Workforce Agility

The St. Louis Regional Information Technology Labor Market Report delivers insights and analysis of Information Technology (IT) skills and competencies most in demand by St. Louis area employers to help answer the question: What does business need? This research is designed to assist key stakeholders involved in economic and workforce development, St. Louis business, educational, and employment services communities in the development of education and training programs to ensure that the region’s workforce is well-prepared and equipped to meet business’ IT demands.

Agility is nothing new; it has a long history. The study of Agility is a science; the military has been studying it for centuries. Using Agility can help organizations and people succeed in their efforts, but doing Agility well requires mastery, study, and practice.

In this work, we investigate how gamification can be integrated into work processes in the automotive industry. The contribution contains five parts: (1) An introduction showing how gamification has become increasingly common, especially in education, health and the service industry. (2) An analysis on the state of the art of gamified applications, discussing several best practices. (3) An analysis of the special requirements for gamification in production, regarding both external norms and the mindset of workers in this domain. (4) An overview of first approaches towards a gamification of production, focusing on solutions for impaired workers in sheltered work organizations. (5) A study with a focus group of instructors at two large car manufacturers. Based on the presentation of three potential designs for the gamification of production, the study investigates the general acceptance of gamification in modern production and determines which design is best suited for future implementations.

For people, organisations, communities and societies, agility in the sense of being able to rapidly respond and adapt to changing situations and circumstances and new challenges and opportunities can be a requirement for remaining relevant. Different forms of executive, corporate, board and network or supply chain agility can be required for a variety of reasons. Agility may not be easy to achieve and may or may not be desirable, depending upon its purpose and the situation and circumstances. Agility has its technology and human enablers, can have costs and consequences and may also have limits. Crises and existential threats in the contemporary business environment may require new forms of agility and relationships. They present challenges and create opportunities for individuals, organisations, communities and societies and give rise to aligned and shared interests, a requirement for collaboration and collective responses, and a need to consider agility from different perspectives and rethink what is possible. Our understanding and expectations of agility may need to change. Being quick, clever, adroit and dextrous at an individual or organisational level in navigating a succession of incidents and events may no longer be enough to cope with current and inter-related challenges. We may need to take a wider and more balanced, collective and inclusive view of agility and move on from agility to adaptation, and the systemic thinking, shared purpose, collaboration and collective transition and transformation journeys over a longer time horizon that are required to address an existential threat such as climate change.

Want to know more about SAP? This introduction is a great slide pack to give you a history of SAP and a glimpse into the administration of SAP: Basis is a complex skill set and I provide a little insight into what it takes to administer SAP

This following paper is a sample career development plan for displaced employees of Air Canada, the national airline of Canada. The task is to provide recommendations for a career development plan to support 280 middle managers being made redundant through lay offs and an unknown number of senior employees being offered early retirement.

The paper will review the Air Canada workforce and explore workforce reduction options. Career development planning will include a workforce audit for each position, followed by career development options targeted at employees who are being laid off or departing under the early retirement scheme. The paper will conclude with a series of recommendations for the company based on the research and emerging practices in the field.

Some recent observers noticed that employee productivity nearly on all kind of organizations is diminishing on a day-today basis, particularly in the field of education. The researchers found a number of factors that affected the productivity of employees. One of the major factor contributing to the productivity of employees is workplace conflicts. Therefore, the main goal of this study was to examine the workplace conflicts and its effect on the employee productivity. This research also examined a mediating role of workplace politics between the workplace conflicts and employee productivity among the members of the faculty of general public universities of Rural Sindh. Stratified sampling technique was used to collect the data from concerned population by using structured questionnaire. To achieve the goals of study different statistical techniques were used by using SPSS. Reliability test was used to check the data reliability. Furthermore, regression analysis was used to investigate the relationship between workplace conflicts and employee productivity. The finding of this test showed that the relationship between workplace conflicts and employee productivity is negative. For regression analysis, macro process tool was used to investigate that whether workplace politics mediates the relationship between workplace conflicts and employee productivity. The finding of this test showed that workplace politics significantly mediates the relationship between workplace conflicts and employee productivity.

