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Naujas modernus restoranas Vilniaus centre. Grey restoranas Pilies gatvė 2, Vilnius

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Marketing

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Change management in one slide.

Disclaimer:

Funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the European Education and Culture Executive Agency (EACEA). Neither the European Union nor EACEA can be held responsible for them.

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but you can make it less painful

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Every leader has had the experience of unveiling an organizational change - a new system or process, a corporate restructure, a shift in the business model - and getting a less-than positive response from their team. Sometimes the reaction is subtle: lowered eyes, tightened lips, silence. With a more confident or vocal team, you might get questions about whether the change is necessary, complaints about "yet another thing to do," and lots of reasons why this just isn't a good time for a big shift.

Why is change so hard for us?

Blame our history as a species. Until the past few generations, most people's lives stayed very much the same from beginning to end: people grew up where their parents had grown up, did the work their parents had done, believed and knew the things previous generations had believed and known. Change, when it came, was generally an aberration and a danger.

But these days, the world is different. Major change happens moment to moment - economically, environmentally, sociologically, politically, and organizationally. Given all this, we need to re-wire ourselves to be more comfortable with and open to change; we need to become more change-capable.

Shifting Our Mindset

I've been fascinated by change and our human response to it my whole adult life. In 1990, when I founded Proteus International, a coaching, consulting, and leadership development training firm, our mission was focused on change: we help clients clarify and move toward their hoped-for future. That remains our mission today, and in working with clients over the years to make changes large and small in their organizations, my colleagues at Proteus and I have observed what happens when an individual embraces a proposed change: there's a simple, predictable, and powerful pattern. We've come to call this pattern "The Change Arc."

When a change is first proposed, most people immediately want to know three things: what does this change mean to me, why is it happening, and what will it look like when the change has been made? We gather this information intuitively, in order to begin to assess the level of risk and difficulty involved in the change.

As people begin to ask these questions, their initial mindset (again, based on many thousands of years of change being seen as a threat) is usually that the change will be difficult, costly, and weird. Difficult means, "I don't know how to do this, and/or other people are going to make it hard for me to do this." Costly means, "this will take from me things I value." This may be time or money, but is likely to involve more intrinsic and invisible valuables like identity, power, reputation, or relationships. And weird just means strange and unnatural: "this isn't the way we do things around here."

In observing this pattern, in our clients and in ourselves, we noticed that people only begin to be open to accepting, embracing, and making a change when their mindset starts to shift from "this change is going to be difficult, costly, and weird" to "this change could be easy, rewarding, and normal." Once someone starts to believe that a change could be easy (or at least doable) to make; that the rewards of making the change will outweigh the costs; and that the change could become normal - that is, that it could be "the way we do things," then that person starts to be willing to operate in the new ways the change requires - they'll learn and do the new behaviors, and the change can occur.

Unfortunately, people often get "stuck" in their initial negative mindset about a change, and refuse (either quietly or overtly) to support it. And organizations and their leaders aren't very skilled at helping their people make that mindset shift. There's a well-known statistic from McKinsey & Co. that 70% of organizational change efforts fail, and that the primary reasons for that level of failure are lack of management support and employee buy-in. From our observation, that lack of support and buy-in are a consequence of people staying in the "difficult, costly, and weird" mindset about a change, and not being helped to see the change in a more neutral or even positive way.

How Leaders Can Support the "Easy, Rewarding, and Normal" Mindset

So, how can you, as a leader, better support your people to make the mindset shift that will allow them to embrace change - to become more change-capable? By using "change levers." Like physical levers, change levers are force multipliers that help accelerate people through their mindset shift around change. These are powerful tools for supporting your people through their change arc more quickly and easily, allowing changes to be adopted successfully. Here are four straightforward approaches you can take.

Increase understanding.

The first thing people want is foundational information about the change. Too often, organizations communicate a change in a cheery, superficial way ("We're going to be converting to a new invoicing system - and it's great!") that doesn't provide what people need - and, in fact, can simply increase their sense of risk. It's most helpful to create and communicate a simple summary of the change that outlines:

what it is

why it's happening

the better future you'll have, post-change

For instance, instead of the superficial message above, this summary might sound like this:

"We're going to be converting to a new invoicing system that's based on a platform that will work seamlessly with our current CRM. We're making this change based on feedback from both our clients and our salespeople that the current system takes too long and yields too many errors. Once we've made the transition, which we believe will take about four months, including the training we'll be offering to all system users and the behind-the-scenes work to transfer the information, invoicing will be much simpler, faster, and more accurate - as both clients and salespeople have requested."

It's important that this summary be realistic - that it acknowledge the time and effort the change will require - and that it lets people know how you'll support them (with information, training, etc.) to make the change. Once you've created this "case for change," expect (and be prepared to answer) questions about it. Because we're wired to believe that most change is dangerous, we generally only shift to a more neutral or positive view when we get the necessary information, stories, and experience to help us frame it differently.

Clarify and reinforce priorities.

Letting people know what isn't changing as well as what is changing can be very reassuring. Quite often, even a major change won't have much impact on people's key priorities.

Let's say that you're reorganizing your salesforce into industry verticals, away from a geographic focus. By confirming that the roles and responsibilities of the account managers, inventory and planning people, and sales support staff will remain largely the same - and that the overall sales goals aren't changing either - you can help people focus on what needs to change, instead of worrying about all the things that will be staying very much the same.

So rather than saying some version of, "Don't worry, not everything is changing!" you might say something more specific to clarify the priorities: "Though we'll be reorganizing the existing sales teams to work in category verticals, and your sales goals will be industry-specific, your core priorities are still to build and maintain great client relationships while meeting your financial targets."

Give control.

Especially with large-scale organizational change, employees can feel at the mercy of forces over which they have no say. By giving your people as many choices as possible during the change, you can reduce their fear and discomfort and increase the chances of engagement and buy-in.

A few years ago, we were working with a U.S.-based multinational company that had just acquired another company, headquartered in Latin America. The CHRO of the acquired company was worried about the change - she assumed the acquiring company would impose their systems, that she would have less influence, and that they might not understand or respect some of the HR policies necessary in their part of the world. She assumed the change would be difficult, costly, and weird.

