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Records 1 5 10 – Innovative Personal Database Training

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Innovation is critical in a knowledge economy — driving growth, new products, and new methods of delivering value to customers. According to PwC's 2015 study on Global Innovation, U.S. companies spend $145 billion dollars in-country on R&D each year. And yet, despite its importance, innovation is a difficult quality to cultivate both in leaders and in organizations. In Conference Board's 2015 CEO Challenge study, 943 CEOs ranked 'human capital' and 'innovation' as their top two long-term challenges to driving business growth. This is a key talent challenge for most organizations, and a talent gap that needs to be closed, starting at the top – with the role of the CEO.

Insight Center

  • The 21st-Century CEO sponsored by Cognizant
    LeadershipArticle
    • Various Authors

A) The database structure cannot be changed during the data modeling stage. B) Changing a relationship from 1:N to N:M is simply a matter of changing the notations. C) User review of the data model is avoided as it is not helpful in data modeling. D) A database is a model of how the developers view their business world. The most innovative leaders: Manage Risk. Innovative leaders scored 25% higher than their non-innovative counterparts on managing risk. Innovative leaders are bold when it comes to experimenting. Record Control Schedule 10-1 All VHA Records Schedules are maintained within Record Control Schedule (RCS 10-1). All ORD and ORO primary program record schedules are found in Chapter 8 of RCS 10-1. Other administrative record types are maintained in other locations of RCS 10-1 such as personnel/employee, travel claims, training records. DEPARTMENT OF THE NAVY HEADQUARTERS UNITED STATES MARINE CORPS 3000 MARINE CORPS PENTAGON WASHINGTON, DC MCO 1553.10 DISTRIBUTION STATEMENT A: Approved for public release; distribution is.

XBInsight has collected competency data on nearly 5,000 leaders across a wide range of industries. Analyses were done to identify the competencies that innovative leaders share. The top five competencies found in our research are outlined below, including their corresponding behaviors. Every CEO should be cultivating these behaviors to maximize innovative thinking:

The most innovative leaders:

Manage Risk

Innovative leaders scored 25% higher than their non-innovative counterparts on managing risk. Innovative leaders are bold when it comes to experimenting with new approaches. However, they will initiate reasonable action when potentially negative consequences are expected. When risks do present themselves, they develop plans to minimize the risk and identify where it is needed most.

Resample 1 1 5 – an intuitive audio editor. To develop better risk management behaviors, CEOs need to:

  • List a minimum of eight ideas for new initiatives. Benchmark best practices for each and identify five opportunities that can be implemented immediately within the organization.
  • Identify, document and plan for risks as part of developing strategic alternatives.
  • Shift your approach from thinking things through thoroughly toward getting started without knowing all of the answers and adjusting as needed.
  • Set a time limit for analyzing a particular situation to avoid overthinking decisions.
  • Stop and look at the downside risk of every decision. If you can live with the consequences of a decision, then stop analyzing and go ahead and make the decision.

Demonstrate Curiosity

Innovative leaders also scored higher in terms of demonstrating curiosity. They exhibit an underlying curiosity and desire to know more. These leaders will actively take the initiative to learn new information, which demonstrates engagement and loyalty to company goals. Keeping their skills and knowledge current gives them the competitive edge they need to lead effectively, and also stimulates new ways of thinking in other workers.

To develop and demonstrate curiosity, CEOs need to:

  • Evaluate their current knowledge and skills. Examine how these skills will help achieve long-term goals. Identify what other skills or knowledge would move you in this direction.
  • Create a learning environment or community to encourage the free flow of new knowledge and perspectives.
  • Stimulate new thinking by examining mistakes and setbacks as opportunities to learn. Mistakes prompt you to look inward and think about your limitations. By studying your patterns of behavior, you can recognize and correct your behaviors that repeatedly result in mistakes, miscalculations, or the misreading of a situation.
  • Make time for developmental activities, such as taking classes and participating in workshops.

Lead Courageously

Innovative leaders are proactive and lead with confidence and authority. They turn tough circumstances into prime opportunities to demonstrate their decisive capabilities and take responsibility for difficult decision making. These leaders are sure to engage and maintain audience attention in high-stakes meetings and discussions, and they do not avoid conflicts and differences of opinion.

Records 1 5 10 – Innovative Personal Database Training Programs

Expert choice software ahp free download. CEOs who wish to lead more courageously need to develop the following behaviors: Exposure x5 bundle 5 2 1 1972.

  • When facing a tough decision, consider the alternatives, identify and confront risks, and prepare to deal with other people's reactions.
  • Look for an opportunity to share your feelings and opinions with clarity and conviction, despite any resistance you may experience.
  • Think about the difference between being assertive and being aggressive. Identify situations or people that fall into both categories. The trick to being assertive is to share your views, but not to force them. Assertive leaders are effective because they look for win-win solutions and show respect for others (even when they disagree).
  • Learn to recognize and appreciate leadership qualities in others as well as in yourself.