Current supply chain management topics, including just-in-time, cost reduction through the offshoring of production, market globalisation, economies of scale, outsourcing, consolidation of suppliers, international market volatility, technological disruptions and the global economic instability, increase the likelihood of suffering disruptions in supply networks and chains due to their international dissemination and fragmentation. Supply chains need to adopt new strategies to improve their abilities to respond quickly and effectively to unforeseen changes in markets and to the increasing levels of turbulence, thereby supporting the performance and competitiveness of companies. This article provides a review of the current literature on resilience and agility in supply chain management from the perspective of risk management in business management in global environments and proposes two approaches to resilience and agility. The perspectives contemplate a risk management, by means of the previous preparation to the disruptive event, a mitigation of the impact, a phase of recovery and finally the one of stabilisation.

Despite broad recognition of the importance of agility in the workforce, little research has been conducted on the organizational characteristics and initiatives that engender it. Rooted in organizational and cognitive theory, a study of 524 employees in India's manufacturing and service sectors proposes that workforce agility is the result of specific organizational practices and psychological empowerment. Contributing to both management theory and practice, the findings show that an environment that encourages teamwork has the most influence in promoting agility, followed by programs that address reward systems, employee involvement, organizational learning and training, and information systems. In addition, the study found that agility is fostered by the psychological empowerment variable of impact, followed by self-determination, meaning, and competence.

Integrated with the P-E Fit theory of stress, this research investigates workplace politics and employees' job performance relationship through the mediating role of job stress. A proposed mediation model was tested by collecting supervisor rated survey data through a close-ended questionnaire from 195 participants of different DAI's of Benazirabad, Sindh, Pakistan. Data of this study has been analyzed by using SPSS and Smart-PLS software, with regression and bootstrapping methods to test the proposed hypothesis of this study. Our results suggest that job stress mediates the relationship between workplace politics and employees' job performance. Moreover, the findings of our study indicate that workplace politics also become the cause of stress at the workplace and it harms the individuals psychologically that decrease the performance of individuals. Theoretical and practical implications are discussed separately especially for the public and private DAI's.

Stress in human being, has become one of the powerful aspects in the contemporary life. This negative pressure creates a sudden thought-attack and brings forth complications to human beings. In the past, life seemed to be simpler. At the same time, it does not mean that stress has arisen in the modern period. This problem has been existing from the beginning. This modern world burdens the people with complex confusions and pains. On the other hand, the realms of religion, medicine and psychology make their attempts to explain and ease this complication. Having this in my mind, Author is interested to explore the reality of stress and spell out the feasible methods to cope with this problem. Humans are the architect of their own destiny. But in this millennium generation, the complex demands add the weight on their shoulders. Stress, which is one of the modern ailments, is found in each member of every society. Most of the diseases are linked to stress, in which most of the humans live. Here the main task is to focus on the widespread confusion and misunderstanding about the nature of stress and to create an understanding about stress in order to achieve self-awareness.

Towards Faster and More Inclusive Growth
The Eleventh Five Year Plan (2007-2012) ‘Towards Faster and More Inclusive Growth’
aims to attain ‘gender inclusive growth’ in terms of benefits flowing through more
employment and income to women who have been bypassed by higher rates of economic
growth witnessed in recent years. The recognition of the need for more inclusive growth
by our planners is a welcome shift in emphasis from mere increase in growth rates to
improvement in standards of living of those below the poverty line through increase in
employment opportunities as well as better delivery systems to ensure access to economic
benefits by women from poverty groups and more economic opportunities for women in
different layers of the economy. Gender inclusive growth by its very definition implies an
equitable allocation of resources with benefits accruing to women from every section of
society. ‘The 11th Plan recognizes that women are not a homogenous category for planned
intervention—that they belong to diverse castes, classes, communities, economic groups,
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Vibhuti Patel, Director, P.G.S.R.; Prof. & HOD, Department of Economics, SNDT Women’s University, Mumbai. Emailvibhuti.
np@gmail.com
Women and Inclusive Growth • VIBHUTI PATEL 165
and are located within a range of geographic and development zones, and that mapping and
acknowledging the specific deprivations which arise from these multiple locations, can alone
determine the success of planned interventions. The Scheduled Caste (SC) women
comprise of 16.24%, the Scheduled Tribe (ST) women comprise of 8.41% and Muslim
women comprise of 13.48% of India’s female population as per 2001 census.’ (Planning
Commission, 2006)