Her new boss gave her control in a variety of ways. He worked with her to come up with the timing for the transition to the new systems, and he asked her to create a communication plan for how and when she wanted to announce the changes to her team. He also invited her to outline any LATAM-specific HR practices that she and her team would need to continue that weren't part of the larger company's HR processes. Giving her some elements of control in this way helped shift her mindset from negative to more supportive of the change; she began to focus on how to make the change easier and more rewarding for her team and for the rest of the acquired company's employees.

Give support.

Finally, but in some ways most importantly, your people need consistent support throughout any change that affects them directly. Too often, leaders try to talk people out of what they're feeling or even just ignore it - assuming they'll eventually "get with the program."

It's critical to remember that, as a leader, by the time you communicate a change to your people, you've generally had some time to go through your own change arc. But we often expect our employees to be as accepting of the change from that first moment as we are after our own months of thought, questioning, and mindset shift.

Give them a little time to be worried, to hesitate, to ask questions, to want to know the impact on them, even to be sad or anxious. Listen. Summarize their concerns and ask what you can do to address them. Rather than labeling it "resistance," recognize they're going through the same arc you went through: they need to understand and process the proposed change and then move through their mindset shift about the change.

If you give people support in the early days of a change by listening deeply to their concerns and questions, without being dismissive or overly reassuring, they'll feel heard and supported. "You're concerned about how much time it's going to take to learn this new system," you might say, "and given all that's on our plates, that's a legitimate worry." If you take in and summarize their concerns in this way, honestly and neutrally, they'll most likely be open to hearing about the more tangible support you can offer: training, tools, demos or simulations, mentors, or affinity groups.

. . .

As a leader, if you can understand that initial fear and hesitation around change are normal - rather than assuming it means that people are "change-resistant" or "negative" - and support your people through the necessary mindset shift, you'll be much better able to build a critical mass of people who will understand, accept, and adopt the change reasonably quickly. More important, you'll be helping your people to become more change-capable overall: to create skills and habits of mind to approach change in a more neutral, open way, and therefore to be better able to navigate all the changes that will arise in this new era.

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Change Is Hard. Here's How to Make It Less Painful.

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When an organizational change is first proposed, most people immediately want to know three things: what does this change mean to me, why is it happening, and what will it look like when the change has been made?

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Change in the workplace can provide an opportunity for innovation and growth.
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According to Heraclitus, the only constant in life is change. That couldn't be truer than in today's work environment. For one thing, automation is eliminating many manufacturing jobs making strategic and managerial roles more critical. With most of the workforce comprised of Millennials, we're seeing more people demanding flexible schedules and more relaxed office environments. As always, companies continue to restructure and reorganize. The corporate ladder has collapsed, leaving employees with what Cathy Benko terms a "corporate lattice" or what Sheryl Sandberg calls a "jungle gym." Career progression is no longer well-defined within companies, and career change is the new normal. Unfortunately, change isn't always easy. A study from the American Psychological Association (APA) found that organizational changes such as restructuring or new leadership can lead to employees who are overly stressed, have less trust in their employers, and have a greater desire to find new jobs. While coping with change in the workplace can be challenging, there are ways to make it easier. Here are my top five tips for dealing with change in a way that will benefit you and your career:

1. Help others

Chances are you're not the only one who feels uncomfortable with change in the workplace. If you can take the focus away from your own situation and direct it toward someone else's, it will help you cope. Make space for your employees to have personal conversations either in person or using technology like Slack. Invite co-workers out to lunch or for a walk outside so you can discuss the situation. The process of helping others will help you to deal with the stress and adapt more quickly to change.

2. Embrace new opportunities

According to Ian McClarty, President at phoenixNAP, "The silver lining to any change in the workplace is opportunity, often to add new skills to your repertoire or work with new team members." Change often translates to possibility for those who are willing to embrace it. For example, reorganizations or mergers can create new positions, new divisions or departments, or a chance to create a new job title.

3. Maintain relationships

Make an effort to stay connected to previous co-workers and continue to expand your network. Don't forget about the people you've already had the chance to work with because they could become extremely beneficial to you in the future. If you're like many professionals and haven't kept in touch with your contacts, don't hesitate to start up that relationship again. Think of it as a win-win situation-you never know when you might need each other down the road.

4. Accept rather than resist

There are generally two types of coping: escape coping and active coping. Escape coping is a form of coping that involves changing our behavior to try to avoid thinking or feeling things that are uncomfortable. Active coping is a form of coping that allows us to tackle a problem head-on. This approach is healthier because you are addressing the stress, rather than avoiding it. Ultimately the most important thing to do to cope with change in the workplace is to acknowledge it. Recognizing and accepting change is one of the first steps toward managing it.

5. Overcommunicate

When things are changing at work, communication is critical. Any communication gaps can instantly be filled by rumors and speculation, which create even more fear and uncertainty around the idea of change. If you can effectively communicate your concerns to co-workers and managers within the organization, your anxiety can be better addressed and alleviated.

Change in the workplace is here to stay. While it can be disruptive and uncomfortable, there are benefits to change, like promoting the development of new skills and bolstering innovation. With the right attitude and a specific set of actions, you can find the opportunity in any situation. Learn to embrace change, and you'll start to appreciate it for what it is: the chance to grow.

Follow me on Twitter or LinkedIn. Check out my website.

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How To Cope With Change In The Workplace

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According to Heraclitus, the only constant in life is change. That couldn't be truer than in today's work environment. For one thing, automation is eliminating many manufacturing jobs making strategic and managerial roles more critical. With most of the workforce comprised of Millennials, we're seeing more people demanding flexible schedules and more relaxed office environments.

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We can all get caught in a spiral of worrying about the future and what we think might happen, which usually goes away quickly.

But if it becomes a cycle of anxiety, it can affect our mental wellbeing, especially if we're already struggling with mental health issues.

