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Helpen! Ik heb mijn baan verloren
by Richard G Lowe JrDe meesten van ons zijn trots op ons werk en onze baan. We moeten een baan hebben om onze gezinnen te voeden, de huur te betalen, de auto gerepareerd te houden en af en toe een paar luxe te kopen. We raken verbonden met mensen op het werk en hebben vaak het gevoel dat de plek onze tweede thuis is. Dit zou niet moeten verbazen, omdat velen van ons een derde of meer van ons leven op kantoor doorbrengen. Zo kan het plotselinge verlies van werkgelegenheid darmslachtig zijn, deprimerend en, afhankelijk van de financiële situatie van een persoon, een nijpende noodsituatie. Voor degenen die van salaris naar salaris leven, kan het plotselinge verlies van werk betekenen dat ze hun huis verliezen of niet eten. Het doel van dit boek is om u te helpen, een werknemer die onlangs is beëindigd of voelt dat het komt, de antwoorden krijgt die u nodig hebt om uw overgang van de ene naar de andere functie zo soepel mogelijk te laten verlopen.
Helping Adults with Asperger's Syndrome Get & Stay Hired: Career Coaching Strategies for Professionals and Parents of Adults on the Autism Spectrum
by Barbara BissonnetteEmployment expert Barbara Bissonnette provides strategies that professionals and parents need to guide individuals with Asperger's Syndrome (Autism Spectrum Disorder) to manageable jobs, and keep them employed. Career counselors and coaches, vocational rehabilitation specialists, other professionals, and parents are often unsure of how to assist people with Asperger's Syndrome. Traditional career assessments and protocols do not match their unique needs. In this practical book, readers will gain insight into how people with Asperger's Syndrome think and the common employment challenges they face. It explains how to build rapport and trust, facilitate better job matches, improve interpersonal communication and executive function skills, and encourage flexible-thinking and problem-solving. With tried-and-tested advice, assessment tools, and in-depth profiles of actual coaching clients and innovative companies that are utilizing the specialized skills of people with Asperger's, this book shows the way to a brighter employment future for those on the autism spectrum.
Helping Countries Develop: The Role Of Fiscal Policy
by Benedict J. Clements, Sanjeev Gupta, Gabriela InchausteA report from the International Monetary Fund.
Helping HEROes Collaborate: Fostering Employee-Driven Innovation with Information-Sharing Technology
by Josh Bernoff Ted SchadlerIn a company that systematically encourages employee HEROes-Highly Empowered and Resourceful Operatives-collaboration is essential; HEROes need to work together. People use information-sharing software and social collaboration systems to find other people or key information, and each leads to the other. In this chapter, authors Josh Bernoff-coauthor of "Groundswell"-and Ted Schadler examine these two key sides of collaboration: people and information. With rich examples from global financial powerhouse BBVA and IBM Software Group, they explain that collaboration systems work best when they extend existing tools, deliver value instantly, and tap a common set of tools across the whole company. This chapter was originally published as Chapter 11 of Empowered: Unleash Your Employees, Energize Your Customers, and Transform Your Business
Helping HEROes Innovate: How Your Company Can Surface Ideas and Encourage Employee-Driven Innovation
by Josh Bernoff Ted SchadlerInnovation in a business powered by employee HEROes-Highly Empowered and Resourceful Operatives-is about speed, collaboration, and systems for capturing the best ideas. In this chapter, authors Josh Bernoff-coauthor of "Groundswell"-and Ted Schadler explain how these three elements enable employee HEROes to find the others who can help them get things started quickly. Speed, collaboration, and idea-capturing systems contribute to both minor, "sustaining" innovations and big, company-changing innovations. Using real-life examples from insurance giant Chubb Group and Deloitte Australia, the authors show how event-based contests and cross-silo communication tools can help jump-start the process of HEROes-based innovation. This chapter was originally published as Chapter 10 of Empowered: Unleash Your Employees, Energize Your Customers, and Transform Your Business
Helping Out
by George AnconaIt's fun to work beside a group of grown-ups. You can learn new skills this way. But, even better, you can have a great time just being in the adult world. Helping Out shows young people lending a hand with many different grown-up jobs. You'll see them at work inside and out, at home or at school, in the city or on a farm. And you're sure to start thinking of jobs you might do to share the special rewards that come with helping.
Helping People Adapt: Strategies to Reduce Stress and Anxiety
by Harvard Business Review PressWorkplace change often brings with it turmoil and stress as people begin to acclimate to the new environment. A good manager alone may not be capable of restoring morale companywide, but as this chapter notes, he or she can help to reestablish a productive frame of mind once a change program has been implemented.
