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Medium 9781609946401

3 Setting the strategy

Tim Mohin Berrett-Koehler Publishers ePub

This chapter outlines how to design a robust corporate responsibility program, including a step-by-step approach to establishing clear strategies and objectives, as well as how to predict and manage emerging issues.

If a man knows not what harbor he seeks, any wind is the right wind (Seneca).

You have a role or are thinking about a role in corporate responsibility. What do you do first? How do you prioritize all of the issues that compose the huge scope that you must cover? How do you accomplish all that needs to be done with the limited resources that are the norm for corporate responsibility departments? In this chapter we will cover methods to establish priorities, set clear goals, and distribute the workload. We will also outline techniques to identify emerging issues to ensure your programs stay on the leading edge.

Working in corporate responsibility can be a lot like being the plate spinner at the carnival – you are constantly moving between projects and disparate topics that are important and without your care and feeding may fail. Developing a successful corporate responsibility program requires that you start with a clear strategy based on a few critical, high-priority issues. Corporate responsibility practitioners call these “material issues” and the technique to identify these issues is a “materiality analysis.”

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Medium 9781855752450

CHAPTER FOUR. Focus and action

David Campbell Karnac Books ePub

Creating a focus for work

When given the opportunity to change things within their own organization, most people will have an idea of what it is like for them in the present (point A) and what they want things to be like in the future (point B). So, in its simplest terms, I begin by assessing with the group what point A looks and feels like and what point B looks like and how they will know when they have arrived. This can be done in a number of ways, from individual interviews, to postal questionnaires, to small or large group discussions, depending on the constraints and culture of the organization.

Several years ago, I was invited to offer consultation to the management team of a housing agency that consisted of different departments representing different aspects of the agency’s work: finance, personnel, vetting applicants, housing stock, and so on. There were big differences in each manager’s perception of the agency, and there was also some bad feeling about the way the agency was managed. In discussion with the director, we decided that I would interview each of the seven managers, at hourly intervals, during one day. I would then pool the information and draw my own conclusions about what was going on, and this would form the basis of a one-day seminar with the management team. This was a fascinating exercise because as I saw the agency through each person’s eyes—fully convinced that each manager was “right”, or at least justified in their views—I slowly acquired an overall picture that gave some meaning to their difficulties.

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Medium 9781576752838

2. The SBP Model

Dana Gaines Robinson Berrett-Koehler Publishers PDF

Chapter 2

The SBP Model

“Our principles are the springs of our actions.”

Philip Skelton

Individuals who are in the people-functions of an organization wear many hats. Not only do they design and implement various solutions, such as training and team building, but they also manage change initiatives, lead people within the people-function, and deliver services that support strategic business goals. All of these responsibilities are challenging, but the role that is among the most ubiquitous and vague is that of Strategic Business

Partner (SBP). Previously, this role has been described at a conceptual level. In this chapter, we provide specific information about the accountabilities for the SBP role. The model shown in

Figure 2.1 describes the accountabilities of an SBP.

Partnerships that you build with clients are the foundation of your role as an SBP. Partnerships are rooted in credibility and trust. The client partnership enables you to identify strategic projects on which to work. Working on strategic projects can deepen your access, credibility, and trust with your client.

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Medium 9780874254983

Identifying Helpful Communication Styles

Jonamay Lambert HRD Press, Inc. PDF

Identifying Helpful

Communication Styles

30 minutes

PURPOSE:

To give participants an opportunity to identify their individual communication styles, and to discuss how communication styles impact conflict resolution.

EQUIPMENT: Flipchart

MATERIALS: Paper and Pencils

PROCEDURE:

1. Post one of the four previously-prepared flipchart sheets in each corner of the room (see Trainer’s Notes). Conceal descriptions until directions are given.

2. Walk around the room and unfold each flipchart page, reading what is written.

3. Instruct participants to first reflect on how they view their own communication styles and then select the one flipchart page from the four shown that they feel best matches this style. Once they have made their decisions, tell each to stand by the flipchart page of their choice.