Luckily there are ways to manage uncertainty that reduce worry and stress.

Here are 10 things you can do to help deal with change and look after your mental wellbeing in the face of uncertainty.

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How to deal with change and uncertainty - Every Mind Matters

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See the 10 things you can do to look after your mental health and wellbeing in the face of change and uncertainty.

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Whether it's because of your health, work, family or anything else, change can be difficult. You're not alone. Read our 12 tips to help you manage new or difficult situations:

1. Learn to accept what has happened

Acceptance is a big word, but it can really help. Some people see that as giving in, but it's better to see it as coming to terms with how things are for now.

2. Pace yourself

If you have a heart condition or are recovering from a procedure, you may not be able to do as much as you used to. This can be hard to adjust to because we all lead busy lives. Pacing yourself may actually help you do more, rather than having a set back because you've done too much.

3. Ask for help from loved ones

Acceptance is a big word, but it can really help

It can be hard to ask for help,especially if you think you're already a burden because of your condition. Loved ones often want to help, but they won't know how unless you tell them what you need. Try not to think 'If they really loved me they would know what I need' - our loved ones are not mind readers, after all.

And learn how to tell people if the support you're getting isn't the support you need. For example, your friends and family may want to wrap you up in cotton wool and do everything for you, but it can be an important part of your recovery to do things for yourself.

4. Look for new opportunities

There may be things you enjoy that you can't do anymore. It's normal to mourn losing this. A useful thing to say is 'What can I do instead?' It might be taking up cycling, especially if a heart condition means you can't run anymore, finding a new hobby, or volunteering instead of what you used to do.

5. Carry a self-help reminder

Get a small card that you can carry with you, and write down on it a strategy that works for you when you are feeling down. It might be 'Go for a walk', 'Phone my sister', or 'Make an appointment with my GP'.

Write down useful phone numbers there too, because when you are in crisis you don't think straight. Carry that with you, and if you feel yourself slipping into crisis then get out the card and do what it says. That way you know that you always have a strategy that works at your fingertips.

6. Have a strategy for dealing with stress

There may be times when you find things hard to deal with. Learn to recognise when you are becoming stressed and have a strategy that you find helpful. This can be anything that works for you, but some tips that often help are slowing down your breathing, or going outside to somewhere you can see greenery and hear birdsong.

You can also try visualising a time or place when you felt calm and happy. You can think about all the senses - what the temperature was like, what you could hear, what you could smell. The more you get used to doing this, the faster you can take yourself back to that place.

If you do this in combination with slowing down your breathing, it can be very effective.

7. Have a story that you can tell easily

Having a routine can help introduce some stability in your life

Often when you have a health problem you get asked about it a lot - by employers, friends, acquaintances, even the person in the post office. That can be exhausting, and it can mean you feel like a condition rather than a person.

It can be useful to come up with a stock story that you use every time, and tell easily without going into too much detail. Then turn the conversation around to something else that is not your health. Of course, with people you're close to you might want to go into more detail about your health. That can help too.

8. Give yourself time

It takes time - weeks or months - to accept what has happened and to learn to live with it. You may need to grieve for what you feel you have lost.

9. Be involved with others

If you have a heart condition, it can help to talk to others who have been through the same experience as you. This might mean joining a Heart Support Group, or connecting with others online, such as on our online community.

Cardiac rehabilitation classes can also help you with your physical and mental recovery as well as providing a way for you to meet others in similar situations, so do attend if you get the opportunity.

If you can't access cardiac rehabilitation classes because of the current situation, we've got lots of information on cardiac rehabilitation at home, including guided exercise videos, information on healthy eating and managing your condition.

10. Get into a routine

Having a routine can help introduce some stability in your life. Try to have regular meals and to eat a balanced diet, even if you don't feel much like eating. Looking after yourself physically will help your mental wellbeing too. Taking some exercise can help, but start gently.

11. Avoid self-medicating with alcohol or drugs

Alcohol or drugs can sometimes make things seem easier to deal with, but they will stop you from coming to terms with what has happened. They can also cause depression and other health problems. Drinking alcohol beyond the recommended guidelines can also contribute to high blood pressure.

12. Don't make major life changes

If you can avoid it, don't make big decisions straight away when you might still be in shock about what has happened. Your judgement may not be at its best and it might take time before you can tell whether, for example, your health will allow you to go back to work, or if you need to change your living arrangements.

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If you are feeling anxious or stressed during this uncertain time, you're not alone. We've got 12 top tips to help you manage new or difficult situations.

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Source https://mccrindle.com.au. Published with a permission of Mccrindle. Not to be reproduced.

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Click the image to get to answer to the task

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Recognizing factors impacting on the future

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Recognizing factors impacting on the future

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Do you want to develop your future-oriented thinking and identify factors that influence the future? The Futures Triangle helps you establish a big-picture view of changes and recognise desired futures and barriers to change.

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The trend cards describe the contextual changes driving megatrends. They help you stretch your thinking, brainstorm new ideas and envision what the future could look like. When it comes to using the cards, only the sky's the limit.

Looking at megatrends benefits everyone, because the future belongs to everyone!

Sitra's trend cards are based on Sitra's trend work and megatrend lists.

The megatrend cards are very popular, so we hope you only order the amount of cards you really need. We can't, for instance, send out dozens of packs to distribute to event participants - instead, you can share a link to this page where people can order a pack for themselves.

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The trend cards describe the contextual changes driving megatrends. They help you stretch your thinking, brainstorm new ideas and envision what the future could look like. When it comes to using the cards, only the sky's the limit. Looking at megatrends benefits everyone, because the future belongs to everyone!

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Megatrends describe long-term, slowly evolving and often interconnected major phenomena that do not change overnight. Sitra’s megatrends review highlights these phenomena from a Finnish perspective. It is worth looking at megatrends together, because they are not isolated from one another Continue reading “Megatrends” →

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Diversity, inclusion, and integration in the management of CoVEs

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2024 Nobel Prize winner Daron Acemoglu on how inclusive institutions can drive growth

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Daron Acemoglu and Simon Johnson of MIT, and James Robinson of the University of Chicago were awarded the 2024 Nobel Memorial Prize in Economic Sciences for their research on how societal institutions shape a country’s prosperity.

