| Dear Friends, Please vote for Khabar Laharia, a rural newspaper promoting women journalists from rural areas in uttar pradesh. You can vote by just giving a missed call on +912261850942 with your mobile number* to vote. A confirmation SMS will be sent to you after your call. Please Please vote and help us raising funds. By Ms. Deepika Gupta [http://www.facebook.com/deepika.gupta.3348] |
Feeds in the Members' Diary of Development Network
Wednesday, October 17, 2012
Vote for Khabar Laharia!
Saturday, October 13, 2012
Top 5 Challenges of Tracking Business Performance
| -By Development Network- Nearly every organization, large or small, public or private, has a method for tracking their overall performance. Whether using a simple spreadsheet-based document or a comprehensive business scorecard software solution, many organizations face the same 5 challenges in tracking performance. Top 5 Challenges of Tracking Business Performance
-For more Articles and Information: http://www.developmentnetwork.co.nr/ |
Saturday, September 29, 2012
SOS Children’s Village-Sri Lanka
| -By Development Network- SOS Children's Village is situated in Kesbewa near Piliyandala town. The capital of Sri Lanka, Colombo is 20 kilometres north of the Village and Piliyandala town is four kilometres away. The foundation stone for the Village was laid on April 1, 1981 and in November that year when the construction of the Village was completed partially, the first children brought home. The Village was formally dedicated to children of Sri Lanka on January 20, 1982 by founder father of SOS Children's Villages Hermann Gmeiner in presence of Ministers of Government of Sri Lanka, Ashoka Karunarathne and Dharmasena Attygalle. Ambassadors of Germany and Austria also graced the function. It was the first Children's Village in Sri Lanka. The Village was built on the land donated by the government. SOS Children's Villages of Sri Lanka is a non-governmental social development organisation that has been active in the field of children's rights and committed to children's needs and concerns since 1981. The childcare concept of SOS Children's Villages is alive in 132 countries and territories including Sri Lanka where our focus is on children without parental care and children of families in difficult circumstances. SOS Children's Villages of Sri Lanka is part of the umbrella organisation SOS Children's Villages International. SOS Children's Villages focuses on family-based, long-term care of children who can no longer grow up with their biological families. At our SOS Children's Villages and SOS Youth Facilities they experience reliable relationships and love once again, meaning that they can recover from what they have experienced, which has often been traumatic. They grow up in a stable family environment, and are supported individually until they become independent young adults. We are extending our work with families through family strengthening programmes by working with and for disadvantaged families to prevent crises that can in the worst case scenario lead to children being placed in out-of-home care. SOS Children's Villages offers various forms of support to strengthen and stabilise families as much as possible so that they can once again manage their lives independently and care for their children. Our family strengthening programmes are an important way of building on the families' and communities' resources, their ability to self-organise themselves and their responsibility for the well-being of the children. Equal rights to education and training for children are another important area of our work. Pre-school care for children, schooling and vocational training are the key to the future. To ensure that children enjoy these basic rights, SOS Children's Villages has kindergartens, day-care centres, schools and vocational training centres. Contact: Mr. Laksiri Hettige Village Director SOS Children's Village – Pilyandala Kesbewa, Pilyandala, Sri Lanka Tel : +94-011-2-703891, +94-011-2-702712 email: pilyandala@soscvsrilanka.orYour sponsorship enables a child to grow up in an SOS family, receive the best possible education and become a responsible adult. Your support provides physical, material and more importantly emotional well-being of a child. Sponsor a child to provide children with a happy childhood! Through a child sponsorship, you will receive a season's greeting along with a photo of the child you sponsor and also the information of day to day life of the child every year. Donate online with your credit card via our payment gateway or to the account below Bank: Hatton National Bank, Piliyandala Branch Account No: 038-01-000302-1 Contact person: Ms. Earline Barthelot National Office P.O. Box 5, Piliyandala, Sri Lanka Tel: + 94-777 223 246, +94-11-270 2712 email: fund@soscvsrilanka.orgFor the Leaflet with Application Form for sponsoring a child: http://soscvsrilanka.org/images/donor-leaflet.jpg -For More Articles and Information: http://www.developmentnetwork.co.nr/ |
Wednesday, September 26, 2012
Employment Seeking-Administrator of Development Network
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Friday, September 21, 2012
Use Meetings for Employee Development
