臺(tái)灣中國(guó)信托銀行人力資源部面試簡(jiǎn)報(bào)測(cè)驗(yàn)考題

CandidatePresentationfor

HumanResourcesDepartmentAgendaCaseStudy1onBank3.0andMobility&DigitalBankingCaseStudy2onSportsDayQ&AAppendixCaseStudy1為因應(yīng)行動(dòng)通訊、社群媒體、雲(yún)端科技等資訊技術(shù)之進(jìn)步，金融服務(wù)勢(shì)必順應(yīng)時(shí)代潮流，以提升客戶(hù)之便利性，面對(duì)數(shù)位化金融環(huán)境Bank3.0，作為中國(guó)信託人力資源人員請(qǐng)?zhí)岢鋈瞬呸D(zhuǎn)型計(jì)畫(huà)。Keywords:Mobile,FinTech,SocialMedia,Cloud,Bank3.0,WorkforceTransformationChangeManagementBusinessOpportunitiesToday,onlyabout10percentofretailbankingrevenueiscapturedviaonlineormobilechannels,butthisissettoriseto60percentby2018,inmajormarkets(Broeders&Khanna2015)DigitalTrendsonBusinessOpportunities(Citigroup,2014)IoT

Morethan10billionmobilitydevicesbyendof2020with1trillionopportunitiesSocialMediaMorethan1.8billionofsocialmediausersgloballyMobileDevicesUsersofmobilephonesupto6billionwithtabletsof1.5billionsBigData6trillionGBofdatatransmissionglobally;90%inlast2yearsCloudServices40trillionGBofdataby2020;1/3bycloudservices4DChangeManagementFrameworkDefineDiagnoseDesignDeliverBusiness

OpportunitiesImprovedBusinessResultsIntheory…astructuredapproachtotransitionindividuals,teams,andorganizationsfromacurrentstatetoadesiredstateinordertoachieveimprovedbusinessresults.Inpractice…aplannedandcollaborativeframeworkforguidinganorganization,team,orindividualthroughdefining,diagnosing,designing,anddeliveringchangetoachieveimprovedbusinessresults.4DChangeManagementFrameworkSummaryDefineDiagnoseDesignDeliverBusiness

OpportunitiesImprovedBusinessResultsDefine-Understandthebusinessopportunityandenvironmentcontextatalllevels(individuals,team,org)-Engagesponsorsandsolicitinitialperspectives-ClearlycontractaroundexpectationsandR&Rs-Ensurenecessaryresourcesarededicated-DraftacharterDiagnose-Gatherdataneededtoidentifystate,measuresofsuccess-Analyzeandsynthesizedata,andvalidatefindings-Documentfindingsinacompellingmanner-Draftproposedareasoffocus-Presentfindingsandengagestakeholdersinprioritizingareasoffocus-EstablishgovernancestructureDesign-Determineappropriatesolutions-Createstrategiesanddetermineresourcesandtiming-Developdetailedprojectplantocreateandimplementsolutions-Designanddevelopsolutionsforworkstream-Implementstrategiestoprepareforchange-Conductpilot,adjustcontentandplanasappropriateDeliver-Implementchangeeffortandcommunicationplan;ensuresponsors&keystakeholdersarepreparedtoleadthechange-Integratechangecomponentsintoexistingprocessesanddriveaccountabilities-Evaluateresultsagainstthemeasuresofsuccess;check&adjustasneeded-Shareevidenceofimpact-Sustainchangewithongoingcommunicationandresources;striveforcontinuousimprovementDEFINEWhatisthepurposeofDEFINE?Toidentifyanopportunitytoenhancebusinesssuccess,oraproblemthatishinderingoursuccessWhatdoesdigitalmeantothebank?ClarityofpurposeisessentialbeforethelaunchofdigitalinitiativesToofferapredictivevirtualpersonalassistantsolutiondesignedspecificallyforthefinancialservicesindustryandfocusonhelpingourclientsincreaseuseradoption,reducecostsanddeliverasuperiorcustomerexperience.VisionSuccessfullyusedigitaltechnologiestoautomateprocesses,createnewproducts,improveregulatorycompliance,transformtheexperiencesoftheircustomers,anddisruptkeycomponentsofthevaluechainDefineDiagnoseDesignDeliverDEFINEDesiredStateTalentdeliveryforsocialnetworkingtocreatestrongercustomerrelationshipandloyaltyHumancapitalizationoncross-selling&mktgopportunitiesInformationTechnologiesofbigdataexplorationtogainvaluableuserdataTalentmanagementforfurthercloudandonlineadoptionCulturalchangefortop-downexecutionActionLearningOrganizationDefineDiagnoseDesignDeliverDefineDiagnoseDesignDeliverBusiness