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Building blocks for public private partnerships

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Katapult is a learning network of 450 public-private partnerships, and supports these with tools and guidance so they can build robust organizations that will benefit students, educational institutions, and industry.

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Disclosure:

Funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the European Education and Culture Executive Agency (EACEA). Neither the European Union nor EACEA can be held responsible for them.

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Katapult is an open source learning community, a network of more than 350 partnerships in Europe that bring together vocational education, businesses, and governments to educate, research, and innovate in their sectors.Each public-private partnership in our network is unique and after working with them for more than 10 years, we have identified six building blocks that represent their core functions. Each partnership chooses the building blocks that work for them to accomplish their goals. Are you curious what each of these blocks can look like in real life? Boudewijn will tell you more about it!

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Assessing diversity and inclusion in your organisation - Promoting Diversity in the EU in 2024

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Assessing diversity and inclusion in your organisation

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Diversity and inclusion self-assessment tool helps businesses and other organisations to identify different aspects and practices of diversity and inclusion work, and see which areas are the most important and should be developed further in their own organisation.

This tool is designed to support all types of organisations: the public sector and the private sector, small, medium-sized and large businesses and other organisations. The tool is publicly available and free of charge.
The tool consists of a matrix and a user manual:

The matrix lists the practises of four key themes of diversity and inclusion work (Commitment, Diversity and inclusion work processes, Employees, and Customers, users and other collaboration partners) on beginner, developer and advanced level. The current level of the organisation is assessed and determined by the users themselves: you might be a beginner in one theme and advanced in another. The tool can act as a source of inspiration for setting your own goals and metrics and planning your diversity strategy.

In the user manual, each theme is described in more detail, and the practices related to it are listed. If the practices related to the theme differ considerably from each other between large organisations and small and medium-sized organisations, for instance, this is also mentioned in the manual. The manual also in- cludes a list of references for each theme.

The tool can be used in many roles. People planning and developing organisational practices, such as heads of human resources, heads of corporate responsibility, persons responsible for equality and non-discrimination, and managing directors of small and medium-sized organisations are evident users. However, also line managers, local union representatives and different employee groups can also benefit from using the tool.
Click below to download the Diversity and inclusion Self-Assessment tool and the User manual:
How was Diversity and inclusion self-assessment tool developed

The tool was developed in the spring of 2021 as a part of an EU funded project All in for Equality. The project was coordinated by the Finnish Ministry of Justice and funded by the Rights, Equality and Citizenship programme of the EU. Corporate responsibility network FIBS was a project partner. Includia Leadership acted as FIBS's partner in the project. Includia has been training and consulting Finnish organisations about diversity in work life and inclusive work culture since 2017, and has been FIBS's diversity and inclusion partner since 2019.

The tool has been developed by Veera Iija, Corporate Responsibility Specialist, FIBS, as well as Jonna Louvrier, the founder and CEO of Includia Leadership.

The development of the tool started with a review of the existing tools created the USA, the United Kingdom and Australia. In these countries, organisations have been managing diversity and inclusion for a longer time. The strengths and weaknesses of the existing tools were assessed and mirrored against the Finnish context. The question constantly on our minds was: what would work in Finland? After evaluating the tools, we developed the first version of the matrix, and asked experts to comment on the matrix.

FIBS has been developing the field of diversity management in Finland for more than 10 years. FIBS represents the EU Platform of Diversity Charters in Finland. In 2012 FIBS launched Diversity Charter Finland, today, the Charter has been signed by a nearly hundred organisations operating in Finland.
If you want more information about the tool and FIBS, please contact us: fibs@fibsry.fi

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This D&I self-assessment tool is suitable for all companies and organizations, regardless of size and industry.

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Sign up for free and get access to exclusive content:

Free word lists and quizzes from Cambridge

Tools to create your own word lists and quizzes

Word lists shared by our community of dictionary fans

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HR integration definition: the process of combining all the systems to do with managing human resources (= people) in a.... Learn more.

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Diversity allows for the exploration of these differences in a safe, positive, and nurturing environment. It means understanding one another by surpassing simple tolerance to ensure people truly value their differences. This allows us both to embrace and also to celebrate the rich dimensions of diversity contained within each individual and place positive value on diversity in the community and in the workforce.

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Reference framework for inclusive vocational excellence

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Reference framework for inclusive vocational excellence

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Example of business plan of Centre of excellence

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Example of business plan of Centre of excellence

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Not directly applicable in EU or in our case but to give inspiration.

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Indicators for innovation ecosystem health

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Indicators for innovation ecosystem health

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Article in Journal of Business Research, Volume 162, July 2023, 113860. If you don't get this, contact your librarian.

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Critical Success Factors of University-Industry R&D Collaborations

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Critical Success Factors of University-Industry R&D Collaborations

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Article in Procedia Computer Science, Volume 219, 2023, Pages 1650-1659. If you don't get this, contact your librarian.

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What Is Networking?

Networking is the exchange of information and ideas among people with a common profession or special interest, often in an informal social setting. Professionals use networking to expand their circles of acquaintances, find out about job opportunities in their fields, and increase their awareness of news and developments in their fields.

Networking is one of the main benefits of joining a professional organization or attending a trade fair or convention. However, networking most often occurs spontaneously when two or more like-minded professionals cross paths.

Key Takeaways

How Networking Works

People generally join networking groups based on a single common point of interest that all members share. The most obvious is a professional affiliation, such as stockbrokers or social workers. Many find effective networking opportunities in a college alumni group, a church or synagogue social group, or a private club.

For professionals, the best networking opportunities may occur at trade shows, seminars, and conferences, which attract a large crowd of like-minded individuals. Networking helps a professional keep up with current events in the field and develop relationships that may boost future business or employment prospects.

Needless to say, it also provides opportunities to help other people find jobs, make connections, and catch up on the news.