Abstract: This paper describes how new open pedagogical frameworks can be utilized as powerful strategic tools in addressing the skills gap by aligning industry proficient requirements with educational programs via open badging and open credentialing. Using this strategy and open framework empowers learners to pursue their educational and career development in a highly personalized manner dictated by their interests and the modularity to collect and receive credentials.
This forward progress in an evolutionary open approach creates multiple channels toward employment and educational goals from a broad variety of content providers including traditional educational institutions and industry. Aligning open pedagogical frameworks to educational institutions and industry via open credentials solves several challenges: 1.) Timely delivery of content and curriculum malleable to the ever-changing requirements of job sectors such as technology. 2.) Accessibility and enablement for the learner to pursue on-demand education and training. 3.) Promotion of life- long learning
Index Terms: Open Badges, Open Credentialing, Open Pedagogical Frameworks, Life-long learning, Open Standards, Skills Gap, Workforce Readiness

Tactical agility in the sense of being adroit, quick and smart in reacting to and coping with a succession of events may no longer be enough. More than rapid responses might be needed to remain relevant. It may also require strategic, corporate and value chain agility and a succession of activities and initiatives to adapt to changing situations and circumstances, multiple challenges and related opportunities. Directors must ensure the speed, duration, direction and purpose of change and desired adaptation, transition or transformation match the required and available or accessible capability to achieve it.

Boards have a responsibility for corporate agility, or the ability of a company to adapt to changes in its environment by being alert, sensitive and responsive to changing conditions, priorities and requirements, and quickly adapting to them. Boards may need to ensure that consultation with business partners and stakeholders occurs and that aligned, consistent and complementary steps are introduced over a more extended period of time.

In the contexts in which many companies operate, directors need the mental agility to adapt and cope, explore, investigate, question and challenge, and the persistence to sustain such activities during transition and transformation journeys. Purpose, vision, goals, objectives, policies and priorities, and the assumptions that underpin them, should be regularly reviewed to ensure they are still relevant and current.  To be agile, directors need to be alert to what is happening, open to ideas and possibilities and able to think and exercise independent judgement.

Whether or not agility is desirable will depend upon its purpose. Some boards are already leading and intelligently steering companies on responsible adaptation and innovation drives. This might be the time for more directors to move on from agility to adaptation, and the systemic thinking, shared purpose, collaboration and collective transition and transformation journeys over a longer time horizon that are required to address an existential threat such as climate change and create new ways of living with it.

The organisation is a system of interrelated and interdependent elements (People, Process, Tools etc.) and as such is somewhat complex. Organisation Agility (Change Capability) is primarily determined by the Organisation System Maturity. By building the right organisation capabilities and their maturity levels we can improve its agility. This paper presents a method for building Change Capability Maturity (Agility) leveraging the Organisation Capability Maturity Framework (which is underpinned by Dynamic Systems Maturity Theory) couples with Agile Practice roll out (leveraging the Agile Manifesto & Principals)

The purpose of this study was to examine the effect of employee involvement and work engagement on workforce agility. Participants are permanent employees of 154 heavy equipment manufacturing companies. Data collection using convenience sampling techniques. The survey was conducted using an employee involvement instrument with 10 items, a work engagement questionnaire with 12 items, and a workforce agility questionnaire with 39 items. The regression analysis technique uses SPSS 24. The results obtained are in accordance with the initial hypothesis of the research that there is a positive relationship between employee involvement and work engagement on workforce agility.

