For more information about program and to register, click here.

Chair Elect

Treasurer

Communication and Marketing

Learning

Membership and Networking

To learn more about any of these positions, click here.

The Organizational Life Style Analysis is designed to uncover the underlying behavior and interpretation patterns of the organization in a similar way that the traditional Adlerian Life Style Analysis uncovers the framework in which we as individuals interpret experience, control experience through goal oriented private and social behavior, and predict experience, based on previously created convictions. The Organizational Life Style unites the organization, and indicates how the organization makes creative use of resources and subjective understandings to behave in the world.

To learn more and register, go to:   https://www.mnodn.org/event-registration/?ee=31

So what can we do when the old ways of working no longer work?  There is no single roadmap to follow, but Human Systems Dynamics Institute can help you get unstuck and move forward effectively.  We draw lessons from chaos theory and complexity science to help you leverage uncertainty. We teach simple ideas and models that prepare you and your clients to build adaptive capacity; form collaborative relationships, and take courageous, creative action.

This MNODN meeting is the launch event for our new book Adaptive Action: Leveraging Uncertainty in Your Organization (Stanford University Press, April 2013).  We will introduce the foundation of the core approach it features, share stories about how we used Adaptive Action to transform individuals, teams, organizations, and communities; and help you use it to explore creative options for action for yourself and your clients.  You will receive a copy of the book and the opportunity to have it signed by the authors.        

Click here for more information or to register for event.

Program Description:

There has been much talk of the “new normal” in global businesses, but only lip service as to how to rethink and re-tool this process to ensure organizations can face the challenges coming their way in the context of talent management.  The pitfalls and trends in succession planning and management must be addressed differently today. As you look at many succession plans in current organizations, they are irrelevant to todays’ workforce and strategic challenges.  Massive change and organizational trends have caused traditional succession planning and management approaches to become obsolete. Global trends in every industry have huge implications for thinking about future leadership roles.  Just these few statistics are daunting:

• As of January 1, 2011, 10,000 baby boomers are turning 65 every day for the next 19 years (US Dept. of Labor)
• In 2012, the 55 and older segment of the workforce will have increased 19%, almost four times the rate of growth for the overall labor force
• By 2020, there will be 1.3 million college grads, and 5.9 million too few high school grads to meet employer needs (US Dept. of Labor)
• 67% of organizations do not currently have and formal succession planning process, (Cutting Edge)
• Only 24% of organizations are confident in their ability to staff leadership positions during the next five years (Watson Wyatt)
• 68% of senior managers hired from the outside usually fail within the first 18 months (CCL)

However, another part of the new normal is that those in their 30’s and 40’s want to apply their own attitudes and values to the roles they assume. Needless to say, they are more skeptical than past generations. Institutions that had once employed their parents are not necessarily valid benchmarks any longer. Working hard doesn’t provide job security, organizations do not last forever, and leaders do not necessarily make the best choices. As these new leaders assume responsibility within organizations, they are more likely to challenge the status quo and question the veracity of practices that have been in place for many years (Wendover, 2011). This is also a workforce that has better training than any generation in history, invested mightily in technology and globalization. That said, these skills sets and confidence can mask a deficit of expertise, experience, and leadership maturity.  Lastly, many knowledge workers today do not see their job as a calling. They are not looking to climb ladders once embraced by parents. When they are restless, they leave, it’s not personal. It’s just business.

The impact of the above can and will have monumental effects on your succession planning process. To prepare them for future roles, and more senior positions, it is incumbent for business leaders to understand these beliefs, and many other factors while these leaders assume those new and challenging responsibilities.

Best practices are all the more important for guiding human resource and business leaders in designing and executing more effective programs. Practices such as:

Top management participation

• Rigorous and comprehensive assessment
• Identification of future talent requirements pivotal to strategy execution
• Structured and individualized developmental programs
• Creation of talent databases
• Open communication

This session will explore all of the above, and the audience will be encouraged and challenged to think through these issues collectively.

Presenter:

Donna DiMenna is an organizational psychologist and business leader who has led Global HR consulting firms, was Chief HR Officer for a global print/custom graphics arts/e-commerce corporation, as well as co-led Strategic Workforce Planning at Cargill, a Fortune 250 company. She has worked across the globe in partnerships with clients in APAC, and EMEA. She was awarded 2012 Industry Leader by the Mpls-St. Paul Business Journal.

Go to https://www.mnodn.org/event-registration/?ee=25 to register.

1000 LaSalle Ave.

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Description:

Program Description:

There has been much talk of the “new normal” in global businesses, but only lip service as to how to rethink and re-tool this process to ensure organizations can face the challenges coming their way in the context of talent management.  The pitfalls and trends in succession planning and management must be addressed differently today. As you look at many succession plans in current organizations, they are irrelevant to todays’ workforce and strategic challenges.  Massive change and organizational trends have caused traditional succession planning and management approaches to become obsolete. Global trends in every industry have huge implications for thinking about future leadership roles.  Just these few statistics are daunting:

• As of January 1, 2011, 10,000 baby boomers are turning 65 every day for the next 19 years (US Dept. of Labor)
• In 2012, the 55 and older segment of the workforce will have increased 19%, almost four times the rate of growth for the overall labor force
• By 2020, there will be 1.3 million college grads, and 5.9 million too few high school grads to meet employer needs (US Dept. of Labor)
• 67% of organizations do not currently have and formal succession planning process, (Cutting Edge)
• Only 24% of organizations are confident in their ability to staff leadership positions during the next five years (Watson Wyatt)
• 68% of senior managers hired from the outside usually fail within the first 18 months (CCL)