Business owners network to develop relationships with people and companies they may do business with in the future. These connections help them establish rapport and trust among people in their communities.

Successful business networking involves regularly following up with contacts to exchange valuable information that may not be readily available outside the network.

Online Networking

Professional networking platforms such as LinkedIn provide an online location for people to engage with other professionals, join groups, post blogs, and share information. And, of course, they provide a place to post a resume, search for jobs, or identify job candidates.

These days, a business-to-business (B2B) customer pipeline can be developed almost entirely through the use of a social networking site. Online networking forums allow professionals to demonstrate their knowledge and connect with like-minded people.

LinkedIn is the largest professional network, but there are many others. Some cater to particular subsets of people, such as Black Business Women Online. Others, such as Meetup, try to combine online networking, real-world networking, and video conferences.

Special Considerations

Given the growing number of networking opportunities available to people looking to start or advance their careers, it's important to take some time to explore your options before committing to a specific networking group.

While it's tempting for a new business owner or someone looking for a dream job to join as many networks as possible, a better strategy is to target your time and efforts toward those groups that best fit your needs and interests. Many networking organizations will host special meet and greet events for prospective members.

Once you join a networking group, it's important to become a contributing member. Rather than just using the association to further their own goals, people who use networking effectively look to offer something of value to other group members.

Networking can help you identify opportunities for collaboration, strategic joint ventures, partnerships, and new areas to expand your business.

How Can I Network Efficiently?

Take the time to explore your options before committing to a specific networking group. Target your time and effort to the group that best fits your needs and interests.

Remember, networking is a process of give and take. Don't just jump in when you're looking for a job. Be generous about sharing tips, recommendations, and insights that benefit others in the group.

Why Is Networking Useful?

Networking helps a professional keep up with current events in the field. It develops relationships that may lead to business or employment prospects. At its best, it achieves this in a relaxed social environment.

What Is Online Networking?

Sites such as LinkedIn provide a platform for people to engage with other professionals, join groups, post blogs, and share information. And, of course, they provide a place to post a resume that will be seen by prospective employers. Online networking forums allow professionals to share their knowledge and connect with like-minded people.

The Bottom Line

You don't have to be an extrovert to create a social network. You just need an interest in sharing information and ideas among people in your profession. Over time, you'll find that it expands the circle of people that you can rely on to help you professionally, and that you can help in turn.

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Networking: What It Is and How to Do It Successfully

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Networking is the exchange of information and ideas among people with a common profession or other special interest, usually in an informal social setting.

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What Is Networking and Why Is It So Important?

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With these tools, you’ll see why networking is so important, what networking is, and how to make strides on your career path by making new connections.

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Slides

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video, maybe too basic, but...

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FE News - The #FutureofEducation News Channel

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Ingredients for success: embedding excellence in technical and vocational education

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Video

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Building a strong international cooperation on Vocational Excellence:

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Video

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LearningConnects: Digital & the Centres of Vocational Excellence

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Slides

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Welcome to EURASHE!

EURASHE is the European Association of Institutions in Higher Education that offer professionally orientated programmes and are engaged in applied research within the Bologna cycles. EURASHE represents universities of applied sciences and university colleges; other members of EURASHE are national and sectorial associations of higher education institutions, and other individual institutions, such as universities.

Search and discover from 2818 documents in our library: reports, studies, presentations from our activities, events and projects over 10 years - as well as relevant policy documents and material from other stakeholders.

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EURASHE is the European Association of Institutions in Higher Education that offer professionally orientated programmes and are engaged in applied research within the Bologna cycles. EURASHE represents universities of applied sciences and university colleges; other members of EURASHE are national and sectorial associations of higher education institutions, and other individual institutions, such as universities.

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PP19 HCU Handicraft Chamber of Ukraine 

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PP19 HCU Handicraft Chamber of Ukraine 

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Homepage not available

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PP18 LAHR Lithuanian Association of Hotels and Restaurants 

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PP18 LAHR Lithuanian Association of Hotels and Restaurants 

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Link to site

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Studijos kokybiškam gyvenimui

Universitetas atsinaujina!

Pasiekimai

MRU - tarp geriausių pasaulio universitetų!

Turi kibirkštį? Žiebiame ugnį!

Parama Ukrainos akademinei bendruomenei

Registruokis į nemokamą konsultaciją dėl studijų!

Mūsų istorija socialiniuose tinkluose

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©2021 Mykolo Romerio universitetas. Visos teisės saugomos

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Universitetas atsinaujina! MRU - tarp geriausių pasaulio universitetų! Turi kibirkštį? Žiebiame ugnį! Parama Ukrainos akademinei bendruomenei Registruokis į nemokamą konsultaciją dėl studijų! Mūsų istorija socialiniuose tinkluose Error: Server configuration issue ©2021 Mykolo Romerio universitetas. Visos teisės saugomos

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PP16 VESK Business and Hospitality Training Centre 

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PP16 VESK Business and Hospitality Training Centre 

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Viešoji įstaiga Verslo ir svetingumo profesinės karjeros centras (VESK) – jauna, bet tuo pačiu brandi, savo viziją, misiją ir stiprius vertybinius pamatus turinti įstaiga.

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PP15 NHLS Stichting NHL Stenden hogeschool

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PP15 NHLS Stichting NHL Stenden hogeschool

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NHL Stenden. Grensverleggend.

Door je grenzen te verleggen bereik je meer. Daarom dagen onze docenten je iedere dag uit je talenten te ontdekken en te ontwikkelen. Deze ontdekkingsreis overstijgt de grenzen van je opleiding. Je doet namelijk ook kennis op bij andere opleidingen en zelfs buiten de muren van onze hogeschool. Onze campussen vind je in Noord-Nederland en we hebben een wereldwijd partnernetwerk. Van Leeuwarden tot Zuid-Afrika; de wereld ligt aan je voeten.

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Laat je uitdagen en kom studeren bij NHL Stenden Hogeschool. Ontdek hier alles wat je wil weten over de hogeschool!

