A session that I gave to IESE MBA class of 2010 on how to get the best out of their 2 years at IESE - with special focus on how to prioritise job search between cases, BOTW, meetings, coffees, travels, sport...
There is so much focus on Leadership and somehow there is this perception it is all about STAR players. The vast majority of the workforce are not STARS but B players. Dave Ulrich talked about 3 C's and Tom DeLong from Harvard talked about Managing B players. Here are some thoughts drawn from various sources on how to develop a Competency Model to lead B players. www.smrhub.com and www.smrhub.com
WISDOM FROM 73 THOUGHT LEADERS.
Every contributor to this remarkable volume has graciously donated ideas and time to the over 1 million global HR professionals who want to make a difference.
First, on behalf of our more than 140,000 certificants and the HR Certification Institute (HRCI) board and staff, I would like to thank Dr. Dave Ulrich, Dr. Bill Schiemann, GPHR, and Libby Sartain, SPHR, for contributing hundreds of hours of their personal time to ensuring that this book illuminates the value and impact that HR professionals bring to organizations every day.
As the industry’s foremost voice for human resources certification, HRCI has brought together the world’s leading HR experts to share insights on our profession through this inaugural Institute-sponsored publication that is being distributed globally in an effort to advance the HR profession.
Seventy-three human resources thought leaders from across the globe volunteered to contribute their expertise to this compilation of wisdom regarding the HR profession. Together, their contributions offer a comprehensive look into the critical issues transforming human resources—one of the fastest-growing professions in the workplace and one that is being influenced by many factors, including technological developments and globalization.
IESE Develop Your Communication Skills Webinar 12 April 2013Conor Neill
What does it take to communication in a way that you move people to take action? What does it take to get people to pay attention, to value your words?
Definiciones y análisis de ambos autores sobre el Estudio de Caso. Para mayor información visita:
http://formacionaudiovisual.blogspot.com/2016/04/estudio-de-caso-segun-hartley-y-segun.html
Human Resources Champion by Dave Ulrich Chapter 2 & 3Hedi Fauzi
This is my final presentation in Human Relation Class at Sampoerna University. The material of this presentation is taken from Human Resources Champion's Book by Dave Ulrich Chapter 2 & 3.
Slide: PowerPoint 2013
Design by: Hedi Fauzi
Image: Google Image and Freepik
If you need the original file for your reference, feel free to ask me via email: hedi.fauzi@hotmail.com with subject [SlideShare] (Your Subject)
Creating the Human Resources Operating Model for the next generation. See also Blog article on HR Transformer Blog - http://tinyurl.com/nxk5jm. Discussion of key trends, components of HR operating model and some predictions. Short presentation given at EMRG BPO Conference June 23rd 2009, London. Andrew Spence Glass Bead Consulting.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
A session that I gave to IESE MBA class of 2010 on how to get the best out of their 2 years at IESE - with special focus on how to prioritise job search between cases, BOTW, meetings, coffees, travels, sport...
There is so much focus on Leadership and somehow there is this perception it is all about STAR players. The vast majority of the workforce are not STARS but B players. Dave Ulrich talked about 3 C's and Tom DeLong from Harvard talked about Managing B players. Here are some thoughts drawn from various sources on how to develop a Competency Model to lead B players. www.smrhub.com and www.smrhub.com
WISDOM FROM 73 THOUGHT LEADERS.
Every contributor to this remarkable volume has graciously donated ideas and time to the over 1 million global HR professionals who want to make a difference.
First, on behalf of our more than 140,000 certificants and the HR Certification Institute (HRCI) board and staff, I would like to thank Dr. Dave Ulrich, Dr. Bill Schiemann, GPHR, and Libby Sartain, SPHR, for contributing hundreds of hours of their personal time to ensuring that this book illuminates the value and impact that HR professionals bring to organizations every day.
As the industry’s foremost voice for human resources certification, HRCI has brought together the world’s leading HR experts to share insights on our profession through this inaugural Institute-sponsored publication that is being distributed globally in an effort to advance the HR profession.
Seventy-three human resources thought leaders from across the globe volunteered to contribute their expertise to this compilation of wisdom regarding the HR profession. Together, their contributions offer a comprehensive look into the critical issues transforming human resources—one of the fastest-growing professions in the workplace and one that is being influenced by many factors, including technological developments and globalization.
IESE Develop Your Communication Skills Webinar 12 April 2013Conor Neill
What does it take to communication in a way that you move people to take action? What does it take to get people to pay attention, to value your words?
Definiciones y análisis de ambos autores sobre el Estudio de Caso. Para mayor información visita:
http://formacionaudiovisual.blogspot.com/2016/04/estudio-de-caso-segun-hartley-y-segun.html
Human Resources Champion by Dave Ulrich Chapter 2 & 3Hedi Fauzi
This is my final presentation in Human Relation Class at Sampoerna University. The material of this presentation is taken from Human Resources Champion's Book by Dave Ulrich Chapter 2 & 3.
Slide: PowerPoint 2013
Design by: Hedi Fauzi
Image: Google Image and Freepik
If you need the original file for your reference, feel free to ask me via email: hedi.fauzi@hotmail.com with subject [SlideShare] (Your Subject)
Creating the Human Resources Operating Model for the next generation. See also Blog article on HR Transformer Blog - http://tinyurl.com/nxk5jm. Discussion of key trends, components of HR operating model and some predictions. Short presentation given at EMRG BPO Conference June 23rd 2009, London. Andrew Spence Glass Bead Consulting.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
How Leaders Network, Conor Neill for IESE Business School AlumniConor Neill
This was a session delivered by Prof Conor Neill to the IESE Business School Alumni Learning Program in February 2021. There are 3 types of network that successful leaders develop during the course of their career.