Seize Opportunities

Innovative leaders scored higher when it comes to seizing opportunities. They are proactive and take initiative and ownership for success. These CEOs anticipate potential obstacles before taking action, but avoid over-analysis. They push for personal performance and are able to work independently for extended periods of time with minimal support. They are also able to change directions quickly to take advantage of new opportunities when they come up.

CEOs who wish to become more adept at seizing opportunities need to:

  • Examine setbacks and problems related to creating new opportunities and competitive strategies within your own company. Learn to see advantages in changing situations and new developments. For example, a leader will need to evaluate the capabilities of his or her current project delivery team and consider whether additional resources will be required to meet all objectives, expectations and timelines.
  • Consider past opportunities that you declined. What do these opportunities have in common? What intimidated you about them?
  • Remember that you do not need to undertake opportunities alone. Make it a collaborative effort by asking valued employees to help you out.

Maintain a Strategic Business Perspective

Records 1 5 10 – Innovative Personal Database Training Certification

Lastly, our research found that innovative leaders score higher when it comes to maintaining a strategic business perspective. These leaders demonstrate a keen understanding of industry trends and their implications for the organization. They thoroughly understand the business, the marketplace, and the customer base and are adept at identifying strategic opportunities or threats for the business. They actively participate in community, industry and leadership organizations to understand the external environment, and have an ability to articulate convincing approaches to moving their business forward.

To develop a strategic business perspective, CEOs need to:

  • Create and/or participate in a cross-functional committee.
  • Perform a knowledge-based SWOT (strengths, weaknesses, opportunities, and threats) analysis, comparing your organization's knowledge to that of its competitors and to the knowledge required to execute your organization's own strategy.
  • Rather than accept the learning opportunities that happen to occur, try to stage activities that broaden learning in areas considered strategic. Start by defining what your organization knows about competitively important factors (e.g., why do customers buy your product or service?). Proactively create learning opportunities around these factors.
  • Involve people throughout the organization in the strategic planning process.
  • Develop a multi-year strategy that includes steps for you and your staff to take in order to grow the business. Analyze where your successes have been and how they will apply to likely future trends.

There is one competency where innovative leaders perform more poorly than less innovative leaders — maintaining order and accuracy. For this reason, organizations need to supplement innovation initiatives with people who are strong in project management, or provide tools and training to help the innovators manage the details more effectively.

Our data also suggested that a strong customer orientation is a starting point for building a strategic marketplace perspective in leaders. Identify early career employees who consistently consider the customer perspective when making decisions. These individuals may be future innovators. Exposing these customer-centric employees to strategic projects and to work that touches the customer experience along the life cycle will groom them to be future innovators.

Duplicate file remover pro 5 7 oz. Finally, we analyzed the behavioral styles of the highest-level innovators and found four subsets. Leaders with 'driving styles' were the most likely to be innovative because they are willing to chart their own course and to stand alone in developing a creative, fresh approach to a product or service. People with 'impacting styles' are also likely to drive innovation through their ability to convince and persuade others toward a new way of thinking. On the other hand, 'supporting' and 'contemplative' individuals tend not to be innovative leaders. They need more organizational encouragement and structure to help them bring their out-of-the-box ideas to the table.

The data suggests that the most innovative CEOs don't ignore risks – they manage them. These leaders anticipate what can go wrong without getting boxed in. They're curious, and they seize on clear opportunities, balancing exploration with being opportunistic. The CEOs who are most likely to lead innovation are driving, high-impact individuals, who aren't afraid to be assertive, independent, and above all, curious.

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Instructions on how to download the files.

Training

Records 1 5 10 – Innovative Personal Database Training Reliaslearning

*Click on the download links to download the material files. Some files are zipped and need to be unzipped. Click the web page file name after unzip to open them. The files with .story file extension need to have Storyline 360 installed to open them.

Level One Lessons are Primarily for Custodians

CodeTitleDescriptionSource Files
(downloadable)
  1. LMS/SCORM
  2. Storyline Source File
  3. Web Package
Instructions on how to download the files.*
Date Updated

Terminology

L1.001What is the Records Lifecycle?Learn about the phases in the records management lifecycle.
  1. LMS/SCORM
  2. Storyline Source File
  3. Web Package
8/27/2020
L1.002What are Temporary Records?This module defines the concept of temporary records in the world of U.S. Federal records.
  1. LMS/SCORM
  2. Storyline Source File
  3. Web Package
8/27/2020
L1.003What are Permanent Records?This module defines the concept of permanent records in the world of U.S. Federal records.
  1. LMS/SCORM
  2. Storyline Source File
  3. Web Package
8/27/2020

Tools

L1.004Records Management PolicyThis brief reading provides an overview of records management policies that you should know.
  1. LMS/SCORM
  2. Storyline Source File
  3. Web Package
2/5/2020
L1.005What is a Records Inventory?This module explains how records inventories are used in records management.
  1. LMS/SCORM
  2. Storyline Source File
  3. Web Package
8/28/2020
L1.006What is a Records Schedule?Learn about the parts of records schedules and how schedules are used in records management.