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PP14 PTVT Stichting Platform Talent voor Technologie

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PP14 PTVT Stichting Platform Talent voor Technologie

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Platform Talent voor Technologie is het landelijke centrum van kennis, expertise en netwerken op gebied van de technologische onderwijs- en arbeidsmarkt. W…

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PP13 FDSS Foundation for the Deak Ferenc Secondary School of Economics 

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PP13 FDSS Foundation for the Deak Ferenc Secondary School of Economics 

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Győri SZC Deák Ferenc Közgazdasági Technikum | EDIR

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Győri SZC Deák Ferenc Közgazdasági Technikum | EDIR

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Győri SZC Deák Ferenc Közgazdasági Technikum hivatalos honlapja az Egységes Digitális Információs Rendszer (EDIR) keretében

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PP12 IPOSZ Hungarian Association of Craftsmen´s Corporations 

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PP12 IPOSZ Hungarian Association of Craftsmen´s Corporations 

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PP11 TUW Wroclaw  University of Science and Technology 

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PP11 TUW Wroclaw  University of Science and Technology 

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Politechnika Wrocławska - jedna z najlepszych uczelni technicznych w kraju i lider wśród uczelni wyższych na Dolnym Śląsku. U nas marzenia stają się rzeczywistością. #najlepiejPWr

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PP10 VSCW Vocational School Complex No. 5 in Wroclaw 

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PP10 VSCW Vocational School Complex No. 5 in Wroclaw 

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PP09 LSCC Lower Silesian Chamber of Craft and SMEs

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PP09 LSCC Lower Silesian Chamber of Craft and SMEs

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Dolnośląska Izba Rzemieślnicza we Wrocławiu

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Strona główna - Dolnośląska Izba Rzemieślnicza we Wrocławiu

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PP07 SEF Satakunta Educational Federation SATAEDU 

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PP07 SEF Satakunta Educational Federation SATAEDU 

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PP06 SAMK Satakunta University of Applied Sciences

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PP06 SAMK Satakunta University of Applied Sciences

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SAMK on 6000 opiskelijan ja 400 työntekijän monialainen ja kansainvälisesti suuntautunut korkeakoulu. Visiomme on, että jokainen opiskelijamme työllistyy.

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Viele Wege – ein Ziel: Ihre erfolgreiche Ausbildung an der ITECH. Duale Berufsausbildung, Fachhochschulreife, Abitur/Bachelor, Ausbildungsvorbereitung.

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Alle Studiengänge der BHH folgen dem Modell der studienintegrierenden Ausbildung. Studium und Ausbildung sind miteinander verzahnt. Das heißt, die Studierenden an der Beruflichen Hochschule Hamburg sind zugleich Auszubildende mit einem Ausbildungs- und einem Studienvertrag in einem Unternehmen.

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Berufliche Hochschule Hamburg (BHH) - Ausbildung und Studium

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Fertig mit dem (Fach-)Abi oder kurz davor? Bei uns gibt es einen Berufsstart, der alles hat: Ausbildungsabschluss & Bachelor in nur 4 Jahren.

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Hanse Parlament - Network for Small and Medium Enterprises

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Home - Hanse Parlament - Network for Small and Medium Enterprises

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Welcome to the Hanse-Parlament Empowering SMEs in the Baltic Sea Region –> Annual Meeting 04.09.24 in Riga CURRENT AND FUTURE PROJECTS

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Click this link to participate the poll.

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To be completed in computer by Acrobat Reader or resp.

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To be printed and completed by pen

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This site has been created within the framework of project WIN4SMEs, funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the European Education and Culture Executive Agency (EACEA). Neither the European Union nor EACEA can be held responsible for them.

The sole responsibility for documents, videos and sites found behind the links lies with the authors of original sites.

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The Worlds of Green concept responds to the current and future need to attract sufficient professionals to the green sector. This concept aims to improve the image of the green sector in order to attract the professionals it needs.

This publication is based on the experience of companies, schools and governmental organisations in the Dutch Green sector working together in Groenpact. We would like to share our lessons learned and hope to inspire you. Since the concept is based on the Dutch context, some of the examples provided may need some translation to be applicable to situations outside the Netherlands. Nevertheless, we hope you find them useful!

Context provides meaning! The Worlds of Green offer inviting perspectives, both now and for the future. The eight Worlds of Green start from a broad perspective and boost creativity. They invite you to discuss your current message and how it can be adapted to appeal even better.

The Worlds of Green are a useful resource no matter where you work in the green sector ecosystem. The Worlds of Green are useful for....

To encourage The education sector
more students into and from green degree programs. The worlds offer context and content for recruitment campaigns and act as benchmark and development tools for the available degree programs.

To increase and retain The business world
well-qualified staff. The Worlds of Green offer tools for recruiting employees and for updating the sector or company's internal and external profiles.

To elevate the Prospects for the future
green sector's image in a way that emphasizes its great versatility and impact. Because the green sector offers many solutions for environmental and societal challenges.

The Worlds of Green reflect the current green sector ánd its potential. They describe the contexts in which employees are working in this sector and the contribution you could make to it. They also offer insight into the sector's impacts on the greater good. The Worlds of Green are fully connected to each other and also overlap.

Linking the perspective of one or more worlds with the target group's motives creates new context-rich stories.

The Worlds of Green is an instrument that provides context and tools for professionals in the green sector:

For marketing and communication staff at educational institutions : determination of versatility, added value, and the importance and innovative power of the green sector in recruiting students and employees.

For teachers and degree program experts: aids in the further development of degree programs to train the green employees of the future and encourages more cross-pollination between gray, blue, and green.

For marketing and communication staff at companies and trade associations: helps with profiling the company or sector, developing and modernizing companies, and recruiting employees.

The Worlds of Green are comprehensive, while leaving space for you to add your own accents and context. If desired, this can be done with support from GroenPact.

The following documents are available and free to use for each world:

You find these documents for each world by clicking on the links to the worlds in the overview above.

The Green Worlds are created in collaboration with Colland
(Photo source: Shutterstock - Design images: Imagro)

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Katapult is a learning network of 450 public-private partnerships, and supports these with tools and guidance so they can build robust organizations that will benefit students, educational institutions, and industry.