Helping People Help Themselves: From the World Bank to an Alternative Philosophy of Development Assistance
by David EllermanDavid Ellerman relates a deep theoretical groundwork for a philosophy of development, while offering a descriptive, practical suggestion of how goals of development can be better set and met. Beginning with the assertion that development assistance agencies are inherently structured to provide help that is ultimately unhelpful by overriding or undercutting the capacity of people to help themselves, David Ellerman argues that the best strategy for development is a drastic reduction in development assistance. The locus of initiative can then shift from the would-be helpers to the doers (recipients) of development. Ellerman presents various methods for shifting initiative that are indirect, enabling and autonomy-respecting. Eight representative figures in the fields of education, community organization, economic development, psychotherapy and management theory including: Albert Hirschman, Paulo Freire, John Dewey, and Søren Kierkegaard demonstrate how the major themes of assisting autonomy among people are essentially the same. David Ellerman is currently a Visiting Scholar in the Economics Department at the University of California at Riverside.
Helping Soldiers Leverage Army Knowledge, Skills, and Abilities in Civilian Jobs
by Melissa A. Bradley Laura Werber Michael G. Shanley Cate Yoon Ellen M. Pint Eric J. Duckworth Jeffrey B. Wenger Jonathan Welch Nicole H. Curtis Tepring Piquado Trinidad BelecheThis report discusses the results of occupation surveys administered to soldiers in selected Army military occupational specialties (MOSs) to assess the level and importance of the knowledge, skills, and abilities needed in these MOSs and to develop better crosswalks between military and civilian occupations. The report identifies both a broader range of military-civilian occupation matches and higher-quality matches than existing crosswalks.
Helping The Patient with Advanced Disease: A Workbook
by Claude RegnardHelping others to learn about caring for people with advanced disease has always been a fundamental part of effective palliative care. This flexible learning material, formally evaluated by the Open University, is based on the Current Learning in Palliative Care (CLIP) worksheets to cover all aspects of palliative care. Easy to use, with activities throughout, they can be reproduced as handouts when presenting to a group, or used individually alongside a tutor, or within a group setting. Each worksheet is carefully structured and assigned a learning level from introductory to advanced, to give the reader an indication of how much experience or knowledge is needed to carry out the exercise. This book provides an essential resource to arm health professionals, carers and teams with the knowledge and skills needed in their daily work.
Helping the Federal Reserve Work Smarter
by Leonard Jay SantowFew presidents have sparked as much interest in recent years as Ronald Reagan. This biography finds Reagan's personal career and ability to understand and communicate with the American people admirable, but finds the long-term effects of his presidency harmful.
Helping the Groundswell Support Itself: The Payoff to Your Business of Enabling Customers to Support Each Other Using Social Technologies
by Charlene Li Josh BernoffCustomer service call centers cost companies billions of dollars to run. Online support and outsourcing can help, but often at the cost of alienating customers. Now, the groundswell-the vast and ever-expanding community of social technology users-has given customers a whole new source of support: each other. And all you have to do is get out of the way. In this chapter, social media strategy leaders Charlene Li and Josh Bernoff show you three social technology applications that demonstrate people's basic human impulse to help others, even when those others are perfect strangers: support forums, wikis, and questions and answers. This chapter is about saving money and gaining insight by helping your customers support each other. Real-life case studies-specialized blogging system CarePages (for hospital patients and their families and friends), Dell's technical support forums, and BearingPoint's collaborative information-management wiki-will capture your imagination and demonstrate why you should view groundswell support communities as a powerful way not only to engage with your customers, but to collaborate with them and, ultimately, create better products. This chapter was originally published as Chapter 8 of "Groundswell, Expanded and Revised Edition: Winning in a World Transformed by Social Technologies."
Helping: How to Offer, Give, and Receive Help (The Humble Leadership Series)
by Edgar ScheinBy the bestselling author of Career Anchors (over 431,000 copies sold) and Organizational Culture and Leadership (over 153,000 sold) • A penetrating analysis of the psychological and social dynamics of helping relationships • Named one of the best leadership books of 2009 by strategy+business magazine Helping is a fundamental human activity, but it can also be a frustrating one. All too often, to our bewilderment, our sincere offers of help are resented, resisted, or refused—and we often react the same way when people try to help us. Why is it so difficult to provide or accept help? How can we make the whole process easier? Many different words are used for helping: assisting, aiding, advising, caregiving, coaching, consulting, counseling, guiding, mentoring, supporting, teaching, and many more. In this seminal book on the topic, corporate culture and organizational development guru Ed Schein analyzes the social and psychological dynamics common to all types of helping relationships, explains why help is often not helpful, and shows what any would-be helpers must do to ensure that their assistance is both welcomed and genuinely useful. The moment of asking for and offering help is a delicate and complex one, fraught with inequities and ambiguities. Schein helps us navigate that moment so we avoid potential pitfalls, mitigate power imbalances, and establish a solid foundation of trust. He identifies three roles a helper can play, explaining which one is nearly always the best starting point if we are to provide truly effective help. So that readers can determine exactly what kind of help is needed, he describes an inquiry process that puts the helper and the client on an equal footing, encouraging the client to open up and engage and giving the helper much better information to work with. And he shows how these techniques can be applied to teamwork and to organizational leadership. Illustrated with examples from many types of relationships—husbands and wives, doctors and patients, consultants and clients—Helping is a concise, definitive analysis of what it takes to establish successful, mutually satisfying helping relationships.
