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44 Widening My Recruitment Avenues

Barry Fletcher HRD Press PDF

44

Widening My Recruitment Avenues

Description

This is an activity designed to help participants think creatively about the range of recruitment opportunities available to them at a time when external labor markets are shrinking. Related material is found in Activities 43 and 45.

Situations

This activity can be used with managers, personnel staff, and supervisors who are responsible for any part of the recruitment process. It can also be used with senior managers working on strategies for change in their organizations.

Objectives

To consider recruitment requirements

To examine where and how recruitment is currently targeted

To identify how recruitment avenues could be widened in the future and plan some action to implement this

Trainer Guidance

You will need to be aware of the impact of demographic changes and their effect on traditional pools of recruitment. You might need to carry out some research into labor market statistics and trends so that you can provide more background information to participants. Knowledge or previous experience of recruitment methods and practices is desirable. The Trainer’s Notes provides background information on the state of the recruitment market over the past few decades and could be distributed to participants, if required.

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Activity 47 “Just Thought I’d Ask”

Donna Berry HRD Press PDF

Activity 47

50 Activities for Coaching/Mentoring

Method

Step 1: Introduce the activity.

Notes:

Explain that communication is generally divided into three categories: passive, aggressive, and assertive. The first two result in win-lose relationships, while the third, assertive communication, has the predictable outcome of win-win.

Step 2: Distribute Exercise 47.1.

Notes:

Call the participants’ attention to the definitions for passive, aggressive, and assertive communication.

Passive communication is an indirect form of communication that indicates an inferior position. People presenting a passive demeanor allow the other’s wants and desires to be more important and have more priority than their own. The passive person becomes a victim.

In contrast, aggressive people put their own needs, wants, desires, and rights before anyone else’s. The demanding tone indicates a feeling of superiority.

A person using this type of communication always attempts to get his or her way, through either a direct or an indirect, honest or dishonest method.

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What Is Knowledge?

Catherine Foley Curley HRD Press PDF

Chapter 2

What Is Knowledge?

Up until now, we have been using the word “knowledge” as a generic, dictionary term, a word everyone knows and understands. We have been using knowledge in its colloquial sense—either something useful that an individual knows, or something useful that many people know in common about a particular subject and that has been collected and validated.

An individual artist possesses knowledge about the use of her particular medium. The art world shares knowledge about a historic artistic style such as Impressionism or Cubism.

Webster’s New Collegiate Dictionary defines knowledge as:

“cognizance. The fact or condition of knowing something with familiarity gained through experience or association.

Acquaintance with or understanding of a science, art, or technique.”

In business, where knowledge is a core economic asset, its meaning takes on new aspects. As an economic resource, business knowledge has value in and of itself and can add value to other existing resources. It can be acquired, developed, measured, and lost, like other tangible corporate assets. For businesses to use knowledge as they use other assets, they need to have a systematic way to define and analyze it. In this chapter, we will provide you with a definition of knowledge that fits business situations and a way to analyze its components for business use.

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49- Engagement Road Show

Peter R. Garber HRD Press PDF

Part VI–Employee Engagement Communications

49

Engagement Road Show

Activity Description

Time Guideline: 30 minutes

Purpose

To emphasize the need to take examples of successful employee engagement “on the road”

Description

Participants are asked to discuss how the accomplishments of employee engagement might be communicated to others via visits and presentations from those actually involved in the process.

Resources

NA

Presentation

Begin the activity by explaining to participants that:

— Taking employee engagement “on the road” is another excellent way to publicize and promote the concepts of engagement in your organization.

— An “engagement road show” could include having groups or teams of employees who have participated in initiatives and activities involving employee engagement. Testimonials, examples, demonstrations, interactive sessions, and other ways of communicating what employees have accomplished through greater engagement in their jobs all help others in the organization realize the benefits of getting more engaged at work.

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Myths and Stereotypes: Old Wives’ Tales

Jonamay Lambert HRD Press PDF

42

Myths and Stereotypes:

Old Wives’ Tales

Objective

The purpose of this activity is to make participants aware of written and spoken messages that surround us in everyday life and influence our thinking about gender differences. Exploring proverbs, sayings and symbols can lead to recognizing the limiting effect these messages have when dealing with the opposite sex.

Time

10-15 minutes

Materials

Flipchart and marker

Handout 42.1 for each participant

Procedure

1. Ask participants for examples of songs, sayings or proverbs that refer to men or women. Use the title as an example by asking if everyone has heard of the saying, “Old Wives’ Tales” and what it means.

2. Record the responses on the flipchart and ask how they are generally interpreted. Discuss the negative and positive implications.

3. Discuss whether or not there are more myths about men than women, or vice versa. What stereotypical messages do these phrases bring out, and how do they impact relationships at work?

4. Distribute Handout 42.1 and compare with those generated by the group. Pay particular attention to the fact that different cultures may have different proverbs, sayings and symbols, which may complicate the limiting effects of these messages even more.

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