OpportunitiesImprovedBusinessResults4DCMFincludingCriticalSuccessFactorsforleadingchangeGuidingPrinciplesEnsureSponsorship,SharedOwnership&AccountabilityCommunicatewith&EngageThoseImpactedbytheChangeSurface&OvercomeResistanceBuildonthePast&

AttendtotheCultureDEFINE–KeyProcessStepsUnderstandthebusinessopportunityandenvironmentalcontextatalllevels–individual,team,organizationEngagesponsor(s)andsolicitinitialperspective(s)ClearlycontractaroundexpectationsandR&RsEstablishGovernance&ensurenecessaryresourcesarededicatedUsetheinformationgatheredinStep2todraftacharterOutputs

*Sponsor(s)perspective-Businessopportunityunderstood-Visiondefined-Non-negotiablesidentified-AgreedsetofR&Rsandwayofworkingtogether-Governanceandotherinformationdefined*CharterBusinessOpportunityVisionGuidingPrinciplesScopeDesiredStateMetricsEnablersBarriers&RisksR&RsGovernanceRulesofEngagementDefineDiagnoseDesignDeliverDIAGNOSEWhatisthepurposeofDIAGNOSE?Togatherquantitativeandqualitativedatatoaccuratelydescribethecurrentanddesiredstates,identifygapsbetweenthem,androotcausesofthosegapsFromtransformationtoriskmonitoringMaintainingastrongriskculturerequiresconstantvigilance,whichinturnrequiresregularmonitoring.TransformationcanandshouldbemeasuredMeasureofsuccessOperatingmodelsandgovernance:%ofbusinessprocessesanddata-qualitymanagementtodigitalapplicationdevelopmentPerformancebyownership:Rightreportingrelationships,ownershipanddigitalgovernanceCompetitorbenchmarkingDefineDiagnoseDesignDeliverDIAGNOSEDefineDiagnoseDesignDeliverMetricsofcurrentstateAmixofdifferentmetricsneedstobeappliedtomeasureallaspectsoftransformationalculture.Theseofteninclude:Behavioralscores,e.g.,fromannualsurveyssamplingemployeesabouttheirviewsonasetofprevailingoutcomesandpracticesalongallculturedimensionsDigitalcultureknowledgescores,e.g.,theshareofemployeesthatattendedadigitalculturetrainingmodule,thefrequencyoftransformation-focusedcommunicationssentoutbymanagementOutcome-basedmetrics,e.g.,theamountofoperationallosses,thenumberofcomplianceincidents,thenumberofauditfindingsresolvedinatimelymanner,thenumberofrisklimitbreacheswithrespecttodigitalbankingBehavioralscoresDigitalcultureknowledgescoresOutcome-basedmetricsDIAGNOSE–KeyProcessStepsGatherdataneededtoidentify:a.Currentstate

b.Desiredstate

c.Measuresofsuccess

d.RootcausesofgapsAnalyzeandsynthesizedata,identifyinterrelationships,andtest/validatefindingsDocumentfindingsinacompellingmannerthatinspireactionDraftproposedareasoffocustoaddressrootcausesPresentfindingsandproposedareasoffocus;engagekeystakeholdersinprioritizingproposedareasoffocusEstablishoverallgovernancestructureandleadresponsibilitiesforeachpriorityarea;agreeonnextsteps;revisitcharterOutputs-Updatedcurrentanddesiredstatedescriptions-Measuresofsuccess,Gapsandrootcauses,Reportoffindings,Proposedareasoffocusprioritized-GovernanceStructure,Leadforeachpriorityareaidentified-UpdatedCharter,NextStepsDefineDiagnoseDesignDeliverAPAP=ApprovalPointDESIGNWhatisthepurposeofDESIGN?Todetermineandco-create(withkeystakeholders/implementers)solutionstoaddressrootcausesandcloseprioritygapsToinvolvedevelopmentofaprojectplanandstrategiestopreparetheorganizationforthechangeaswellasaninitialpilotDefineDiagnoseDesignDeliverIndividualTransitionsCommunicationandseniorleadershiprole

modelingDigitalAcademyfortellerstaffandmarketingteamsITimplementationleveragingexistingdataandinfrastructure