4. Instruct them to discuss with one another why they selected that style and what the advantages and disadvantages of that style may be in resolving conflict.

5. If a participant stands alone, make sure to check in with him or her to find out why he or she made that choice.

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Medium 9781902375359

The intangible nature of services

Trevor Payne Chartridge Books Oxford ePub

CHAPTER 2

Customer Focus

This chapter will concentrate on the principles of customer focus and the concept of providing a ‘seamless’ one-stop shop for facilities services which will ensure that facilities services are accessible and appropriate and can serve the requirements of both the host organisation and the customer. However, to do this is it is vital initially to identify:

Who the customer is.

The chapter will highlight the difficulties that can be encountered when applying established organisational and management theory into practice in a practical or work-based setting. Areas of conflict will be highlighted in relation to user needs vs. organisational needs (i.e. micro vs. macro issues). The importance of effective and relevant service specifications will be reinforced, demonstrating that the service specification forms the blueprint of effective service delivery and that specifications can be either input or output based. If the specification is the blueprint for service delivery then service level agreements are vital to underpin the construction of solid and reliable service delivery. Statistics show that there are real benefits in developing an effective service recovery strategy for the instances when service delivery goes wrong, that is effective corrective action applied ‘right time – first time’.

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Medium 9781576754627

9: Virtual Networking

Michael Dulworth Berrett-Koehler Publishers ePub

Virtual networking is the new frontier. In 2006, Time magazine’s Person of the Year was not the usual politician or philanthropist. Instead, the cover simply read, “You. Yes, you. You control the Information Age. Welcome to your world.”8 The premise was that individual user-generated content is growing dramatically and rapidly influencing society. People have begun turning to the Internet for a great deal of their regular activities, including social interaction on a number of levels.

In this chapter, we’ll take a brief look at this phenomenon and then discuss how you can take advantage of it. The virtual Connect Effect can put you in touch with any number of people who share interests similar to yours. We’ll also discuss virtual etiquette—the dos and don’ts of social networking.

My definition of virtual networking is any networking that is done with people you have never met face-to-face or the act of networking using interactions that are not face-to-face. This means that this form of networking could be done via mail, telephone, or fax. In actuality, these days, it’s done mainly over the Internet.

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Medium 9781576752456

CHAPTER 16: When We Had the Time

John de Graaf Berrett-Koehler Publishers ePub

Along with Juliet Schor and a handful of others, Benjamin Hunnicutt has been one of the intellectual pillars of the shorter work-time movement. His writings bring to life powerful moments in American history, stories that ought to be part of every student’s education, but sadly have been forgotten. It was from Ben that I first learned the wonderful story of the Black-Connery Bill, recounted again in this chapter. We launched Take Back Your Time Day on April 6, 2003, the 70th anniversary of the passage of the Black-Connery Bill, which would have made 30 hours the official U.S. workweek (anything more would have been overtime) by the U.S. Senate. I met Ben Hunnicutt while producing the special, Running Out of Time, for PBS. I’ll never forget the trip my coproducer, Vivia Boe, and I made with Ben to Battle Creek, Michigan, where together we interviewed veterans of the Kellogg Company’s 30-hour workweek (also recounted in this chapter). It was amazing to learn that such an experiment had actually occurred in the United States, and to hear how much it meant to the people who had lived it. —JdG

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Medium 9780874259193

ACTIVITY 33: Reinventing Collaboration

Peter Garber HRD Press, Inc. PDF

ACTIVITY 33:

Reinventing Collaboration

Purpose

To help participants better understand how to reintroduce or rejuvenate collaboration in their organization

Description

This activity involves a discussion concerning how collaboration can be reintroduced into participants’ organizations.

Time

30 minutes

Resources

None required

Presentation

1. Introduce this activity by explaining that the concept of collaboration is nothing new.

2. Point out that collaboration in one form or another has been the basis of success for organizations since people started working together. However, sometimes we need to be reminded of the concept and benefits of collaboration.

3. Explain that the need for collaboration can become forgotten as goals and deadlines appear to be more important than working together collaboratively.

