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-By Development Network- Predicting who will move furthest, fastest is the key to a successful talent review process. Unless you do this, it's impossible to differentiate how to invest in strategies to grow talent or to do succession planning. By definition, succession planning predicts who will be able to move into a role or level at a certain point in time. An inaccurate process is not only a significant waste of resources but can jeopardize the company's future. You can make your talent review process more predictive and effective by improving its simplicity, transparency and level of accountability. Simplify how you identify high potentials. Elaborate competency models don't often predict which managers succeed. Sometimes they fail because the models are lists of good managerial and leadership behaviors, not the few vital behaviors that differentiate success. Often, they quickly become outdated as the organization's strategy changes. By the time you've developed and implemented a certain type of model, it's only likely to be accurate for a few years at best. Solve this problem by creating your high potential model during the executive team talent review. After you've completed your calibration discussion, ask the meeting participants which factors differentiate those in the highest potential category from those in the next highest potential category. The two or three factors they identify will be the operation's definition of high potential. Their answers may not align with your desired model and you may not even agree, but they're what your executives consider when they evaluate who has high potential. Simplify the process by following these steps: 1. Use a performance and potential (PxP) matrix: Most companies already use this to differentiate their talent. When used properly, it's the most straightforward and accurate way to understand the quality of talent. 2. Keep the PxP simple: Use nine boxes at the most. For most managerial roles, you can't accurately differentiate people into any greater number of categories. 3. Assess potential to advance: Predicting success is the purpose of talent reviews. If you're defining potential as alignment to your company values, an individual's ambition or anything else, you've eliminated the process' usefulness to succession planning. Include in your PxP definition of potential a statement defining it as progress through levels over time - for example, one level in three years, two levels in six years - so it feeds into succession planning. 4. Assign clear accountability for follow-up. Too many organizations destroy the value of talent reviews by failing to execute on the agreed development decisions. This is most often due to a lack of process and accountability. The solution is as simple as this: a) HR should record every talent action agreed to: That might include the action, due date and the person accountable for executing each development decision. b) HR should follow up on every action: It is HR's responsibility to ensure the successful execution of every talent action identified during reviews. Once a month, the responsible HR leader should call or visit the manager accountable for the action to ensure it's moving forward. If it's not, they need to push for progress and elevate the issue if they meet resistance. c) The list of agreed-upon actions should be the first agenda item at the next talent review: It will be obvious who didn't do their job as the status of each item is read. Turn up the transparency dial. You may not need to be 100 percent transparent about every talent review decision, but more transparency is typically better than less. You should: a) Increase process transparency: Let everyone reviewed in the process know that the process occurs and about the tools used, the topics discussed and the types of decisions that are made. The most transparent organizations post this on their intranet. b) Increase outcome transparency: At a minimum, anyone reviewed in the process should have a yearly conversation with their manager to discuss their performance and their potential to move forward. This step empowers employees to make the right career decisions. If you can implement these few enhancements you'll find your talent review process accurately differentiates talent and allows you to make smart talent investments. [About the Author: Marc Effron is president of The Talent Strategy Group and author of One Page Talent Management.] -For More articles & Information: http://www.developmentnetwork.co.nr/ |
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UN Trust Fund Call for Proposals 2014: Large and Small NGOs can apply Calling all Fundraising Professionals! We are inviting you to be the first to try FundsforNGOs Premium Website which promises to revolutionize how you and your NGO can set about your fundraising. Never before have so many funding opportunities been collected in one place meaning that you can forget about endless hours researching donors…[more] UN Trust Fund Call for Proposals 2014: Large and Small NGOs can apply Deadline: 22 January 2014 Developing Countries A new call for proposals under the United Nations Trust Fund has been announced. NGOs are invited to submit proposals. For large civil society organizations, governments and UN Country Teams, budget requests should be within the range of a minimum of US$ 300,000 to a maximum of US$ 1 million total for duration of two to three years. For small civil society organizations, especially grassroots women's organizations and youth‐led organizations, budget requests for a minimum of US$ 50,000 will also be considered…[more] http://www.fundsforngos.org/?p=56037 Fundraising Essentials: How to nurture Individual Donors After nearly a decade working in fundraising in several countries and in organisation's big and small, it has become apparent that the majority of NGOs continue to see grant funding as the panacea to their fundraising challenges. Time and again when new projects are proposed or when financial difficulties arise NGOs will point their fundraisers in typically one direction, large grant project funding…[more] http://www.fundsforngos.org/?p=56031 HIV & Drug Use Research Fellowships Program Deadline: 10 February 2014 All Countries Applications are accepted for HIV & Drug Use Research Fellowships Program offered by International AIDS Society (IAS). This program is being supported by National Institute on Drug Abuse (NIDA) and the French National Agency for Research on AIDS and Viral Hepatitis (ANRS)…[more] http://www.fundsforngos.org/?p=55933 Social Venture Challenge Asia – Competition Deadline: 28 January 2014 All Countries Participants from around the world are invited to take part in Social Venture Challenge Asia Competition. This program is being supported by DBS and NUS Enterprise…[more] http://www.fundsforngos.org/?p=55915 Featured: The Global Fund for Women Grants: How to Write Your Proposal A guide for small NGOs on how to develop and submit a proposal to apply for grant from the Global Fund for Women which offers $5,000 to $30,000 per year for projects that promote women's rights around the world. This guide takes you through the application form, providing tips and live examples on how to draft various components of the proposal…[more] http://www.fundsforngos.org/?p=55975 United Nations Democracy Fund (UNDEF) 2013: Learn How to Apply Deadline: 31 December 2013 All Countries The United Nations Democracy Fund (UNDEF) 2013 Call for Project Proposals is now open for NGOs to apply. The Fund provides financial support to projects around the world for strengthening the voice of civil society, promoting human rights and encouraging the participation of all groups in the democratic processes. The main areas of funding are Community Development, Media, Rule of Law and Human Rights, Tools for Democratization, Women and Youth…[more] http://www.fundsforngos.org/?p=55806 Calling all Fundraising Professionals! We are inviting you to be the first to try FundsforNGOs Premium Website which promises to revolutionize how you and your NGO can set about your fundraising. Never before have so many funding opportunities been collected in one place meaning that you can forget about endless hours researching donors…[more]       More Recent Articles
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You received a New Information in the Diary submission from Community Network:
How Bilateral Donors provide funding to NGOs Check out our resource on how to identify bilateral donor agencies and how to approach them for funding. This guide covers information about AusAID, CIDA, DANIDA, JICA, SIDA, UKaid and the USAID. You can learn how to locally contact these agencies in your own country and what kinds of funding programs are available with them...[more] http://www.fundsforngos.org/?p=23061 Recent: Proposals invitied for Buckminster Fuller Challenge: Grants of up to $100,000 World Learning's Advancing Leaders Fellowship: $10,000 Award, Training and Networking Japanese Award for Most Innovative Development Project: Grants of up to $45,000 Japanese Award for Outstanding Research on Development: Grants of up to $45,000 Medals for Research on Development (Medals): Grants of up to $15,000 fundsforngos.org is wholly owned by FUNDSFORNGOS, LLC located at 866, United Nations Plaza, Suite 437, New York, NY 10017, USA. |
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| 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] |
| -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
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| -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/ |
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| -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/ |