TeamEffectiveness“Disorganize”bycreatingresourcepoolsratherthanfunctionsOrganizationalCapabilitiesCultivateadigitalcultureDevelopingincentivestructuresNewapproachtotalentacquisition*AdaptedfromStevenDelacastro(2015),retrievedfrom/InsightsWhitepapers/banking-in-the-digital-era-regaining-consumer-trust-cognizanti11-2.pdf*DefineDiagnoseDesignDeliverDESIGNIndividualTransitionsIncreasefocusonbuildingthedigitalcapabilitiesofseniorleadersBranchassociatesaretobetransitioningintohybridpositionsthatarepartfinancialadvisors,parttechnologyevangelists(e.g.Applestores)ITimplementationleveragingexistingdataandinfrastructure

TeamEffectivenessDemanddynamic,discovery-orientedapproachesthatfreeteamstoquicklytestideasandlearnfromdataandoutcomesCreateacross-enterprisestructuretodevelopandexecutecompanywidestrategiesandplansOrganizationalCapabilitiesCreatetheright“culturalPR”throughtownhalls,differentformsofemployeecommunication,andleadershipactionsDeveloparoadmapfordigitalinitiativesDevelopingincentivestructuresAttracttoptalentinSMACtechnologies–social,mobile,analytics,andcloud–aswellasinuserinterfacedesignandcollaborativesoftwaredevelopmentDESIGN–KeyProcessStepsForeachpriorityarea,workstream,determineappropriatehigh-levelsolutionstoaddressrootcausesofgaps,attheindividual,team,andorglevelsCreatestrategiesanddetermineresourcesandtimingrequiredtodevelopandimplementsolution(s)Developthedetailedprojectplantocreateandimplementthesolutions;includeallworkstreamsintheplanDesignanddeveloprequiredactionsforeachsolution;ensureinvolvementofacriticalmassofkeystakeholdersImplementstrategiestopreparetheorganizationforthechangeConductpilot;makeadjustmentstocontentandimplementationplanasappropriateOutputs-Approvedetailedbudget,h/c,andotherrequiredrecourses