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Based to the Strategyzer's model

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Why this tool?

The step from a brilliant idea to a functioning vocational education public-private partnership requires thinking carefully about how you intend to create, deliver, and retain value. The Business Model Canvas guides you through this process.

What is the goal?

Find the balance between economic, civic, and social values in your public-private partnership that will allow you to serve your clients and thrive as an organization as well.

Who is it for?

The Business Model Canvas is a living document that public-private partnerships can return to time and time again. Young partnerships that are ready to turn dreams and ambitions into plans that will work. More experienced partnerships can use the canvas as an evaluation tool or to explore new business models.

The Business Model Canvas smooths the path for cooperation and collaboration within the Katapult network. Many partnerships use the Canvas and therefore have a common language to use when sharing knowledge or participating in peer reviews.

What is it?

The Business Model Canvas is a format with nine building blocks, a blueprint for systematically planning, designing, and implementing new business models.

How can Katapult help?

Katapult can help you understand how to use the canvas in a vocational educational training context. We have experts with ample experience in PPP in vocational and professional education that can help guide you through the canvas. Of course we can provide you with the format of the Business Model Canvas as well, which can be used in face to face as well as digital meetings. Contact us through hello@wearekatapult.eu.

How do you use it?

Step 1
Complete a Business Model Canvas yourself (download the tool below the explanatory video).
It can be very enlightening to work out a Business Model Canvas yourself. When filling it out, you may discover building blocks that need attention. This video explains how the Business Model Canvas is used in business contexts.

Step 2
Compete a Business Model Canvas with public-private partnership founders
Invite all partners to gather for a strategic conversation directed towards filling out the Business Model Canvas together. Keep in mind that each partner also has their own business models! Focus on the things you want to develop together.

Step 3
Complete multiple Business Model Canvases to articulate different concepts
Are partners consistently bringing in different concepts like network, platform, knowledge center, broker, counter or pilot project? This indicates that there are different mind-sets in the room. Develop a Business Model Canvas for each concept.

Step 4
Agree on one business model for your public-private partnership
Before you embark on your journey together, make sure you and your partners have agreed to use the same roadmap. The next thing you will do is prepare to test your model with customers and target groups in order to actually add value to your learning ecosystem.

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Katapult is a learning network of 450 public-private partnerships, and supports these with tools and guidance so they can build robust organizations that will benefit students, educational institutions, and industry.

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The Business Model Canvas is a strategic management and entrepreneurial tool. It allows you to describe, design, challenge, invent, and pivot your business model. This method from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.

The Business Model Canvas enables you to:

Visualize and communicate a simple story of your existing business model.

Use the canvas to design new business models, whether you are a start-up or an existing businessManage a portfolio of business models

You can use the canvas to easily juggle between "Explore" and "Exploit" business models.

Download your free copy of this whitepaper now

Never miss a Strategyzer webinar

Subscribe to receive email notifications for our upcoming webinars directly in your inbox.

The Business Model Canvas is a strategic management and entrepreneurial tool. It allows you to describe, design, challenge, invent, and pivot your business model. This method from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.

The Business Model Canvas enables you to:

Visualize and communicate a simple story of your existing business model.

Use the canvas to design new business models, whether you are a start-up or an existing businessManage a portfolio of business models

You can use the canvas to easily juggle between "Explore" and "Exploit" business models.

The Business Model Canvas is a strategic management and entrepreneurial tool. It allows you to describe, design, challenge, invent, and pivot your business model. This method from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.

Thanks for your interest in

The Business Model Canvas

A self-paced online course with Alex Osterwalder and Yves Pigneur.

Are you trying to improve your existing business model? Or trying to create a new one that can compete in today's market?

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Business Model Canvas - Download the Official Template

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Download the business model canvas template and start planning a business model straight away! Download the pdf template for free | Strategyzer Tools

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Based on the experience of 450 public-private partnerships in the Netherlands and the Centers of Vocational Excellence across Europe, we have developed a series of tools that can help you develop your partnership. Depending on the phase your partnership is in, these tools can be useful for you too. We strongly believe in the power of open source and are more than happy to make these tools available to you. Please contact our team and we will be in touch with you shortly to discuss how we can help you. If we do not have an answer straight away, we will think with you how to find an answer to your question through our network. The tools complement each other but can be used separately as well.

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Katapult is a learning network of 450 public-private partnerships, and supports these with tools and guidance so they can build robust organizations that will benefit students, educational institutions, and industry.

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European Centre for the Development of Vocational Training

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European Centre for the Development of Vocational Training

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CEDEFOP | European Centre for the Development of Vocational Training

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European Centre for the Development of Vocational Training

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Co-operation in vocational education and training

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Co-operation in vocational education and training

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ISATCOVE: Driving Vocational Excellence through Self-Assessment and Collaboration | Open Space

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In 2024, the International Self-Assessment Tool for Centres of Vocational Excellence (ISATCOVE) embarked on a transformative journey, engaging vocational education and training (VET) providers across Europe and beyond in three dynamic waves of implementation. Supported by the European Commission and implemented by the European Training Foundation (ETF), ISATCOVE is designed to help vocational education and training (VET) centres elevate their standards by identifying areas for improvement and adopting best practices from around the globe.

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Centres of vocational excellence: Processes and practices | ETF

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Finding the right partners for your Erasmus Center of Vocational Excellence application can be hard. With this Center of Vocational Excellence Match Making Map we hope to make identifying potential partners across Europe, or even the world, a little easier, so you can find suitable partners for the CoVE call 2021.

What can you do with this map:

1. You can put yourself on the Match Making Map by filling out this form. In this form you can provide information about your own organization and what kind of partners you are looking for. By pressing the 'put me on the map button' you will publish your information on the map, for other potential partners to find you. By doing so, you accept that we publish the information you provided online and that potential partners can approach you. We only use your information for the purpose of this match making map, you can check our privcacy statement if you like.