A shift in the workplace requirement must ensure that employees are acquiring relevant skills in order to adapt to organizational transformational skills. Competency mapping is the gap as to understand what skills, process, knowledge and abilities required to operate effectively. Objective of the research was to measure the preparedness of HR professionals towards the agile shift of workforce. An analysis was done to understand HR department's inclination towards changing workplace scenario and how ready they are to adapt this change. The reality of today's work is that professionals are continually exposed to a variety of challenges, requiring them to respond, react and overcome on an almost real-time basis. For businesses that compete in the current market, organizational agility is essential. It has taken the form of constant performance improvement, re-skilling, and analytics of the workforce. Agility in HR is, in fact, far more than that. To help make difficult decisions quicker, it is about applying the experience of the company and individuals.

Agile leadership is considered the modern miracle cure. Hardly any executive gets past this topic. Yet in many places this topic is nothing more than a buzzword. Unfortunately - because agile leadership is a valuable tool that can be acquired and applied by every manager.

What does agile leadership mean in the context of digital transformation? How does it change leadership responsibility and style? How can agile leadership competence be developed in everyday life? How do you become an agile leader driving transformation?

Puckett and Neubauer`s book provides answers to these questions. It looks beneath the surface and shows evidence-based which competencies and personality traits distinguish agile leaders, and how they can be acquired. This is complemented by the perspective of how agile leadership can be successfully implemented. Agile leadership must be authentic and connect. It all too often fails due to the existing environment or resistance from others. Pragmatically, the book shows how this resistance can be overcome and how the transformation of the organization can succeed.

This book is based on decades of work with leaders and organizations, and a scientifically substantiated behavior-oriented competency model.

It focuses on how learning agile leadership helps to use our existing strengths, competencies and experiences to become fit for the future.

“I consider this book a ‘Must Have’ for all current and future leaders.”
Michael Wade, Professor at IMD, Director of the Global Center for Digital Business Transformation

The main purpose of this study was to predict the long jump performance on the basis of speed, agility, height and weight of male athletes. 46 male athletes were participated in present study (mean ± SD; 22.28 ± 1.3770 years). The selected athletes were measured of their speed by 50m dash sprint test (sec.), agility measured by 4 x 10m shuttle run test (sec.) and long jump performance measured by long jump (meter). Pearson product-moment correlations revealed a significant negative correlation of Long Jump performance with speed (r =-0.813, p < 0.05), Agility (r =-0.702, p < 0.05) and weight (r =-0.343, p < 0.05). Multiple correlations revealed that joint contribution of all independent variables to estimating Long Jump performance (R = .847, R 2 =.717), which impales that 71.7% of Long Jump Performance is obtained by these variables (Weight, Height, Agility and Speed). The regression analysis (enter method) outcomes proved that long jump performance can be determined by selected independent variables (F=25.933, p<0.05). Based on the result of present study suitable formula was determined [Long Jump performance = 5.356-.283 (Speed)-.102 (Agility) + .021 (Height)-.019 (Weight)]. It was concluded that the formula suggested in this study, can be used to determine the long jump performance of male athletes.

The importance of employing different kinds of leadership to improve organizational health will vary according to a company’s starting point. This study used employee survey data from 165 organizations including over 375,000 individuals to develop a contingency approach to enterprise-wide leadership. The model prescribes a differentiated set of leadership behaviors to emphasize contingent on situation, as defined by quartile of organizational health on the McKinsey & Co.'s Organizational Health Index (OHI). The prescribed set is complemented with a set of non-contingent leadership behaviors, e.g., "Do these always."

Organizational Learning (OL) as an uprising trend involves different strategies and modes to improve Organizational performance. Reflection, Action Learning Sets & Suggestion System ,each of which represents a different level of organizational learning. Those three modes of organizational learning are integrated together in a way that may indirectly involve the other modes of organizational learning and can create a comprehensive knowledge for employees to take an action on time.

Document management software are used widely for office paper management and related workflows.However, they have some differences from a flexibility perspective for the needs of workers. Moreover, they also differentiate in their underlying conceptual design. In this paper, a set (eight) of widely used document management systems are chosen from internet reviews [5] [6] and their conceptual models are analysed with meta modeling and flexibility tuning measures. The main objective is to compare these systems by analyzing their human-orientation and flexibility. This analysis provides useful information for organizations especially looking for document management systems which are more workforce centric.