Helpvertising: Content-Marketing für Praktiker (essentials)
by Jan Steinbach Michael Krisch Horst HarguthJan Steinbach, Michael Krisch und Horst Harguth zeigen, dass es beim Content-Marketing weniger um die Unterbrechung durch Werbung, sondern vielmehr darum gehen sollte, hilfreiche Inhalte mit Mehrwert zu entwickeln. ,Helpvertising' stellt dar, wie Sie diese Form des Marketings erfolgreich in Ihrer Unternehmenspraxis einsetzen können. Unterbrechende Werbung soll dazu dienen, die Aufmerksamkeit auf die Produkte und Leistungen zu lenken und ein Kaufbedürfnis auszulösen. Diese Form des Marketings ist für Kunden nicht sonderlich attraktiv und für Unternehmen immer ineffizienter. Im digitalen Zeitalter wollen Menschen zunehmend selbst entscheiden, ob, wo, wann und wie sie mit Unternehmen interagieren. Daher benötigen wir im Marketing eine neue Denkweise. Die Autoren nennen diesen Ansatz Helpvertising.
Helvetica and the New York City Subway System: The True Maybe Story
by Paul ShawThe original mosaics (dating from as early as 1904), displaying a variety of serif and sans serif letters and decorative elements, were supplemented by signs in terracotta and cut stone. Over the years, enamel signs identifying stations and warning riders not to spit, smoke, or cross the tracks were added to the mix. Efforts to untangle this visual mess began in the mid-1960s, when the city transit authority hired the design firm Uni-mark International to create a clear and consistent sign system.
Hengdeli: The Art of Coexistence
by Nancy Hua Dai Rohit DeshpandeIn October 2011, Zhang Yuping, founder and chairman of Hengdeli, the largest Swiss watch retailer in the world, wondered how to work more closely with its key suppliers-Swatch Group, Richemont Group, LVMH Group, and Rolex Group-to maintain strong growth in the Greater China region. Specifically, how could Hengdeli manage the relationship with these suppliers to ensure getting more supply in a market where demand outgrew supply? How could Hengdeli balance the needs of these competing suppliers without being overreliant on one or two suppliers? How could it continue to expand its retail network to enhance its value and position? How could Hengdeli rationalize the portfolio management to maximize the return in the long-term?
Hengdeli: The Art of Coexistence
by Nancy Hua Dai Rohit DeshpandeIn October 2011, Zhang Yuping, founder and chairman of Hengdeli, the largest Swiss watch retailer in the world, wondered how to work more closely with its key suppliers-Swatch Group, Richemont Group, LVMH Group, and Rolex Group-to maintain strong growth in the Greater China region. Specifically, how could Hengdeli manage the relationship with these suppliers to ensure getting more supply in a market where demand outgrew supply? How could Hengdeli balance the needs of these competing suppliers without being overreliant on one or two suppliers? How could it continue to expand its retail network to enhance its value and position? How could Hengdeli rationalize the portfolio management to maximize the return in the long-term?
Henk de Lange
by Nicolien Van Halem D. E. Zwart S. Borkus R. Messerschmidt J. Sevenhuijsen J.H. van Meteren C.J.M. van der CingelZorgcategorie: verstandelijk gehandicaptenSetting: genormaliseerde woonvoorziening voor mensen met een verstandelijke handicapKorte inhoud: Henk de Lange woont in "De Klaver", een genormaliseerde woonvoorziening voor verstandelijk gehandicapten. Werken in zo'n woonvoorziening betekent dat je over verschillende competenties moet beschikken. Die variëren van huishoudelijke en verzorgende taken tot begeleiden en leidinggeven. Bij de oprichting van De Klaver dacht het team selfsupporting te kunnen zijn. Dat bleek, op basis van de groepssamenstelling, toch te hoog gegrepen. Nu maakt de groep gebruik van een aantal faciliteiten van de nabijgelegen zorginstelling. Toch blijft het voor het team een hele uitdaging om zo'n groot 'gezin' draaiende te houden. Van de verzorgende vraagt dit een planmatige en methodische aanpak, maar ook de nodige creativiteit.