4. Discuss with participants how collaboration may have been present in the past in their organization and how these past examples could help “reinvent collaboration.”

5. Explore how organizations tend to move away from collaboration and how these tendencies can be prevented or reversed.

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Medium 9781576753415

10. Documenting Job Descriptions

Richard Swanson Berrett-Koehler Publishers PDF

10

Documenting Job Descriptions

Developing Job Descriptions

Criteria for a Good Job Description

Acme International—Shipper Job Description

Volatile Jobs

Conclusion

A

job description is a statement that establishes the scope of responsibilities of a specific job in a specific organization. Determining the scope of job responsibilities is the basic purpose of writing a job description. But other reasons for writing job descriptions exist as well.

Some organizations purposely mandate vague and/or open-ended job descriptions to preserve organizational flexibility for job restructuring while maintaining legal compliance.

These descriptions often contain more information on job prerequisites than on actual job responsibilities. For this reason, they have limited value in establishing precisely what a person is required to know and be able to do to perform a specific job (expertise). Here are two examples of job descriptions used for hiring and legal purposes

(not for performance improvement):

Data entry manager: Supervises the operation of data entry operators. Oversees the recording of a variety of alpha/numeric data

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Medium 9780253352545

2. The Canton High Years

Bob Hammel Indiana University Press ePub

2

The Canton High Years

It was fourth-and-goal, in the last minute of the last football game Bill Cook ever played. Canton trailed unbeaten Farmington, 7–6. The ball was inside the Farmington two-yard-line, but it had been there a while, and Farmington wasn’t yielding. “We were having a hell of a time—we ate up three downs and couldn’t get the ball across,” Cook remembers. He was the center, a good one, an experienced senior responsible for getting the football to quarterback Dick Fouts and helping to clear an opening for an on-charging back. It wasn’t happening.

Junior end Bob Heppenstall, whose recovery of a fumbled punt gave Canton its late chance to win, recalls, “We called a fourth-down play, and the next thing I knew Bill was lying in the end zone on top of the football. I didn’t have any idea what happened.”

Cook had spotted something. Farmington’s goal-line defense put linemen in the gaps on both sides of him, but no one head-on. “Usually they have somebody over the top of the center. They didn’t have anybody there. On the way to the line, I whispered to Fouts, ‘Look like you fumbled.’ We all lined up for the snap, he called the signals, the play started, I got the ball up to my crotch, then instead of snapping it back to Dick just heaved it forward over the goal line underhanded, and jumped on it like I was trying to recover a fumble. Dick made a good act. He dived down like he was going for the ball.” Officials, blocked out by bodies from seeing what really had happened, bought it as a fumble. When they found the football, with Cook on top of it, the referee’s arms shot up: “Touchdown!” And Canton won, 12–7.

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Medium 9780874258486

13 Customer Reflections

Peter Garber HRD Press PDF

13

Customer Reflections

PURPOSE

To introduce a customer service skills technique called reflections that allows participants to better understand what the customer really wants.

DESCRIPTION

The concept and skill of using reflective communications with the customer is presented. Participants will practice this technique and learn how to use this concept to help not only themselves, but the customer better understand what he or she really wants concerning customer service.

TIME

30 minutes

RESOURCES

Handout 13.1

PRESENTATION

1. Introduce the activity by asking participants if they have ever worked with a customer who didn’t understand what he or she really wanted and ask them to share some of these experiences.

2. Introduce the concept of reflections as a technique to help customers better understand how to identify what they really need concerning the service participants can provide.

3. Review Handout 13.1 with participants, explaining the concept and application of reflective communications techniques.

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Medium 9781576755648

13 Getting Started on the Courageous Training Path

Tim Mooney Berrett-Koehler Publishers ePub

Afew years ago one of us was touring the Mayan ruins at Chichen Itza in Mexico. The largest pyramid there— Kukulkan—seems to grow out of the ground and soars above the jungle a remarkable 25 meters high (80 feet), about the height of an eight-story building. It is a common practice for tourists to climb to the top of the pyramid. There are 365 steps (one for each day of the year), each step very narrow in depth, but considerably higher in rise than the typical staircase. In addition to the architectural and engineering phenomena, one observes another more human phenomenon that occurs daily at the pyramids. People tend to climb the pyramids—all 25 meters of them—facing the rock, using all fours, as a child might go up a set of stairs for security. For many people, once they get to the top above the treetops and turn around and gaze out over the jungle, their fear of heights—perhaps even if they did not214 previously know it—kicks in with a jolt and they realize getting back down safely is a serious problem.