Are you productive? (...or are you just busy?)Conor Neill
Full article here: http://www.lifehack.org/articles/productivity/11-differences-between-busy-people-and-productive-people.html
Spend less time talking about what you will do and dedicate that time to creating the first step. What can you do now that requires the approval of nobody else? What can you do with the resources, knowledge and support that you have now? Do that. It is amazing how the universe rewards the person who stops talking and begins.
This is a short manifesto about my change as a
teacher, away from transfer of knowledge and tools…
and towards… something deeper.
In the spirit of changing myself for the better (and
becoming a better father to my daughter), I wrote
a short manifesto.
http://cono.rs/idontknow
In the next 10 years through to 2024, 1 Billion jobs will
be taken over by machines. Google cars will replace
taxis. IBM’s Watson will replace customer service staff.
We cannot out-reason the machines.
We must change the way we teach, the way we parent
and the role of “I don’t know” in our society.
I ask for your help. I will ask for your commitment not
to say "I know", when you don't. I will ask you to use "I
don't know" more. Let's let our connected intuition have
the space it needs to work as it was originally designed.
Would love your reflections as a Maker of Change!
Best
Conor
A technical note prepared to assist in preparation for professional job interview. Contains a list of 72 standard questions that have regularly come up in MBA job interviews
Mafalda está más viva que nunca. Reaparece siempre fresca y renovada en sus nuevos libros y periódicos. Hace cine y televisión. Viaja en la imaginación colectiva de infinidad de naciones que son muy diferentes entre ellas culturalmente. Y llega a los lugares más insospechados, volviéndose familiar a generaciones que no tienen nada que ver con la que vio nacer a Mafalda
1. 18/03/2010
La ciencia de la influencia
Teoría del Profesor Robert Cialdini
Conor Neill
IESE Business School - University of Navarra
Prueba social
Agradar Reciprocidad
Persuasión
Compromiso Escasez
Autoridad
IESE Business School - University of Navarra
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2. 18/03/2010
Seis preguntas a responder
1 Si tienes dos opciones a ofrecer al cliente, cual
deberías ofrecer primero, la más costosa o la
menos? ?
2 Es mejor decir a tu audiencia qué pueden ganar si
se mueven en tu dirección o lo que pueden perder si
no lo hacen?
3 Cuando se debería mencionar la nueva
información? Antes o después de presentar la
información adicional a la audiencia?
IESE Business School - University of Navarra
Seis preguntas (cont.)
• Si tienes un producto, servicio o idea que tiene
tanto fortalezas como debilidades, deberías
presentar la debilidad hacia el principio o bien
avanzada la presentación?
5 Despues de que alguien te haya elogiado a tí, tu producto o
tu organización que es lo más efectivo que puedes decir
inmediatamente después de dar las gracias?
6 Para conseguir agradar a alguien de manera que quiera
colaborar contigo cual es la cosa más productiva que se
contigo,
puede hacer antes de intentar influenciar a esa persona?
IESE Business School - University of Navarra
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3. 18/03/2010
1. Reciprocidad
Estoy obligado a devolver la forma de comportamiento
y g p
que tú me has dado
Ejemplos
• Etiopía-Méjico
• Postal de navidad de Harrison
• Hare Krishna
• Barras de chocolate (2 por $1) - concesiones
No lo murmures. Di: “Se que tu hubieras hecho lo
mismo por mí”
IESE Business School - University of Navarra
2. Escasez
1. La gente asigna mayor valor a las oportunidades menos
disponibles
2. Objetos (o información) escasos son más valiosos porque crea
el deseo de poseerlos o tner la información
3. El acto de limitar el acceso a un mensaje, por ejemplo, aumenta
nuestro deseo de recibirlo. Esta información es más especial si
es percibida como ser exclusiva para un reducido grupo de
personas
EJEMPLO: importación de carne Australiana
IESE Business School - University of Navarra
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4. 18/03/2010
Autoridad
• La autoridad se basa en la credibilidad: conocimento
y ser de confianza
• Pero qué pasa si no te conocen?
• Antes de presentar tu argumento másfuerte,
presenta una debilidad
• Entonces estresa que tus p
q puntos más fuertes
superan esta debilidad
• Te permite demostrar tu conocimiento y tu
honestidad al admitir una debilidad
IESE Business School - University of Navarra
Consistencia
• Los estudios han demostrado que la gente generalmente
quiere ser consistente con lo que han dicho
públicamente o escrito
• Porque esta gente están más dispuestos a decir que sí a
una petición que es consistente con alho que ya han
dicho o escrito
Ejemplo para conmseguir el compromiso de la gente –
restaurante de Chicago con ‘no shows’ - “Por favor
llame si necesita cancelar su reserva”
IESE Business School - University of Navarra
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5. 18/03/2010
Prueba social o consenso
• Una manera importante que la gente utiliza para
determinar en qué creen y cómo actuar es mediante
la observación de lo que creen y hacen otros
• Esto funciona muy bien cuando hay incertidumbre,
cuando se sienten inseguros o simplememte cuando
la situación es ambigua
• La gente está más dispuesta a seguir a un líder o a
otros similares
similares.
IESE Business School - University of Navarra
Agrado
La gente prefiere decir “si” a aquéllos a los
que conocen y que les caen bien
• Atractivo físico
• Similaridad: comunicar puntos comunes
• Cumplidos: comentarios positivos inteligentes
• Familiaridad: crear asociaciones positivas
• Cooperación: trabajar generosamente con otros
IESE Business School - University of Navarra
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