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. SOS Children's Villages is concerned about all children, particularly those who have no parental care and those whose families have to live in difficult conditions. The basis and aim of our work is to respect, promote and stand up for children's rights. We want to use our socio-political work to make decision makers and the public aware of the problems that children face and to call for measures that will promote the well-being of children across the world. In parallel to our lobbying activities, we encourage children to actively take part in the decision-making processes that affect their lives and, if possible, to actually represent themselves. 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.or Your 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.org For 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/

Employment Seeking-Administrator of Development Network

Dear  Human Resource Managers of Research and  Development Organizations,  Currently I am seeking a career as junior consultant for Rural Development /Poverty Alleviation related projects. My CV: http://www.scribd.com/doc/106626776/Kanakalingam-Sasikumar-CV If there is an employment opportunity for me , kindly let me know know via my email address: saksi76@yahoo.com Thank You. With Regards, K.Sasikumar Administrator, Development Network (http://www.developmentnetwork.co.nr/)

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/

Fw: Information about Scholarships and Internships

--- On Mon, 23/7/12, Mohsin <raza@irm.edu.pk> wrote: From: Mohsin <raza@irm.edu.pk> Subject: Information about Scholarships and Internships To: saksi76@yahoo.com Date: Monday, 23 July, 2012, 5:10 PM Dear Mr. Saksi   As is discussed, it is requested to please share the info on your  face book and other online platforms of Developmentnet Work.     1.       There are many INTERNATIONAL SCHOLARSHIPS FOR 2012-13 ON IRM PAGE, WOMEN FOCUSED ARE ALSO LISTED. You need to spend some time to apply. in many countries https://www.facebook.com/IRM.Pakistan   2.       Secrets of getting Internship in London and Washington DC. learn from the Guru  https://www.facebook.com/RoomiHayat       Thanking you in anticipation.   Kind regards,     M. Raza Mohsin Programme Officer INSTITUTE OF RURAL MANAGEMENT (IRM) For Updates on Training, Jobs & Scholarships follows us on: T: +92-51-2822725, 2522792 F: +92-51-2823335   www.irm.edu.pk I info@irm.edu.pk 6, St # 56, F-6/4 Islamabad, Pakistan   One of the Asia's Leading Training Institutes

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/