Asset Management is designed to gain accountability of what is within the organization, ensures operability, and is working in the proper order (value added). Szadeczky (2016) declared that the asset assessment results establish the foundation of the risk management program.  An inventory of the status of infrastructure assets, their condition, and effectiveness correlate directly to the organization’s vulnerabilities. Unfortunately, the asset assessment program does not always yield a positive ROI for the reasons you see here.  Vincent, Higgs, Pinsker (2017) proposed that the effectiveness of a risk management program is higher with the elimination of a middleman or bureaucratic red tape between the Chief Information Officer and the Chief Executive Officer.

It is an organization`s culture that provides the biggest challenge and at the same time, the biggest lever to form an agile organization.

So how can we grasp the concept of organizational culture in an actionable way? What is the essence of an agile culture? What are the elements? How is this culture formed and developed? Where are the levers and pitfalls? What does work hands-on?

Puckett`s book delivers answers to those questions and explains how organizational culture can be created and formed. Insights from organizational psychology are translates into practical advice. Based on analysis of agile organizations and those in transition, the agile culture code is decoded.  The core elements of agile organizational cultures are defined and elaborated. The book is filled with field-proven culture hacks, tips, tools and methods, and illustrated with many examples.

Puckett provides a new perspective on organizational culture. For it is in our hands to shape the culture: As individual, as team, as leader. We are organizational culture.

This atlas invites to experiment and create, and shows how organizations can master the agile transformation.

“An extremely useful tool for anyone struggling to navigate the tricky world of cultural change in organizations.” Michael Wade, Professor at IMD, Director of the Global Center for Digital Business Transformation

“This book uncovers what is needed to build agility and provides very valuable guidance.” Audrey Clegg, Group Talent Director at Coca-Cola HBC

Reveals the underlying messages and associations of language use (especially metaphors) in academic strategic planning. Specifically investigates the use of "agile/nimble," "agility/nimbleness," and "unleash" to explain often unconscious bias of administrative leaders against faculty.

Organizations respond to change through strategic planning but today, change is rapid and complex to understand, and as a result, strategic planning is no longer compatible with such dynamics, this calls for organizations to be more agile. This research paper uses correlational study to determine, explore and explain the relationship and effect between organizational agility and organizational performance. Organizational agility framework for this study includes culture of innovation, tolerance of ambiguity, change management, market analysis and response, and structural fluidity. Organizational performance is assessed in non-financial terms namely: employee and customer satisfaction. This research finds that there is a strong relationship (effect) between organizational agility and organizational performance in terms of customer satisfaction, agile organizations tend to have high level of customer satisfaction. On the other hand, the research also finds that there is no relationship (effect) between organizational agility and organizational performance in terms of employee satisfaction. Agile organizations appear not to have any effect on the level of employee satisfaction. The central goal is to understand agility framework and its relative effect on organizational performance. Theoretical background that guides include Chaos Theory of Management and Contingency Theory. The nature of this study is articulated as explanatory and descriptive research which adopted mixed-methods approach. The study uses non-probability, convenient and judgmental sample technique. Data collection methods include surveys, semi-structured interviews, and meta-analysis. Descriptive and statistical analysis has been used to analyze quantitative data, while thematic analysis combined with Huberman and Miles techniques have been used to analyze qualitative data. In addition, the researcher also reviewed ethical consideration applicable to this research study.

The purpose of this study was to examine the effect of employee involvement and work engagement on workforce agility. Participants are permanent employees of 154 heavy equipment manufacturing companies. Data collection using convenience sampling techniques. The survey was conducted using an employee involvement instrument with 10 items, a work engagement questionnaire with 12 items, and a workforce agility questionnaire with 39 items. The regression analysis technique uses SPSS 24. The results obtained are in accordance with the initial hypothesis of the research that there is a positive relationship between employee involvement and work engagement on workforce agility.