Henkel Iberica (A)
by V. G. Narayanan F. Asis Martinez-Jerez Lisa BremIn 2002, Esteban Garriga, customer service director at Henkel Iberica, questions whether Collaborative Planning, Forecasting, and Replenishment (CPFR) would help manage retail promotions and limit their impact on the stock-outs and obsolete inventory. Describes the situation facing Henkel Iberica, the Spanish subsidiary of the German consumer products company Henkel KgaA, with respect to the management of retail promotions. The increasing number of promotions and the complexity of the company portfolio seriously taxed Henkel Iberica's sales, production, and distribution systems. Many in the organization believed the company should abandon or cut back promotions and adopt an everyday low pricing strategy. Garriga believes the solution to be in CPFR. Describes Henkel Iberica's operations and provides the necessary background to discuss whether CPFR is the adequate solution for its problems.
Henkel KGaA: Detergents Division
by David J. ArnoldHenkel has to decide whether to replace its strong local detergent brands in Italy and Spain with its leading international brand, Persil. It faces pressure from retailers for international brand standardization. Its competitors, including P&G and Unilever, are consolidating their portfolios around a few global "power brands."
Henkel: Building a Winning Culture
by Natalie Kindred Robert L. SimonsThis case illustrates a CEO-led organizational transformation driven by stretch goals, performance measurement, and accountability. When Kasper Rorsted became CEO of Henkel, a Germany-based producer of personal care, laundry, and adhesives products, in 2008, he was determined to transform a corporate culture of "good enough" into one singularly focused on winning in a competitive marketplace. Historically, Henkel was a comfortable, stable place to work. Many employees never received negative performance feedback. Seeking to overturn a pervasive attitude of complacency, Rorsted implemented a multi-step change initiative aimed at building a "winning culture." First, in November 2008, he announced a set of ambitious financial targets for 2012. As financial turmoil roiled the global economy, he reaffirmed his commitment to these targets, sending a clear signal to Henkel employees and external stakeholders that excuses were no longer acceptable. Rorsted next introduced a new set of five company values-replacing the previous list of 10 values, which few employees could recite by memory-the first of which emphasized a focus on customers. He also instituted a new, simplified performance management system, which rated managers' performance and advancement potential on a four-point scale. The system also included a forced ranking requirement, mandating that a defined percentage of employees (in each business unit and company-wide) be ranked as top, strong, moderate, or low performers. These ratings significantly impacted managers' bonus compensation. In late 2011-the time in which the case takes place-Henkel is well on its way to achieving its 2012 targets. Having shed nearly half its top management team, along with numerous product sites and brands, Henkel appears to be a leaner, more competitive, "winning" organization.
Henkel: Building a Winning Culture
by Natalie Kindred Robert L. SimonsThis case illustrates a CEO-led organizational transformation driven by stretch goals, performance measurement, and accountability. When Kasper Rorsted became CEO of Henkel, a Germany-based producer of personal care, laundry, and adhesives products, in 2008, he was determined to transform a corporate culture of "good enough" into one singularly focused on winning in a competitive marketplace. Historically, Henkel was a comfortable, stable place to work. Many employees never received negative performance feedback. Seeking to overturn a pervasive attitude of complacency, Rorsted implemented a multi-step change initiative aimed at building a "winning culture." First, in November 2008, he announced a set of ambitious financial targets for 2012. As financial turmoil roiled the global economy, he reaffirmed his commitment to these targets, sending a clear signal to Henkel employees and external stakeholders that excuses were no longer acceptable. Rorsted next introduced a new set of five company values-replacing the previous list of 10 values, which few employees could recite by memory-the first of which emphasized a focus on customers. He also instituted a new, simplified performance management system, which rated managers' performance and advancement potential on a four-point scale. The system also included a forced ranking requirement, mandating that a defined percentage of employees (in each business unit and company-wide) be ranked as top, strong, moderate, or low performers. These ratings significantly impacted managers' bonus compensation. In late 2011-the time in which the case takes place-Henkel is well on its way to achieving its 2012 targets. Having shed nearly half its top management team, along with numerous product sites and brands, Henkel appears to be a leaner, more competitive, "winning" organization.
Henkel: Building a Winning Culture (B)
by Natalie Kindred Robert L. SimonsThis case, an update on "Henkel: Building a Winning Culture (A)," describes Henkel's strong performance against its tough 2012 objectives, as well as the new objectives CEO Kasper Rorsted set for 2016.