21 Matching Annotations
  1. Last 7 days
    1. How will buy-in from the workforce and higher education institutions be obtained to support the implementation of competency-based micro-credentials and learning and employment record technologies, and how will they be trained?

      Value propositions! "I'll believe you about these badges and start to care if you convince me that the employers care." On the employer side, this hints at need to get over it with the real/imagined quality concerns and focus on their need to signal to opportunity seekers, "we value your credentials and want to see them."

    2. employer verification

      In addition, this hints at employMENT verification: this could be a light lift sort of Tier 1 entry point for organizations to be both issuing and consuming credentials. Large employers spend a lot of resources responding to requests to verify former workers' employment histories. If part of off-boarding departing workers includes VCs for official employment verification, that could lead to big savings of time and resources (as long as other employers accept the credentials), as well as accelerate hiring processes that sometimes lead to failed hires bc people find another position that starts sooner. For key HR leaders to start with badging from a place of effortlessly improving their efficiency and costs might be a better place to launch than more involved strategies that offer less immediate value propositions.

  2. Mar 2024
    1. Manage systems lifecycles to eliminate legacy technology: ‘Legacy’ systems are not justhard to maintain and secure, they are extremely hard to restore. Regular investment in thelifecycle of all critical systems – both infrastructure and applications – is essential toguarantee not just security but also organisational resilience

      What is cutting edge today is legacy tomorrow

      As our layers of technology get stacked higher, the bottom layers get squeezed and compressed to thin layers that we assume will always exist. We must maintain visibility in those layers and invest in their maintenance and robustness.

    2. The need to embed security more deeply than ever into everything we do will requireinvestment in culture change across different parts of the Library. There is a risk that thedesire to return to ‘business as usual’ as fast as possible will compromise the changes intechnology, policy, and culture that will be necessary to secure the Library for the future. Astrong change management component in the Rebuild & Renew Programme will beessential to mitigate this risk, as will firm and well considered leadership from seniormanagers

      Actively avoiding a return to normal

      This will be among the biggest challenges, right? The I-could-do this-before-why-can’t-I-do-it-now question. Somewhere I read that the definition of “personal character” is the ability to see an action through after the emotion of the commitment to the action has passed. The British Library was a successful institution and will and to return to that position of being seen as a successful instituting as quick as it possibly can.

  3. Dec 2023
    1. It’s not available to everyone, but a senior leadership who is vocal about lifelong learning can give you greater access to open doors, and people will take it more seriously. Time is never wasted with senior leadership and demonstrating the long-term interest for the institution, communities and companies we serve.

      Executive sponsorship is a $0, very valuable resource.

  4. Mar 2023
  5. Sep 2022
    1. Organizations don’t change—people do Many companies move quickly from setting their performance objectives to implementing a suite of change initiatives. Be it a new growth strategy or business-unit structure, the integration of a recent acquisition or the rollout of a new operational-improvement effort, such organizations focus on altering systems and structures and on creating new policies and processes. To achieve collective change over time, actions like these are necessary but seldom sufficient. A new strategy will fall short of its potential if it fails to address the underlying mind-sets and capabilities of the people who will execute it. McKinsey research and client experience suggest that half of all efforts to transform organizational performance fail either because senior managers don’t act as role models for change or because people in the organization defend the status quo.2 2. For more on McKinsey’s organizational-health index and findings on organizational change, see Scott Keller and Colin Price, “Organizational health: The ultimate competitive advantage,” McKinsey Quarterly, June 2011. In other words, despite the stated change goals, people on the ground tend to behave as they did before. Equally, the same McKinsey research indicates that if companies can identify and address pervasive mind-sets at the outset, they are four times more likely to succeed in organizational-change efforts than are companies that overlook this stage.

      Mindset drives Behavior, and Behavior drives Results.

      We generally focus on behavior, not mindset. We want to get to results, and fast, so we focus on the changing the behaviors necessary to achieve our desired results. We don't see the need to change ourselves, nor do we want to.

  6. Feb 2022
    1. To ensure an equitable and inclusive participation, Workcred invited executive directors and directors of certification that represented certification bodies based on selected criteria—whether their certification(s) could be aligned at the cognitive content level of a bachelor’s degree, whether the organization participates in Workcred’s Credentialing Body Advisory Council, and if they are accredited by a third-party.4 For purposes of this project, accreditation served as a proxy for the industry value of the certification. Select employers in industries related to the focus of a convening were also invited to participate.

      Trust: in investigating how to embed credentials that will be trusted, leaders convened participants whose affiliations might add trust to the effort. Meta. Also, interesting detail in the Change Management approach.

  7. Sep 2021
    1. Smart leaders will not focus so much on exhorting people not to be afraid of change and will instead work to do everything they can to increase a sense of stable, supportive community. Unfortunately, many leaders see stability, community, and a sense of belonging as enemies of innovation — when in reality they are the prerequisites.
  8. Dec 2020
    1. "Organizational change management ensures that the new processes resulting from a project are actually adopted by the people who are affected.”

      Definition of change management

  9. Sep 2020
  10. Aug 2020
  11. Jun 2020
  12. Jan 2020
  13. Apr 2019
  14. Feb 2018
    1. Center of Excellence

      Join the Center of Excellence. It is designed to help you improve your practice of Integrated PM through:

      • Collaboration
      • Training
      • Shared Assets
      • Knowledge Management
      • While helping you overcome change adoption hurdles

      https://youtu.be/z-2pXcwUv9Q

  15. Nov 2017
    1. attaching our project’s goals to a defined institutional need allowed us to move forward

      Key lesson, here.