This paper proposes approaches to breaking down the boundaries that reduce the ability of
the health workforce to respond to population needs, or workforce flexibility.
Accessible health services require sufficient numbers and types of skilled workers to meet
population needs. However, there are several reasons that the health workforce cannot or
does not meet population needs. These primarily stem from workforce shortages. However,
the health workforce can also be prevented from responding appropriately and efficiently
because of restrictions imposed by professional boundaries, funding models or therapeutic
partitions. These boundaries limit the ability of practitioners to effectively diagnose and treat
patients by restricting access to specific skills, technologies and services. In some cases, these
boundaries not only reduce workforce flexibility, but they introduce inefficiencies in the form
of additional clinical transactions and costs, further detracting from workforce
responsiveness.
Several new models of care are being developed to enhance workforce flexibility by enabling
existing staff to work to their full scope of practice, extend their roles or by introducing new
workers. Expanding on these concepts, this theoretical paper proposes six principles that have
the potential to enhance health workforce flexibility, specifically:
1. Measure health system performance from the perspective of the patient.
2. Minimise training times.
3. Regulate tasks (competencies), not professions.
4. Match rewards and indemnity to the levels of skill and risk required to perform a
particular task, not professional title.
5. Ensure that practitioners have all the skills they need to perform the tasks required to
work in the environment in which they work
6. Enable practitioners to work to their full scope of practice delegate tasks where
required
These proposed principles will challenge some of the existing social norms around healthcare
delivery; however, many of these principles are already being applied, albeit on a small
scale. This paper discusses the implications of these reforms.

La formazione rappresenta una delle più importanti attività svolte dalle organizzazioni a sostegno dello sviluppo delle persone al lavoro, ma troppo spesso i suoi risultati appaiono molto limitati e poco apprezzabili. Visualizzare alcune delle principali cause dei “fallimenti” delle attività formative può rappresentare un passo in avanti al fine di prevenire e/o gestire le problematiche più insidiose nascoste in questa attività scientifico-professionale.

The purpose of this study was to examine the effect of employee involvement and work engagement on workforce agility. Participants are permanent employees of 154 heavy equipment manufacturing companies. Data collection using convenience sampling techniques. The survey was conducted using an employee involvement instrument with 10 items, a work engagement questionnaire with 12 items, and a workforce agility questionnaire with 39 items. The regression analysis technique uses SPSS 24. The results obtained are in accordance with the initial hypothesis of the research that there is a positive relationship between employee involvement and work engagement on workforce agility.

This era currently has become a more competitive and volatile environment. Companies must be invariably innovative, adaptive, and open to any changes. Constant learning and being psychologically enabled at work will lead the employees to be agile. The purpose of this research is to examine the relationship between organizational learning and workforce agility with the moderation of psychological empowerment. This study used a quantitative approach by distributing an online survey to the employees that work in commerce companies with N= 138 people. The research data obtained were then analyzed using descriptive statistics, confirmation factor analysis (CFA), and structural equation modeling (SEM). The results showed that organizational learning has a positive and significant relationship with psychological empowerment. Psychological empowerment has a positive and significant relationship with workforce agility, and psychological empowerment fully moderates the relationship between organizational learning and workforce agility. Based on the results of this study, psychological empowerment has an essential role in organizational learning to increase labor agility.

The extent of organisational success today is hinged on the rate at which new methods of work are introduced, taking into cognizance the employees of such organisations; these organisations must adopt technology in order to take full advantage of employee productivity by stirring employee resilience. Hence, this study is to empirically examine the relationship between augmented intelligence

A growing body of evidence supports the contention that many students will benefit from coursework in computer science regardless of their respective academic majors. While there are distinct advantages to learning computer science for students in the quantitative and analytical fields (i.e., Science, Technology, Engineering, and Math or STEM disciplines), the tangible benefits for students in non-STEM areas are less clear. To investigate the influence of computer science methods on students in the liberal arts, we convened a workshop of faculty equally distributed from computer science and various liberal arts disciplines. We also included two career placement professionals, one from a small college and another from a larger technical university. By defining “computer science and the liberal arts”, the group had a common designation with which to work. This consensus-based, interdisciplinary lexicon enriched and guided the group’s dialogue. Next, the group discussed and identified ...