ASSIGNMENT 6 (HRM)

What do you think will the 21st -century corporations look like? (1000words)

The 21st Century Corporations

What does the 21st century learning look like?

‘Globalisation and technological change are placing greater demands on education and skill development in Australia and the nature of jobs available to young Australians is changing faster than ever. Skilled jobs now dominate jobs growth and people with university or vocational education and training qualifications fare much better in the employment market than early school leavers.’

A new environment of schooling has been emerging over the last decade of the 20th century and it has been accelerating in the 21st century, stimulated by a new economy, new technologies and new understanding about learning. In today’s interconnected, technology driven world, learning typically takes place in physical, virtual and remote places. It’s now more important than ever that learning environments make the paradigm shift towards 21st century education.

Using technology alone may lead to high-tech lectures or technically proficient students, but that falls short of what 21st century learning is all about. This seminar will identify what are the key factors that make 21st century learning one that engages and motivates the learner and educator.

How should education be shaped to meet the needs a 21st century learning models? What do educators need to do to be prepared for 21st century teaching? What are the common issues and visions?

This seminar will feature leading technology companies showcasing their vision of 21st century learning environments and how they are being adapted into the education system across all sectors.

resources: http://www.educationau.edu.au/jahia/Jahia/pid/819

What Does a 21st Century L&D Department Look Like?

A month ago, on April 21, Jay Cross at learntrends co-ordinated a round-the-globe series of online conversations on how learning can impact performance in organisations. Starting on the US West Coast and ending somewhere east of New Zealand, these virtual conversations opened up a whole Pandora’s Box of issues around the challenges and opportunities that learning & development faces if it is to really have an impact of organisational effectiveness.

Jay’s reflections on the event are worth reading.

NEW ROLES FOR LEARNING PROFESSIONALS

Ellen Wagner, Curt Bonk and I spent our 30 minutes facilitating a discussion on the topic of ‘New Roles for Learning Professionals’. Going back through my notes and the archive of the (very animated) chat/discussion that took place, some clear threads emerged on the types of capabilities that a 21st century L&D department need to have.

Here are some of the core capabilities identified:

1. consulting / coaching acumen (as well as learning acumen) that is focused on performance problems and outcomes. The ability to engage with senior (and not-so-senior) line managers to identify the root cause of performance problems, and not simply focus on learning.

2. the ability to ‘speak business’. An understanding of business goals is the ‘so what’ in learning. Everyone in L&D should be able to read and draw conclusions from a balance sheet and P&L account and understand the business drivers that line managers are focused on.

3. a good grasp of technology – across-the-board - but especially emerging technologies, and how they can fit into learning solutions

4. adult learning – an understanding of how adults learn in the workplace, and ‘what works’ in organisational learning.

Along with these, another set of attributes such as: ‘empathy, ’ listening’, ‘tolerance for ambiguity’, ‘basic communication ability’ were identified as essential by participants.

Harold Jarache also made the important point that ‘attitude trumps skills’ for a learning professional. We’ve known that in a more general sense for years – many of us have used the axiom ‘hire for attitude’ when we’re recruiting. I certainly have found it has served me well. I can’t think of any situation where I’ve hired on the basis of attitude where I would have done otherwise in retrospect.

INNOVATION – THE OXYGEN OF L&D

One one other vital high-level capability every L&D practitioner needs to have in spades is the ability and, even more importantly the desire, to innovate. Innovation in designing new approaches and solutions to solve performance problems is the oxygen for L&D. It’s not vitally important whether the innovation involves technology or not – although technology does offer some huge opportunities for solving business problems and we’re just plain stupid if we ignore them – but an L&D department that fails to demonstrate that it continues to be innovative is one that’s quickly becoming irrelevant as a strategic business tool. Such L&D departments deserve to have their funding redirected elsewhere.

resources: http://charles-jennings.blogspot.com/2009/05/what-does-21st-century-l-department.html

Can the 21st century corporation remain secure

Introduction

Texas at risk tomorrow?

21st century companies have no choice but to use technology to connect to the outside world - to communicate with customers, suppliers, partners, and their own employees. Unfortunately with that interconnection comes a range of new security issues.

Briefing reporters in Japan at the end of last year, Donald Rumsfeld referred specifically to the growing threat of "cyber attacks" 13 . These - best defined as viruses and hacking-attacks - are now causing high levels of concern amongst business leaders, with 60 per cent worried that they are at risk 14 .

Experts agree that, at the moment, most cyber-crime results from the intellectual motives of "super-kid" hackers, and very little relates to commercial crime or terrorism 15 . But it is expected that could change.

Terrorist technological capability is widely assumed by intelligence experts and the scope for terrorist abuse is increasingly recognised.

Could it happen in Texas? The government, at least, seems to think so. Last year, the Texas Department of Information Resources successfully carried out one of the first state-wide cyber attack simulations, in preparation for the possibility that terrorists could sabotage critical government computer systems 16 .

It's a threat which businesses need to take increasingly seriously too. For example, most oil and gas companies use process control software which, as many of you know, controls safety valves and with which a hacker could wreak havoc.

From a business perspective, the indirect risks are perhaps of just as great importance: loss of customers, and damage to the corporate brand and reputation if such an attack becomes public news.

Texas-targeted risk solutions

But enough of the threats. What can Texas do to manage its risks better?

The good news is that awareness amongst companies both around the world and here in Texas has improved significantly since 9/11. But there is much that remains to be done.