| -By Development Network- Meetings are often considered the bane of employees' existence. Among the most common complaints: being forced to attend a meeting that has little or no value. Through a more optimistic lens, however, meetings that are properly planned and executed can actually offer development opportunities for some employees. Here are some tips to use meetings as a development tool. 1. Assign a different staff employee to put together the agenda for each staff meeting. This will require the person to gather information on reports to be made and issues to be discussed. It will also require the assigned employee to discuss priorities with the manager and allot time to each agenda item. Development potential: It gives that employee a broader perspective of the work of others; it helps further develop business acumen; and it adds meeting management competencies. 2. Assign a staff member to bring in and lead a learning activity. This might be in the form of discussing a recent problem, circulating an article of interest (and the leading a discussion of it), suggesting a change in how the group does its work, or bringing in information on a competitor's product or service. Development potential: Leading a discussion; listening skills; presentation skills; learning other perspectives and receiving feedback. 3. Rotate responsibility for facilitating each staff meeting among staff members. Development potential: Listening skills; meeting management skills; facilitation skills and conflict management skills. 4. Brainstorm the solution to a problem, challenge or opportunity. Managers can opt to announce the topic during the meeting or inform employees of the topic ahead of time so they can think about alternatives before the brainstorming session. Development potential: Brainstorming skills; listening skills; influencing skills; developing synergy among staff members; critical and creative thinking skills. 5. Invite a guest speaker. This could be a customer or a supplier who can address how the two groups can work together more easily and effectively. Development potential: Listening skills; critical and creative thinking skills; and problem analysis skills. 6. Notice who dominates discussions and who participates little, if at all. This can help introverts to participate more and extroverts to limit their input. Not only will this result in more equal participation, but it will also model meeting management and facilitation skills for employees. Development potential: Meeting management skills; facilitation skills and leadership skills. 7. Be open to new ideas. When a staff member suggests a change in how the group handles a procedure or process, and it's something that won't work or varies from what's in place, don't just reject it out of hand, but ask probing questions to help the employee develop the idea. It may be that a discussion of the idea may spark others to suggest improvements that will work. Development potential: Facilitation skills; critical and creative thinking skills; and conflict management skills. 8. Be creative. Instead of following the usual agenda, take employees on a field trip to spark their thinking and creativity. This must be followed up, however, with discussions of what everyone saw and how to use new and different ideas and methods to improve the company's operations. Development potential: Creative and critical thinking skills. 9. Help employees see the larger context of their work. Too often, employees are so focused on their own tasks that they lose sight of the larger context. By demonstrating how their work contributes to larger organizational goals, employees develop a more nuanced understanding of the business. Development potential: Business acumen and taking pride in one's work. [About the Author: Daniel R. Tobin is a consultant, author, and speaker on corporate learning strategies and author of seven books, including Learn Your Way to Success]. -For More Articles and Information: http://www.developmentnetwork.co.nr/ |
Monday, July 23, 2012
Fw: Information about Scholarships and Internships
--- On Mon, 23/7/12, Mohsin <raza@irm.edu.pk> wrote:
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Tuesday, July 3, 2012
Make Your Leaders Everyday Coaches [by Allen Moore | Talent Management]
| -By Development Network- Organizations that are effective at training managers to coach employees have higher levels of employee productivity, employee engagement and financial performance, according to a November 2011 Bersin & Associates study titled "High-Impact Performance Management: Maximizing Performance Coaching." In fact, 73 percent of organizations that are highly effective at teaching coaching preparation also had above-average business results. Of the ones that were average at teaching coaching preparation, only 46 percent had strong business results. Yet, work still needs to be done. According to the study, many managers are inadequate at performance coaching, whereas senior leaders do not provide consistent coaching. For coaching to be effective, organizations must create a coaching culture that supports each of these five conditions of individual development. Grab a pen and see how you rank: 1. Candor to promote insight. Do bosses and coaches talk openly about expectations, work performance and development needs? Sometimes bosses think it's faster and easier to just fix things themselves. Coaches should instead be willing to engage in constructive and positive confrontation. Today's employee actively seeks - and welcomes - feedback and the opportunity to improve. 2. Trust to foster motivation. Do leaders walk the talk and look out for employee interests? Personal growth, team development and organizational learning should be integrated and the links clearly understood. Coaching must primarily be seen as an opportunity rather than as a remedial intervention. 3. Support to allow capability building. Do people explore new ideas and consider other ways of doing things? Are there effective mechanisms for identifying and addressing barriers to learning? Before beginning a program, identify cultural and systems barriers to coaching and enhancing capabilities, such as not allowing time for personal growth. 4. Flexibility to allow practice. Do people take reasonable risks and try new things or are they afraid that any failure will be met with reprimand? Are coaches strong role models for fostering and supporting stretch assignments and appropriate risk taking? 