However, another part of the new normal is that those in their 30’s and 40’s want to apply their own attitudes and values to the roles they assume. Needless to say, they are more skeptical than past generations. Institutions that had once employed their parents are not necessarily valid benchmarks any longer. Working hard doesn’t provide job security, organizations do not last forever, and leaders do not necessarily make the best choices. As these new leaders assume responsibility within organizations, they are more likely to challenge the status quo and question the veracity of practices that have been in place for many years (Wendover, 2011). This is also a workforce that has better training than any generation in history, invested mightily in technology and globalization. That said, these skills sets and confidence can mask a deficit of expertise, experience, and leadership maturity.  Lastly, many knowledge workers today do not see their job as a calling. They are not looking to climb ladders once embraced by parents. When they are restless, they leave, it’s not personal. It’s just business.

The impact of the above can and will have monumental effects on your succession planning process. To prepare them for future roles, and more senior positions, it is incumbent for business leaders to understand these beliefs, and many other factors while these leaders assume those new and challenging responsibilities.

Best practices are all the more important for guiding human resource and business leaders in designing and executing more effective programs. Practices such as:

Top management participation

• Rigorous and comprehensive assessment
• Identification of future talent requirements pivotal to strategy execution
• Structured and individualized developmental programs
• Creation of talent databases
• Open communication

This session will explore all of the above, and the audience will be encouraged and challenged to think through these issues collectively.

Presenter:

Donna Dimeena

Donna DiMenna is an organizational psychologist and business leader who has led Global HR consulting firms, was Chief HR Officer for a global print/custom graphics arts/e-commerce corporation, as well as co-led Strategic Workforce Planning at Cargill, a Fortune 250 company. She has worked across the globe in partnerships with clients in APAC, and EMEA. She was awarded 2012 Industry Leader by the Mpls-St. Paul Business Journal.

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The Treasurer is elected by the MNODN Board to hold office for a two-year term, or until a successor is elected and qualified. For succession planning and fiscal security purposes, this position is shared role, which means there are two individuals occupying the role as co-chairs for Treasurer.

 Requirements:

1. Financial knowledge of the organization.
2. Personal commitment to devote the time necessary to perform the responsibilities of Treasurer.
3. Understanding of financial accounting for nonprofit organizations.
4. Maintain and report the financial stability of the organization

 Responsibilities:

1.  Serves as Chair of the Finance Committee (as applicable) and a member of the Executive Committee of MNODN
2. Manages, with the Finance Committee, the Board’s review of, and action related to, the Board’s financial responsibilities.
3. Works with the Executive Chair and Chair Elect to ensure that appropriate financial reports are made available to the Board on a timely basis.
4. Assists the Executive Chair and Chair Elect in preparing the annual budget, and presenting the budget to the Board for approval.
5. Develop Fiscal Policies for recommendation to the Board to ensure the financial integrity and sustainability of the organization.
6. Develop long-term financial strategies and submits them for Board approval during quarterly and annual Board meetings
7. Keeps currently informed of legal, regulatory and sector developments relating to the Board’s financial responsibilities.
8. Completes the annual taxes for the organization in a timely fashion and in accordance to federal and state reporting requirements.
9. Promptly alert the Chair and Chair Elect of the Board upon any suspicion of financial impropriety or activity that may impact the security of the MNODN assets. Advise the full Executive Committee and take all appropriate actions to prevent, investigate and respond to any unusual or suspicious activity relating to the assets of MNODN.

 Attributes required to complete the role:

*Terms maybe flexible per an agreement with and approval of the Board Executive Committee

If interested, send letter of interest via email to: admin@mnodn.org

 This presentation talks about how to equip employees to come to the career development dialogue as an equal partner in the process by understanding and being able to articulate skills, values, interests and goals. It also addresses how to better prepare managers for that dialogue both by creating an open and trusting environment as well as understanding the various resources available to help an employee develop.  The goal is to enhance the dialogue so that managers and employees create a sustainable career development plan.

Program Objectives

1. Increase employee engagement and retention through sustainable career development planning.
2. Improve the effectiveness of the conversation between employees and managers regarding career development throughout the year.
3. Help employees increase self awareness and ability to articulate career plans and goals.
4. Coach Managers’ on how to create a trusting and supportive environment for the career discussion.
5. Learn how to prepare managers for the career development discussion by better understanding resources and options.

 
Karen Kodzik holds Master’s degree in Counseling with an emphasis in Career Planning and Development.  Uniquely qualified as a career counselor with hands on experience in HR and management consulting.  As President and Owner of Cultivating Careers, a career management firm, she has helped hundreds of professionals at various career crossroads develop the plans and tools to move forward and realize rewarding careers. In addition to her private practice, she is a published author and a highly sought after speaker, and source to the Twin Cities media on career management, employment and job search related topics.

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• 5:30 – 6:00 – New Member orientation & networking
• 6:00 – 6:45 – Program: sharing of goals, member input,  successes and  initiatives
• 6:45 – 8:00 – Continued networking

Location:  Amore Victoria, 1601 West Lake Street ,Minneapolis, MN Minneapolis, MN