News (blog)

Welcome to the CCODN Blog. Check back often for news and updates. All members may post blog announcements of interest to the OD profession here.

For more news and discussions go to CCODN's LinkedIn group.
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  • 16 Nov 2016 12:43 PM | Anonymous member

    All qualified and interested candidates should submit their resumes to Jason Miller- jason.miller2@ohiohealth.com


    JOB DESCRIPTION

     

    Job Title:              Organizational Effectiveness Consultant                                              

    Department:          Human Resources (HR)                                                               

    Reports To:           Manager Organizational Effectiveness  

                   

    SUMMARY and PURPOSE OF POSITION

    The Organizational Effectiveness consultant supports the Organizational Effectiveness manager in providing consultative services to leaders and HR business partners with leadership development needs. The OE Consultant may help determine/identify the true need or gap, and help facilitate the deployment of organizational effectiveness tools, resources and processes around leadership development, workforce strategy, succession planning, change management, leader OnBoarding, team effectiveness, assessments. etc.   The consultant also helps plan, improve, and execute annual core processes like Talent Review and Performance Mgmt. The consultant does this through close collaboration with HR business partners, and under the direction of the Organizational Effectiveness manager. The consultant also works closely with our Leadership and High Potential Program Directors and Leadership Academy team to align all OE tools, resources and processes with our overall organizational leadership goals and objectives. This is a full time position.

    SCOPE OF POSITION

    This position reports to the Manager, Organizational Effectiveness.  This position will partner with human resource business partners (HRBPs) s to help meet the talent needs of the organization that the business partner supports.  These needs include (but are not limited to) the execution of the system talent review, consultation regarding organizational design, performance excellence and culture change.  The consultant works in collaboration with other talent consultant(s) and his/her team. 

    MANAGEMENT & NON-MANAGEMENT COMPETENCIES

    Mission and Cardinal Value:  Models organizational mission and values through daily actions, decision making and priority setting; treats others in a manner which honors their dignity and worth.

    Leadership:  Sincerely strives to serve the needs of those with whom he/she works; builds relationships based on integrity; acknowledges mistakes and accepts accountability for work and actions; strives for continuous improvement both personally and professionally; recognizes achievements of others.

    Stewardship:  Demonstrates keen commitment to cost effectiveness and sound business practices.

    Service and Quality:  Serves others with compassion and respect; honors others¿ choices, whenever possible; strives to deliver services that set community standards.

    Decision Making:  Makes decisions based on best information at the time; explains decisions to others and honors them; acts in a timely fashion; demonstrates flexibility and creativity in finding solutions; takes appropriate risks.

    Communication:  Relates to others in an honest, straightforward fashion; listens with a sincere attempt to understand and values divergent points of view; open to new ideas and embraces change.

    Diversity:  Demonstrates commitment to valuing individual needs and abilities both in the people we serve and in the workplace.

    MAJOR DUTIES/RESPONSIBILITIES & ESSENTIAL FUNCTIONS

    75%

    Provides expert talent consultative services to his/her identified business area:  Working collaboratively with the business partners and business leaders, provides consultative services regarding talent management and organizational effectiveness issues to include talent review, performance excellence, succession planning, professional development, team effectiveness and organizational design.  Collaborates with HRBPs to determine gaps, align talent solutions to address needs, and align processes with best practices, ensuring all deployed resources, tools or processes align with the objectives and curriculum of the Leadership academy and Leadership Core /HiPo Programs. Partners with other Centers of Expertise (including learning, talent acquisition and engagement and inclusion) when appropriate to ensure delivery of solutions that meet the business needs.

    15%

    Supports the Leadership Academy and Leadership Core and HiPo Programs as needed which could include, support in planning or execution and facilitation, and/or educating and training HR business partners and other key stakeholders.

     10%

    Pursues Continuous Learning:  Maintains knowledge of best practices in the field, and pursues continuous learning to ensure relevance.