5. Responsibility aligned with accountability. Coaching is seen as a joint responsibility of managers and their direct reports. Are people held appropriately accountable for meeting their objectives and delivering on commitments? Are there fair and transparent rewards and consequences associated with performance? Create an Everyday Coaching Culture Here are three tips for companies to create a culture of coaching: 1. Seed the organization with leaders at all levels who model coaching. Before rolling out an internal coaching program, bring in external coaches to teach senior executives best practices and establish them as role models. Advanced workshops on coaching skills are also effective for cascading tools and practices through levels of the organization. 2. Embed coaching into performance management and talent management systems. Coaching is a skill that's as important as other functional and leadership competencies. Set expectations for proficiency, measure and review them regularly, demand improvements where necessary and celebrate success. 3. Develop a cadre of master coaches. Select HR staff and a few volunteer executives - people with a natural talent for developing others, willingness to be role models, to coach peers, and in some cases to be an upward coach to more senior managers. Give them the training and tools they need to succeed and lead a center of excellence or community of practice. The key to ongoing success is to not make coaching an add-on to what leaders are tasked with doing, but rather to make it a core element of everyday organizational success. [About the Author: Allen Moore is director, executive coaching, at PDI Ninth House.] -For More Articles and Information: http://www.developmentnetwork.co.nr/ |
Sunday, March 25, 2012
New Information in the Diary Submission Received
You received a New Information in the Diary submission from Community Network:
| Subject | Human trafficking, narcotics, their causes and effects in Europe and America |
| Description | By M.Aamir waheed Smuggling is an international issue which adversely affects world economy as well as individual countries, e.g. If it is food items being smuggled abroad, a shortage is created in the countries from where these items are being smuggled. This leads to a price-hike, plus these items sold out abroad at exorbitant rates. When Russia broke up, people fought and killed over a loaf of bread. Africa is facing a similar situation now. Human smuggling is also a serious issue in the world. This not only promotes international terrorism when borders are crossed and tensions created, it also leads to unemployment the creation of 'Great Depression' like situations when too many people try to survive and compete in a place where capacity is less. Apart from human smuggling, drugs, arms, and ammunition are also smuggled, compounding the problems of countries like Europe and the USA . Drugs are a dangerous poison whose most destructive form is Heroin, which is being smuggled and distributed globally. Despite hectic efforts to condemn it, the use and supply are increasing rapidly. About 10% of the world's narcotics supplied by Afghanistan , from where it is routed through Pakistan , Iran and Central Asian states and onward to Europe and the USA . Similarly, Cocaine, hashish, marijuana, etc is eating away at the vitals of not only Pakistani but also the world youth. Effects not only the drug user but also the whole families destroyed by use the narcotics. Stringent measures must be plan adopted to stop youth from this affliction, and the phenomenon of 'wasted lives' both redeemed through rehabilitation as well as prevented through severe penalties imposed upon drug traffickers. Some time past, British and American administration has been seriously concerned about the entry of prohibited and addictive medicines, injections, cigarettes and drugs like Cocaine, Heroin, etc into their respective countries. These were being smuggled through the tobacco used in cigarettes as well as medicines. When several cases of this type detected in USA of drugs being smuggled through Pakistani made cigarettes and medicines, the USA administration was surprised at this technique, but failed to discover the route employed for this whole operation by the smugglers. On the night of 16 January 2011, the Anti-Narcotics Force seized about 45 Cargo articles of Pakistan Post office at Lahore Airport in which addictive and prohibited medicines plus different chemicals were being smuggled abroad, bound for American and Europe . This also contained sizable amounts of heroin. This raid was conducted under the supervision of A.D. ANF Lahore Directorate Mr. Sahib Khan. This cargo was booked for the delivering to USA and Britain . However, after 2 days the ANF took the plea that these addictive and prohibited medicines do not fall in the purview of their Control List, rather, it is a Customers Case. These medicines consequently handed over to the Customs officials in preparing a case for the Court, but reliable reports indicated that the narcotics in the shipment vanished, and a big deal were struck between the ANF and the smuggler party. In this connection, a Team from Interpol (international police) also visited Lahore , but they were refused to Islamabad and became a subject for red-tapism and non-cooperation. After this, the smugglers managed to remove the honest Assistant Commissioner Customs Lahore, and instill their own man in his place, and to date the Customs administration has not instituted any case in this connection. Reliable Reports reveal these medicines are in the custody of Customs officials and no proper documentation done by GPO Lahore officials. Actually, these UK and USA bound parcels handled by booking officials who are part of the smuggler gang. These addictive narcotics concealed in medicines and cigarettes are still being routinely smuggled abroad. This is extremely harmful and dangerous for humanity; unfortunately, money rules in the Pakistan due to which all particulars of this case were hushed up. Now smugglers doing again run this business openly and the prohibited medicines and drugs are smuggled USA , UK and Europe every day of week. Supported the smugglers for this smuggling enterprise , Lahore Gen Post Office officials and airport Anti narcotics and customs staff that are very dangerous for the world's nations, I am strongly sure may be in these enterprises support the big hidden political hands of Pakistan. |