-Appropriatesolutionstoaddressrootcausesofgaps

-Communicationplan

-Implementationstrategy&ProjectPlan

-Organizationpreparedforthechange

-PilotconductedandadjustmentscompletedDefineDiagnoseDesignDeliverAPAPAPAP=ApprovalPointDELIVERWhatisthepurposeofDELIVER?DELIVERisthefinalphaseofthestructuredapproachtochange.DELIVERalsoincludessupportingkeystakeholdersastheycontinuallycommunicateandteachthechange,integratingchangecomponentsintoexistingprocessWhoneedstobeinvolved?Projectsponsor(s)andkeystakeholders;allwhoareimpactedbythechange;ChangeCoachand/orChangeProjectManagerCoachingProcess&FrameworkDefineDiagnoseDesignDeliverGoalsWhateachpersonwantsGetmutualagreementongoals&actionsRealityAssessthecurrentsituationBuildcoacheeself-awarenessOptionsDiscoveroptions,strategies,courseofactionsBrainstormsolutionsWillFinalizedevelopmentactionsandlearningsolutionstoensuretheyareSMARTDefineDiagnoseDesignDeliverDELIVER–KeyProcessStepsImplementthechangeeffort,launchthecommunicationplanandensuresponsorsandkeystakeholdersarepreparedtoleadthechangeWorkwithprocessownerstointegratechangecomponentsintoexistingprocessesanddriveaccountabilityEvaluatethechangeresultsagainstthemeasuresofsuccess;checkandadjustasneededShareevidenceofthechangeimpactonbusinessresults,andcelebratesuccessesSustainthechangewithcommunicationemphasisandresources;striveforcontinuousimprovementOutputs-CommunicationplanimplementedwithcontinuouscommunicationfromManagement-Projectplanexecuted-Changeresultsevaluated&Earlysuccessescelebrated-Changeintegratedintoappropriateprocesses-Changeinstitutionalizedandprocessesinplacetosustainanddrivecontinuousimprovement-OperationsassumesresponsibilityforsustainingthechangeandcontinuousimprovementCaseStudy2B公司最近幾年經(jīng)營(yíng)績(jī)效呈倍數(shù)成長(zhǎng)，經(jīng)營(yíng)團(tuán)隊(duì)為了能激勵(lì)同仁的工作表現(xiàn)，故舉辦年度運(yùn)動(dòng)會(huì)，希望藉此激發(fā)全體人員的士氣，以創(chuàng)造今年更佳的經(jīng)營(yíng)績(jī)效。在熱鬧非凡的慶?；顒?dòng)過(guò)後，當(dāng)所有的經(jīng)營(yíng)團(tuán)隊(duì)正興高采烈的討論今年的活動(dòng)真的很精采，一定可以大大提振同仁的士氣時(shí)，董事長(zhǎng)室卻接到一封來(lái)自同仁的抱怨信(詳附件)，董事長(zhǎng)對(duì)此結(jié)果非常震驚，請(qǐng)人資單位好好進(jìn)行處理。請(qǐng)您擬定一處理方案，並向您的經(jīng)理做一20分鐘的簡(jiǎn)報(bào)。(可進(jìn)行必要的假設(shè))Keywords:TeamBuilding,ExcessiveWorkload,Work-lifeBalance,SpanofControl,WorkDelegation,WorkforceAllocationThoughtsonPerspectives:Companyvs.Employees?Istheclaimpurelyabouttheeventordoesthesituationtakeplaceasaresultofunbalancedworkload?Doemployeesgettofullyunderstandtheintentionbehindsuchaneventorsomehowtheyaresimplyaskedtoperformcertaintasks?Isthereanyotherpotentialfactorsasastemofthisissue?E.g.UnevendistributionofworkforcegivingrisetothetriggeringangertowardthisparticulareventIsthereanycommunicationgapbetweentop-downvs.bottom-upchanneling?WhatisHR’sroleinit?WhydoesthesituationfailtoincludeanearlyapproachtoHR?Isthereanyopendoorpoliciesassuch?Work-LifeBalanceWork/lifebalanceisgenerallyassociatedwithequilibrium,ormaintaininganoverallsenseofharmonyinlife(Clarke,Koch&Hill,2004)Work-lifebalanceisthecrucialtoretention&engagementWork-lifebalanceasthe2ndmostimportantworkplaceattribute(onlybehindcompensation)(Fortune500)Work-lifebalancetopsmoneyandrecognition(Accenture)Atfirmswiththelowestengagement,40%wanttoleave(TowersWatson)TimeBalanceInvolve-mentBalanceSatisfact-ionBalanceTimebalance,whichconcernstheamountoftimegiventoworkandnon-workrolesInvolvementbalance,meaningthelevelofpsychologicalinvolvementin,orcommitmentto,workandnon-workrolesSatisfactionbalance,orthelevelofsatisfactionwithworkandnon-workrolesOrganizationIndividualsHRWork-lifeBalanceofFlexibleWorkingArrangementsImprovedWork/LifeBalanceMeasuresReducedturnoverBroadertalentpoolavailableBetterphysicalandmentalhealthEarlierreturntoworkaftermaternityleaveReducedabsenteei-smImprovedjobsatisfacti-onPositiveemployerbrandingImprovedperforma-nceImprovedemployeeretention*Source:20:20SeriesBenefitsofwork-lifebalance:Improvedrecruitmentandretentionrates,withassociatedcostsavingsReducedabsenteeismandsickleaveusageReductioninworkerstressandimprovementsinemployeesatisfactionandloyaltyGreaterflexibilityforbusinessoperating

hoursImprovedproductivityThecostsofimplementingwork-lifebalancepoliciesinclude:Directcosts,suchasparentalleavepaymentsIndirectcostsassociatedwithtemporarilyfillingthepostsofabsenteesandtemporaryreductionsinproductivityarisingfromdisruptionsCostsassociatedwithimplementingwork-lifebalancepoliciesOrganizationIndividualsHRWork-lifeBalance:

BestPracticesFlexibleWorkingMaternityandChildcarePromotionandProgressionReviewthepromotionsystemstopreventanydiscriminatorybarrierstoprogressionWhenvacanciesoccurforlectureships,encourageappropriateinternalcandidatestoapply,throughmentoringRaisingawarenessConductaweb-basedsurveytodiscoverhowwidelythecompany’sWLBpolicyisknownCreateadedicatedsectionofthecompanywebsiteonthebenefitsofapositiveworkingenvironmentRecruitment