    MINIMUM QUALIFICATIONS

    • Bachelor’s degree in Organizational Development / Effectiveness or a related field required, or

    bachelor’s degree with equivalent HR experience.

    • 3-5 years of Human Resources or related experience required.

    DESIRABLE QUALIFICATIONS:

    • Master’s degree in related field
    • Demonstrated consulting and coaching experience
    • Demonstrated project management skills
    • Demonstrated experience facilitating small and large groups.
    • Certifications in Change Management, 360 tools, and other assessment tools (e.g., Predictive Index, MBTI, DISC, Voices, etc)

    INFORMATION SECURITY

                    Maintains confidentiality of log-on password(s) and security of other authentication devices (e.g., key fobs, proximity devices, etc.).

                    Ensures privacy and security of information entrusted to their care.

                    Uses company business assets and information resources for management-approved purposes only.

                    Adheres to all information privacy and security policies, procedures, standards, and guidelines.

                    Promptly reports information security incidents to the OhioHealth Information Security Officer.

     Other Competencies:

                    Relationship Management: Builds and maintains positive working relationships with physicians, leaders and other key constituents in support of OhioHealth goals; demonstrates respect and considers the impact of actions on the system’s stakeholders.

                    Communication: Demonstrates effective verbal and non-verbal skills with varied internal and external audiences; demonstrates self-confidence, transparency, sincerity, clarity and sensitivity in spoken and written communication; focuses communication on the needs and point of the view of the listener; is open to constructive feedback.

                    Executive presence: Demonstrates poise and self-control; establishes credibility, deals diplomatically with confrontation and dissent; instills a sense of trust and confidence in others.

                    Systemness: Supports OhioHealth as a system and its journey toward "systemness"; balances the goals and needs of his or her business entity or department(s) with the broader goals and needs of the system; instills this effective balance in subordinate leaders and associates.

                    Values: Supports, promotes and role models the values of compassion, integrity, excellence, stewardship; demonstrates care and concern for others and commitment to servant leadership principles; integrates high level of trustworthiness and commitment to honest, transparent communication and a desire to serve

    WORK ENVIRONMENT

    While performing the duties of this specific role, the employee is exposed to normal office conditions.

    Add local travel requirement

    OSHA BLOOD BORNE PATHOGEN EMPLOYEE EXPOSURE CATEGORIES

    CATEGORY I:  _______

    Employees whose job functions involve routine or potential exposure to blood, body fluids or tissues (When functioning in direct patient-care role)

    CATEGORY II:  ____x___

    Employees whose job functions involve no routine exposure to blood, body fluids or tissues, but employment may require performing unplanned Category I tasks. (When functioning in administrative or leadership capacity)


  • 07 Oct 2016 10:28 AM | Anonymous member (Administrator)

    A large utility company in Columbus is seeking an experienced change management professional (CMP) to play a key role in ensuring Cornerstone projects (change initiatives) meet objectives on time and on budget by increasing employee adoption and usage. This person will focus on the people side of change, including changes to business processes, systems and technology, job roles and organization structures. The primary responsibility will be creating and implementing change management strategies and plans that maximize employee adoption and usage and minimize resistance. The CMP will work to drive faster adoption, higher ultimate utilization of and proficiency with the changes that impact employees. These improvements will increase benefit realization, value creation, ROI and the achievement of results and outcomes.

    For more information, please contact Nate Mayhill at nate.mayhill@rht.com


  • 07 Aug 2016 1:02 PM | Anonymous member (Administrator)

    A special thanks to Sheri Chaney Jones, M.A., President, Measurement Resources Company, and author of Impact & Excellence: Data-driven Strategies for Aligning, Culture, and Performance in Nonprofit and Government Organizations (Jossey-Bass, 2014) for inspiring CCODN members at our July Professional Development Program with her passion for helping government, nonprofits, and small businesses achieve high performance. 