Contingency planning

First, let me start with contingency planning. Any underwriter will tell you that preparedness is key. Yet you may be surprised to know that many businesses actually aren't ready to face disaster when it strikes.

In one recent survey, almost 40 per cent of Western companies admitted that they do not have adequate plans in place to protect against terrorist attacks 17 .

The same is true of cyber-risk. A third of organisations admit that they cannot tell whether their systems are under attack, and believe that their ability to respond to incidents is inadequate 18 .

Some think that contingency planning is too expensive, but in fact the most important steps for surviving a crisis often cost little. Being unprepared can be the most expensive strategy of all. Careful thought and enough time are the important factors. But it is clear that companies must invest more - as much in terms of time as money - in contingency planning, to better prepare themselves against the broadest spectrum of risks which we all fear.

Improved security

Improved security is another step which companies can take relatively easily, but which can make all the difference, according to the experts in our market.

One of the first acts of US Congress back in 1790 was to launch ten cutters to patrol the eastern seaboard and guard major ports from illegal trade and smuggling: this was the foundation of the United States Coast Guard 19 . Moving forward 200 years, that challenge has changed.

In December last year, the Department of Homeland security announced that almost 32 million dollars would go towards improving defences along the Texan coast - with the Port of Houston Authority receiving the largest grant 20 .It's all part of a co-ordinated strategy which, to insurers, seems like a very sound strategy.

But there is no room for complacency. Further investment, even closer co-operation between government departments here as well as internationally, and plugging any gaps in federal law, are all vital.

All business leaders have a role to play too. Many companies have improved their security measures since 9/11, but there is little consistency and standards vary greatly. So where are the weak links? Our underwriters talk about perimeter control, checking of ID, close circuit TV monitoring, and a greater presence of security personnel as the main examples.

In order to improve security, companies will need to allocate funding, educate employees, and work better together with their industry peers to share information and develop solutions across their own corporate boundaries.

Sometimes people fear that additional security just leads to more red tape. But only 16 per cent of global companies feel that security measures introduced since 9/11 have had a negative impact on their business. Even better, over half believe that they have actually helped them to deliver their business goals 21 . It's an investment, and a change of culture, that's clearly worth making.

Greater consideration of insurance

Third, Texas businesses should consider insurance very carefully. The insurance markets learnt the hard way, following the Twin Towers disaster, that terrorism is a risk which needs to be separately priced - and priced at a level commensurate with the risk.

However, many companies are currently not buying coverage. Maybe they feel removed from the risk. Maybe they feel unable to bear the cost, or have still not got used to the idea of having to pay for it 22 .

A new survey by Marsh, a leading insurance broker who works closely with the Lloyd's market, shows that 46 per cent of US companies are buying terrorism cover 23 . The good news is that's nearly double the number buying it this time last year, but the bad news is that over half of corporations remain uninsured - and smaller companies in particular are much less likely to have insurance in place.

Amazingly, and this has particular resonance for Houston, energy companies are the least likely to buy terrorism insurance. Only 18 per cent of energy companies surveyed said they had coverage in place - compared to around 70 per cent of public entities and real estate companies.

The range of risks which terrorism brings is also expanding. Take 9/11, where some 25 per cent of the total 40 billion dollar loss related to business interruption 24 . In today's business environment, the impact of a business temporarily ceasing operation in one location can often be felt right across the world. And in a society where litigation is such a preoccupation, some companies are increasingly concerned about the liabilities they could face in the event of a terrorist attack, and we are seeing emergence of a new terrorism liability market to cover these risks. The hotel industry protecting its guests is one example, but pollution liability following terrorism is another - and so it is as relevant an issue for oil installations as for hotels. Of course, developing innovative solutions for new, complex and difficult risks has always been an area where the Lloyd's market excels, and Lloyd's is a leader in these fields.

Closer attention to risk management by the board

Finally, however, insurance is only part of the solution. In the end, closer attention to risk management is critical. Companies need to recognise that the risk environment has changed, and they cannot rely on 20th century management techniques to solve 21st century problems.

The whole area of cyber risk is one where the insurance market can and does offer solutions, but any insurer will look very closely at the risk management procedures in place before offering coverage. As one Lloyd's expert involved in this field puts it, if best practice is in place it mitigates the risk in 90 per cent of cases 25 .

Whether it's a question of more insurance; or using risk experts to help your business manage security, today's risks no longer fit into easy categories, and in the wake of Sarbanes-Oxley, responsibility for decision making on corporate risk lies in the boardroom.

We seem slow to learn the lesson. Although attitudes towards risk management are changing, it appears that much of the impetus for change is coming from regulatory pressures - rather than being a commercial motivation to manage risk better 26 . A culture of risk awareness has yet to emerge in the boardroom it seems - in only 31 per cent of corporations do all major decisions involve interaction with the risk management team.

resources:http://www.lloyds.com/News_Centre/Speeches/Can_the_21st_century_corporation_remain_secure_Lord_Levene_Chairman.htm

Conclusion:

My conclusion about this 21'st century look like is just this is the beginning of extreme high-tech, fast emerging technologies and we can't stop it because everything in this world is changing. Because of this i think there are only two faces that the 21st century corporations experiencing first is the advantages of this wonderful new discoveries of technologies and the second is the abusing of this technology and use this technologies to their own benefits like being selfish,terrorist(hacking) and thats very dangerous.