Family-friendly

policiessentouttopotentialjobapplicantsSchedulingmeetingsandtimetablingOrganizationIndividualsHREmpoweringIndividualsPerformanceReview&GoalSettingArebothpartiesofthemanager(s)&theemployeeagreedongoalsettingsandthestandardprocedureofperformancereview?Isthemessageclearlypasseddowntotheemployeebymgmt?WorkloadEvaluationProcessReviewoftheJobPurpose,Duties,KeyPerformanceIndicators(KPIs)andPerformanceMeasuresaimtobecarriedoutbyamanagerorsupervisorfromadifferentdivision,sectionorteamasdeemedappropriateandapprovedbytheCEOTheemployeewillkeepaworkdiaryfortwoweeks(orlongerifdeemedappropriate)relatingtotaskscarriedout,phonecalls,meetingsandcustomersinterfaces.Thiswillbeevaluatedagainstthejobpurpose,KPIsandDutystatementsAnauditoftheskillsandtrainingrequiredtoundertaketheidentifiedtasksandactionswillbecarriedoutatthisstage,includinginterpersonalskillsindealingwithcustomersandpeersOrganizationIndividualsHRManagerialRolesonWorkloadManagementSupervisor’sResponsibilities:Itispartofthemanagerialroletotakeactivemeasurestowhereverpossibleconsultwithstaffwhenplanning,monitoringandadjustingworkloadsandworkinghoursMostconcernsaboutworkloadswillbeabletobemanagedthroughdaytodayinteractionbetweenstaffandtheirsupervisorsandwithreferencetoworkplacecodesofconductsSupervisorsmustdetermineandimplementsystemsandproceduressuitedtotheirlocalneedsActivemanagementofworkloadsandworkinghourswillalsorequirecarefulimplementationofpoliciesandproceduresrelatingtoleaveOrganizationIndividualsHREffectiveWorkloadManagement*CORPORATEWORKLOADSTRATEGYWorkdelegationEmployeetrainingorretrainingTimemanagementtrainingandsupportDutystatementrevisionandworkloadadjustmentFORTHESUPERVISORUnderstandYourStaffMember’sJobDiscussExpectationsDiscussTimeframesStaffDevelopmentReportingLinesRecogniseStaffAnnualisedHoursMulti-SkillingSecondmentsAvoidLoadingParticularStaffReviewStaffingArrangementsFORTHEEMPLOYEE/STAFFMEMBERDiscussPrioritiesBeSpecificProvideSolutionsDiscussRealisticTimeframesDiscussAnyDevelopmentNeedsAgreeonanActionPlan*Source:.au/content/5.55.01-management-professional-staff-workloadsKeyissueforthesupervisor:istheperformanceproblemrelatedtoabilityormotivation?Abilityisafunctionofaptitude,training,andresourcesMotivationisafunctionofdesireandcommitmentOrganizationIndividualsHRGoalSettingandEmployee

EngagementEmployeeAssistanceProgram(EAP)Giventheunavoidablestressoflife,mostpeoplefacetimeswhentheyneedassistance.EAPsprovideemployeesaccesstocounselingandotherservices.Employeeassistanceprogramsgiveindividualstheopportunitytoseekhelpandlearntheskillsnecessarytoimprovetheirworklifebalance.TimeManagement/TheUrgent/ImportantMatrixManypeopleconfusetheurgentwiththeimportant.Importanttasksaretheonesthathelpusmeetgoals.Often,urgenttasksaredistractionsfromwhatisimportant.Learningthedifferencebetweenurgentandimportantwillbetteranyone’stimemanagementskills.OrganizationIndividualsHRGoalSettingandEmployee

Engagement(cont’d)SMARTGoalsGoalscannotbeachievediftheyareimpossible.SMARTgoalsmakeiteasiertoachievesuccessbecauseyouknowthatsuccessiswithinreach.Specific:Goalsmustbespecific.Anexampleofaspecificgoalis:workout30minutesadayMeasurable:Measurablegoalsletyouknowwhenyouaresuccessful.Forexample,lose5poundsismeasurableAttainable:Allgoals,particularlyshort‐termgoals,needtobeattainable.Forexample,promotingthreetimesinsixmonthsisnotattainableRelevant:Goalsmustberelevanttothesituation.AgoaltofindamentorisnotrelevanttosomeonewhoisestablishedinhisorherfieldTimely:GoalsrequirespecifictimeframesOrganizationIndividualsHRAccelerateWorkplaceExperiencefor