| Full Name | M.Aamir waheed |
| Email Address | aamirm84@yahoo.com |
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Saturday, March 17, 2012
New Information in the Diary Submission Received
You received a New Information in the Diary submission from Community Network:
| Subject | |
| Description | |
| Full Name | sunita sinha |
| Email Address | aditi_samaj@yahoomail.com |
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Wednesday, February 1, 2012
Sunday, January 29, 2012
Act Now to Prevent a Talent Exodus in 2012 (by Jason Corsello | Talent Management)
| -By development Network- Research indicates there is a talent exodus on the horizon: An estimated 21 million Americans are thinking about changing jobs in the next year, according to a recent Cornerstone OnDemand/Harris Interactive survey. Despite a slow economy, people are still on the lookout for the next best job opportunity. Given talent shortages in industries such as technology, manufacturing and health care, who's to say there isn't another company ready to swoop in and hire them away with promises of better wages and opportunities for career growth? The survey found that a key driver in that dissatisfaction may be rooted in the employee performance management process - in particular, the annual performance review. Considering the fact that the cost of employee turnover can be up to 250 percent of the annual salary per exiting employee, employers who are unprepared may experience a steep price tag of an estimated $2 trillion on employee churn in 2012. What can employers do to reduce the chances of suffering that type of talent exodus and the resulting costs, not to mention the loss of productivity? Based on the survey results, here are four ways in which organizations can revamp their performance management process to motivate, empower and retain their top people. 1. Go beyond the one-time review. The survey revealed that 50 percent of employed U.S. adults who have experienced their employer's review process feel more valued by the company when they receive a performance review focused on helping them succeed. The first step would mean increasing useful feedback from managers while, at the same time, shifting from the standard once-a-year process to one that is more fluid and unfolds throughout the course of the year. Many employers today have transformed their performance management process from the antiquated, annual paper-based review to one that's more timely, interactional and transparent - using an emerging strategy of blending traditional performance technology solutions for goal setting and appraisals with social functionality for just-in-time feedback. 2. Get feedback from the right people at the right time. While a lot of organizations are set up as hierarchies, how work gets done is in more of a matrix-based structure. With this in mind, it makes sense to allow for reviews from peers, project leaders or clients who people work with on a daily basis. It gives employees the helpful feedback they need and gives managers better insight for more meaningful discussions with direct reports. 3. Actions speak louder than words. Another critical change when it comes to remaking the performance review process is making them actionable. In other words, jettison the old, "Here is the right way and the wrong way, now go out and do things the right way. And good luck with it." In the past six months, only 34 percent of those surveyed indicated they've received training and development to help them better perform their job. But this mindset will no longer cut it with today's workforces. Employers and managers need not only to provide clear, actionable steps to help employees improve or succeed in their roles, they also need to arm them with the right training and development opportunities to close skills and knowledge gaps. 4. Future-proof your workforce. The next step is to focus on employees' long-term career development. When a talented worker is a flight potential, providing specific ways and means by which they can flourish and succeed long-term within the organization is invaluable. More than likely, it will keep top performers from looking elsewhere when figuring out what is next for them and their careers. In short, provide that sense of talent mobility within your organization, rather than having your top performers seek it somewhere else, including with a competitor. The survey shows that managers who go through the motions with performance appraisals not only risk losing valuable talent, but will also hamper organizational success. Employee performance management should be about developing people to help them succeed while, at the same time, keeping them aligned with the goals of the organization. That way, everybody wins. [About the Author: Jason Corsello is vice president of corporate development and strategy for Cornerstone OnDemand, a global provider of integrated learning and talent management software.] -For more articles and information: http://www.developmentnetwork.co.nr/ |
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