2. If you are looking for partners, please go to the map. By selecting the search button you can filter the potential partners on the map according to your preference. By closing the search bar, you apply your selected criteria, such as type of organisation or CoVE activitiies the partners is already involved in. Alternatively, you can click on the markers on the map to see more information about the partners. The pink markers are the already established Centers of Vocational Excellence, funded by the European Commission in the pilot calls. The grey markers indicate potential partners.

Disclaimer
Please note that putting your organisation on this map is completely voluntary and by doing so you accept that other organizations working on a CoVE application can reach out to you. Furthermore, this map is purely a facilitation tool for match making, provided by the Community of Practice of Centers of Vocational Excellence. It has no influence on the evaluation of your application, nor does it give any guarantees about the partners you select by using this tool.

The Match Making Map is powered by We are Katapult.

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Finding the right partners for your Erasmus Center of Vocational Excellence application can be hard. With this Center of Vocational Excellence Match Making Map we hope to make identifying potential partners across Europe, or even the world, a little easier, so you can find suitable partners for the CoVE call 2021.

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Better Together - a publication on CoP CoVEs

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Katapult is a learning network of 450 public-private partnerships, and supports these with tools and guidance so they can build robust organizations that will benefit students, educational institutions, and industry.

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Free personality tests should not be taken seriously

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Free personality tests should not be taken seriously

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Most of them are just entertainment or meant to attract people to order big analyses of themselves against payment. Many of these are based to some theory, with or without scientific research behind, and each test approaches the test from point of view of its own.

Despite of what has been said above, doing some tests may give people more information of his personality, capabilities and developmental needs. In common, these issues may not be unknown for person, but he / she might have pushed behind or even deny characteristics that are experienced negative or undesired.

These tacit characteristics may, however, affect the collaboration with other people and organizations, and that is why it could be good to be aware of these.

Disclosure:

Funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the European Education and Culture Executive Agency (EACEA). Neither the European Union nor EACEA can be held responsible for them.

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Free personality tests can be found here:

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Free personality tests can be found here:

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Free personality tests can be found e.g. from here:

23 free personality tests

14 free personality tests

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Got transformational or transactional leader qualities? Test your leadership skills & leadership style with Leadership Style Test, a great tool for leadership training & leadership skills development.

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Facial expressions are a universal language of emotion. How well do you read other people?

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Renewed version of test.

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Q. What is this personality test based on?

A. This test is based on the personality theory created by Isabel Myers and Katharine Briggs. It measures your preferences on Myers and Briggs' four dimensions of personality type, as well as 23 more detailed facets of type to personalize your results.

Q. How long is this personality test?

A. The test consists of 130 questions and takes about 10-15 minutes to complete.

Q. Is this personality test really free?

A. You do not need to purchase or register to take this test and view an overview of your results. If you would like, you can purchase a more comprehensive full report for a small fee.

Q. Is this personality test accurate?

A. This test has been researched extensively to ensure it is valid and reliable, using a variety of statistical methods. These results are detailed in the TypeFinder Technical Documentation. Most of our users describe their results as both accurate and insightful. However, it is important to note that no test can determine personality type correctly for everyone-it's essential that you evaluate your results on your own to decide if they describe you well, and research other possible types if necessary.

Q. What will my results for this test look like?

A. You will first see a brief, free report showing the key points from your results. After reviewing your brief report, you then have the option to unlock your full report for a small fee. To see what you can expect from your full report, see this sample report.

Q. How can I access my personality test results?

A. After you take a test, you will have the option to create an account by entering your email address. If you create an account, you can view your test results at any time by returning to Truity.com and logging into your account. We do not email your results to you.

Q. Do I need to complete this personality test all at once?

A. If you've created an account and are logged in when you take the test, your responses will be saved as you go through the test. If you do not log in to a Truity account before starting the test, your progress will not be saved and you will need to complete the test all at once.

Q. Can I have my employees, team or group take the TypeFinder test?

A. Absolutely. Our Truity@Work platform is designed to make it easy to give a TypeFinder personality test to your team or group. See discounted group pricing and learn how to quickly and easily set up testing for your group on the Testing for Business page.

Q. Will this test tell me which careers are best for my type?

A. This test has brief information about the careers for your type, but if you main goal is to find the right career for you, then we recommend you take the TypeFinder for Career Planning, which is specifically designed to help you find the right career for your type as well as your individual interests and strengths.

Q. Is this personality test appropriate for children?

A. None of our tests are appropriate for children under the age of 14. Some of our tests may have mature content, and anyone younger than 18 should only take the test with parental guidance.

Q. Where can I find more information about the 16 personalities?

Q. Can my personality type change over time?

A. If you asked Isabel Briggs Myers and Katherine Briggs (the creators of the 16 personality types) or Carl Jung (the psychologist whose theories Briggs and Myers studied), they would say no, a person's personality type does not change over time. However, personality psychologists who study large populations have found that shifts in personality do occur over time. Research shows that age and individual life experiences can cause a shift in your personality. However, drastic shifts in personality are unusual, and most people find that changes are small and gradual.

Q. I'm looking for the official MBTI® assessment. Is this it?

A. The MBTI® is the original assessment developed by Isabel Myers and Katharine Briggs. The TypeFinder® is based on Myers and Briggs' theory, but is not the same as the MBTI® assessment. Some key differences:
The MBTI® Assessment The TypeFinder®
Q. Are you going to sell my data?

A. . We do not sell your email or other data to any third parties, and we have a zero-spam policy. We carefully comply with applicable privacy laws in handling your personal information. You can read more in our privacy policy.
Myers-Briggs Type Indicator, Myers-Briggs, and MBTI are registered trademarks of The Myers & Briggs Foundation in the United States and other countries. Truity has no affiliation with the organizations publishing or holding rights to the MBTI® assessment.

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This updated and expanded edition of our bestselling TypeFinder assessment goes deeper than any personality test you've taken before. Based on original research into the nuances of personality type, the TypeFinder reveals not only your four-letter personality type code, but exactly how your one-of-a-kind personality profile fits within that type.