    Sheri sees the story only concrete measurement can objectively tell and guides her clients to identify their social impact and how they change lives. And yet she demonstrates that measurement is but a key component of sustainable success. Sheri indicates that Data + Leadership, Defining Success & Culture = Excellence. 

    In her experience, making it stick requires identifying (key sources of) dissatisfaction, clearly aligning with vision and taking the right first steps. These essentials are key to overcoming the resistance, which is an inevitable reality when introducing change. 


    Sheri recently developed a model describing the characteristics of a High Achieving Social Sector Leader: PIONEER (dedicated to continuous improvement) PARTNER (collaborating within and outside the organization) PLAN (working an effective plan) PERSIST (execute with feedback loops) PIVOT (ride the wave of inevitable change) PROVE (own results). If you missed Sheri at CCODN, you can experience her enthusiasm and wisdom in a presentation at https://www.socialsectorleadersacademy.com/.  

  • 19 May 2016 7:53 AM | Anonymous member (Administrator)

    Thanks, again, to Annie Kerr for a very informative presentation and discussion on how to get the most out of LinkedIn.  Attached is her presentation.  CCODN LINKEDIN PRESENTATION.pptx

  • 26 Apr 2016 7:42 AM | Anonymous member (Administrator)

    Here is the presentation Michael Contino, Associate Director of Strategy Management at West-Ward Pharmaceuticals, made at last week's CCODN Professional Development meeting:April 2016 Presentation - Business Strategy - A Challenging but Valuable Key Business Process.pdf

  • 10 Mar 2016 2:49 PM | Anonymous member (Administrator)

    Click here to view the job description and contact information: 

    Organizational Change Management Lead.docx

  • 08 Mar 2016 10:28 AM | Anonymous member (Administrator)

    Click here for Job Description and Contact Information:

    OAKS Agency Engagement Program Consultant (Mar 2016).docx

  • 01 Oct 2015 8:22 AM | Anonymous member (Administrator)

    Tiffany Wulf and Deb Peluso are excited to announce a dynamic and engaging WORKSHOP focused on sharing the proper tools, tips and techniques to lead change fearlessly –and establish yourself as the sort of leader who makes change stick.

    KINETICS OF CHANGE WORKSHOP 1:

    The Non-Negotiables: Laying the Foundation for Change Success

    SPARKSPACE  //  Monday, November 9th, 2016   8:30 am - 4:30 pm
    300 Marconi Blvd #206, Columbus, OH 43215

    The cost is $355 for CCODN members (10% discount from the regular price of $395) and includes a tasty lunch, snacks, and the confidence to tackle your next change head on. Just mention that you are a CCODN member in the comments section of the registration form.

  • 21 Sep 2015 10:07 AM | Anonymous member (Administrator)

    Last week's presentation material used by Tom Rausch and Susan Alexander is now available.  Go to "Events" and open the meeting to download the material.

  • 25 Aug 2015 8:39 AM | Anonymous

    This is a growing trend many are jumping into and it will be interesting to see what replaces rating systems. I can vouch for the quality of the programs of this organization, have signed up myself to attend, and thought of my colleagues here who also might want to attend.

    Discover why Eli Lilly removed ratings and take a deep dive into how they transformed their performance management system for the better..

    When leaders dig into our Kill Your Performance Ratings research, many are eager to learn what a post-ratings workplace looks like. What steps do large organizations take and what are they doing in place of ratings to create a more engaging and rewarding work environment? 

    Dr. David Rock (Director, NeuroLeadership Institute) and Mark Ferrara (VP of Talent Management, Eli Lilly & Company) will share the Fortune 100 pharmaceutical company’s story in this complimentary webinar. Participants will dig into Eli Lily’s performance before and after, complete with internal research and case study data. If you work in the talent management or human resources space, this is a webinar you don’t want to miss.

    https://www.neuroleadership.com/events/eli-lilly/


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