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Medium 9780749459352

38 Humanitarian logistics

Rushton, Alan Kogan Page ePub

38

Humanitarian logistics

Introduction

Todays underdeveloped state of logistics in the humanitarian sector is much like corpora te logistics was 20 years ago. At that time, corporate logistics suffered from underinvestment, a lack of recognition, and the absence of a fulfilling, professional career path for people performing the logistics function.

(Thomas and Kopczak, 2005)

Since the dawn of man, groups of individuals have been motivated to assist other groups of humans less fortunate than themselves. In 1847, for example, The plight of Ireland had by now attracted attention from charitable and religious groups. The British Association for the relief of the extreme distress in the remote parishes of Ireland and Scotland had collected over 470,000, including 2,000 from Queen Victoria and 1,000 from Baron Lionel de Rothschild. It worked through the local relief committees, storing and distributing food supplies. Subscriptions came from countries as far away as India, Russia and Australia (Litton, 1994). The cause of this charitable activity was the Great Famine in Ireland between 1845 and 1850. It is estimated that 25 per cent of the population of Ireland died or was displaced during this terrible period. Many of the issues that emerged during this tragedy will ring bells for humanitarian aid workers today: political indifference or interference, transport and distribution issues, shortage of funds, cultural barriers, and well-meaning but ultimately ineffective activities of private groups of individuals.

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Medium 9781603440868

Chapter 3 An Economic Overview of Selected Industries Dependentupon the Gulf of Mexico 28charles m. Adams, Emilio Hernandez, and Jim Lee

James C Cato Texas A&M University Press PDF

3

An Economic Overview of

Selected Industries Dependent upon the Gulf of Mexico charles m. Adams, Emilio Hernandez, and Jim Lee

Introduction

The Gulf of Mexico is a critical source of natural resources, providing billions of dollars in tangible and intangible benefits to a variety of marine-related industries and other user groups. The economic benefits of Gulf resources flow not only to bordering states but also to the U.S. economy as a whole. Industries directly or indirectly dependent on the Gulf ecosystem include coastal development, coastal recreation and tourism, merchant shipping, offshore oil and gas production, hard mineral mining, recreational boating, and commercial fisheries. Some of these, such as commercial and recreational fishing and tourism, are entirely dependent on a healthy coastal and marine ecosystem for their existence. The rapidly growing coastal population and industrial base are placing increasing demands on the Gulf’s critical natural resources. As a result, resource managers are becoming increasingly aware of the need for aggressive measures to enable sustainable management of Gulf resources and to ensure that marinerelated user groups and industries have future access to Gulf of Mexico natural resources.

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Medium 9781626561069

1 Reciprocity Right-of-Way

Bob Johansen Berrett-Koehler Publishers ePub

In which the complex notion of right-of-way is unpacked and put into play in search of growth and scale.

Right-of-way has multiple meanings. In law, it means a basic exclusivity where one person has permission to do something others cannot do. In California, Oregon, and some other states, pedestrians have the right-of-way over cars. According to Dictionary.com, right-of-way is defined as

1. a common law or statutory right granted to a vehicle, as an airplane or boat, to proceed ahead of another;

2. a path or route that may lawfully be used;

3. a right of passage, as over another’s land;

4. the strip of land over which a power line, railway line, road, etc., extends.

Right-of-way is an unrealized opportunity space where you can create a new large-scale practice of exchanging with others for mutual benefit. Right-of-way is the space within which you can create your reciprocity advantage. Indeed, a reciprocity advantage becomes possible only within your right-of-way. For example, consider the evolution of IBM over the last 30 years.

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