NeworInexperiencedStaffProblemstatement:Experiencetakestimeandoftenweareshortofthatcommodity.Workplaceactionlearning*UsedintheUKsincethe1940′s.WALhasbeenshowntohelpimproveperformance,andbeameansofdeepeningexperienceinshortperiodsoftimeActionlearningisconductedinasetorateamofpeople.Memberswillpresentorbringtheirchallenges,problemsorquestionstotheset.Therestofthesetwillchallengeandbringobservationtotheissuesraised,broadeninganddevelopingideas.Thesetwillgoawayandtakeactionontheissue.Theoutcomeoftheactiontakenwillbeassessedanddiscussed.Bestpracticemaybeagreed.Furtheractionmaybetakentointegratethesolutionintotheorganizationalinfrastructure,dependingontheissueOrganizationIndividualsHR*Source:ChristinaLattimer,2012AccelerateWorkplaceExperiencefor

NeworInexperiencedStaffProjectManagement/InvolvementManagingorbeinginvolvedinaprojectfromprojectinitiationtoprojectclosurewillinvolvenewstaffsinallofthestepsrequiredtobeabletoexecuteanytask.Projectmembershipwillbringtheemployeeintocontactwithpeopleoutsideoftheirusualremit,andexposethemtoproblems,issuesandchallengesJobSwap/ShadowingBeingexposedtotheworkloadandworkpracticesofmoreexperiencedcolleagues/colleagueswithgreaterresponsibilities,canhelptodevelopaperceptionofthechallengesthesepeoplewouldface,andhowtheywouldrespondAjobshadowwouldallowtheemployeetoobserveandaswapwouldgivethemtheopportunitytoexperiencethedifferentroleforthemselves(AppendixB)OrganizationIndividualsHRTeam-buildingWhyisitimportant?Whenagroupisputtogethertoachieveacommongoal,theydon’talwaysimmediatelydevelopintoastrongteamrightawayValuesofteam-buildingexercises:Ifyouremployeesdon’tseemtoworkwelltogetheroryouwanttoreinvigorateyourgroup,itmightbetimetofacilitatesomebondingandboosttheirmotivation(aswhatathleticsdoforteamcohesion)Whattoachieve?Strengthen(orRepair)EmployeeRelationshipsAddressaParticularChallengeinYourBusiness:Team-buildingactivitiescanbeusedasacreativetooltogetamessageacrosstoyouremployeesinamemorableandnon-threateningwayIncreaseProductivity:IncreasecooperationandcollaborationOpentheLinesofCommunication:EmployeeswhodonotworkcloselytogethercaninteractandlearnaboutoneanotherOrganizationIndividualsHRTeam-building(cont’d)Whysports?AccordingtoU.S.News&WorldReportinterview

,physicalactivitieslikesportsmakeforsuperboutingsastop3thatallowemployeestoworktogetherandgetphysicalexerciseGreatteamsneednon-workcommunicationAstudyfromMIT’sHumanDynamicsLaboratoryshowsthatwhenitcomestopredictingthesuccessofagreatteam,themostimportantelementishowwelltheteamcommunicatesduringinformalmeetingsBestpracticesforteam-buildingBuildupreinforcementsothatemployeesknowyouareseriousanditisn’taone-time“feelgood”exerciseOrganizationIndividualsHRTeam-building(cont’d)5bestpracticesforteambuilding*OrganizationIndividualsHRTimingisveryfirmspecificDothesesessionswithusduringtheworkday(soasnottosacrificepeople’sprivatetime)andeitherplanforperiodicbreakstocatchuponcallsifsomethingimportantcomesupIncludeeveryoneThemoreteammembersknowandunderstandaboutoneanother,thebettertheycansupportoneanother.Whenitcomestoteambuilding,thereisnoclasssystem–everyonegetsthesameopportunitytoparticipateatthesametimeIncludebreakoutsorexercisestheycandotogetherPeoplewhohaveworkedtogetherforalongtimelearnnewthingsabouteachotherduringbreakoutsessions.Allowthemtosharestoriesandinformationaboutthemselvesandtheirliveswithoneanother.Leaveacommand-and-controlattitudeatthedoorNeithertheleaderofthefirmnorseniorpeopleshouldbeleadtheworkshop.Makesureitisparticipatoryandeveryonehasanequalvoiceandchancetolearnandgrow.Provideforongoingopportunitiestobuildonwhatyou’vedoneSharesomedo’sanddon’tsoncommunicatingand/orsettinggroundrulesthateveryonesupports.Circulatetheseafterthesession.*Source:BeverlyFlaxington,2013WOW(Walkoutwith…)Awarenessofwor