards conformism and failure is regarded negatively

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there is a relationship between potential and performance - be it in delivering success in the future

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there were different views about what constitutes high performance

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they must also be given sufficient resources

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where consistently the results showed that performance does not follow the classic bell curve

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where there is an equivalent number of people above and below average. as a result

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which affects the attractiveness of pursuing higher-risk career choices. #3 delivery of results effectively and efficiently: high-performing individuals the majority of cipd's experts agreed 'talent'

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while another notedwhile high-potentials have the qualities to succeed in future roles (amabile and pillemer 2012

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What does talent mean in your context? 4 ways to define 'talent'

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As 'talent' and its availability continues to be the top concern of 75% of CEOs globally, CIPD asked a more fundamental question in its latest research: what do we understand by the term 'talent' and how do you know that someone is talented?