Weathersnoop 4 1 9 multiplication. 1. LMS/SCORM

2. Storyline Source File

3. Web Package

8/27/2020
L1.007What is a File Plan?This module explains the parts of a file plan.
  1. LMS/SCORM
  2. Storyline Source File
  3. Web Package
8/27/2020
L1.008What's the difference between a records inventory, a records schedule, and a file plan?This brief reading explains the differences between these three records management tools.
  1. LMS/SCORM
  2. Storyline Source File
  3. Web Package
8/27/2020
L1.009Finding Your Records Control Schedules on NARA's WebsiteThis tutorial shows you how to find your agency's records schedules.
  1. LMS/SCORM
  2. Storyline Source File
  3. Web Package
8/27/2020

Resources

L1.010The Records Management TeamThis brief reading provides an overview of who is involved in helping manage agency records.
  1. LMS/SCORM
  2. Storyline Source File
  3. Web Package
7/29/2019
L1.011Finding Your Agency Records Officer on NARA's WebsiteThis tutorial shows you how to find out who your Agency Records is by using NARA's website.
  1. LMS/SCORM
  2. Storyline Source File
  3. Web Package
10/1/2020
L1.012Recognizing Records, Non-records, and Personal Files Learn how to determine if information should be categorized as records, non-records, or personal files.

1. LMS/SCORM

Download site ios. 2. Storyline Source File

3. Web package

8/31/2020
L1.013Records, Nonrecords, and Personal Files - Review and PracticePractice separating records, non-records, and personal papers.
  1. LMS/SCORM
  2. Storyline Source File
  3. Web Package
8/31/2020
L1.014Who has the Records?Practice identifying records.
  1. LMS/SCORM
  2. Storyline Source File
  3. Web Package
8/31/2020

Filing, Naming and Metadata

L1.015Separating FilesLearn how to separate information into logical categories for filing. 9/8/2020
L1.016Filing and e-File Naming ConventionsThis module explains best practices for naming files.9/8/2020
L1.017MetadataThis module explains how metadata is used in managing electronic records.9/10/2020
L1.020Assigning Metadata Learn about NARA's metadata standards for the transfer of permanent electronic records.9/10/2020

Records Inventory

L1.021Level 1 Creation and Receipt - ReviewReview the topics covered in the create and receive the section of the first level of the training curriculum.9/8/2020
L1.022Participate in a Records Inventory Learn what information needs to be collected during a records inventory.9/8/2020
L1.023Records Inventory PracticePractice capturing information about records.9/8/2020

Records Clean-up

L1.024Conduct a Records Clean-UpLearn how to plan and conduct records clean-up in your office.9/8/2020

File Plans and Filing

L1.025File PlansLearn how to update the file plans for your office.9/10/2020
L1.026File RecordsLearn how to accurately file records according to your file plan and records schedules.9/10/2020

Electronic Records

L1.027e-File Naming PracticePractice applying best practices for naming electronic files.9/8/2020
L1.028Manage Email RecordsLearn how to identify and manage records that are in email.9/8/2020

Managing Risks to Records

L1.029Identify and Report Risk or Damage to RecordsLearn how to identify and mitigate risks to your records.9/11/2020

Privacy and FOIA

L1.030Identify Privacy ConcernsThis module explains some of the Privacy Act issues related to records management.9/10/2020
L1.031Manage the Freedom of Information Act (FOIA) RequestsLearn how to records managers provide records for FOIA requests.9/10/2020

Disposition

L1.033Calculating Disposition DatesLearn how to use a records schedule to calculate disposition dates for temporary and permanent records.9/10/2020
L1.034Store Records On-SiteLearn the best practices for storing records in your office.9/10/2020
L1.035Transfer Records to Off-Site StorageLearn the steps you need to take to prepare and transfer records to offsite storage.9/10/2020
L1.036Create a Box List for Records TransferLearn how to create the list of files and records that should be included in each box of records.9/14/2020
L1.037Manage Records Held Off-SiteLearn how to manage your records that are stored in facilities other than your office.9/14/2020
L1.038Coordinate Disposition with the RLOThis module explains how to ensure records are destroyed or accessioned once they reach the disposition date.9/14/2020
L1.039Safeguarding Frozen RecordsLearn how to manage records that have the disposition suspended because of legal action or other reasons.

9/14/2020

L1.040Records Lifecycle ReviewReview how to manage records throughout the lifecycle.9/15/2020

Level Two Lessons are Primarily for Liaisons

CodeTitleDescriptionDate Updated
L2.001Identify Metadata Needed to Manage Electronic RecordsLearn the steps necessary for the identification of keywords and terms that may be used as the basis for assigning metadata to records.

9/15/2020

L2.002Establish Naming Conventions for Electronic RecordsLearn the best practices for developing and implementing document naming conventions in your office.9/15/2020
L2.003Managing a Shared DriveLearn how to organize an existing shared drive in a way that allows records liaisons to manage Federal records while complying with key requirements, including proper records disposition.9/23/2020
L2.004Implementing a Local Recordkeeping SystemThis module explains the steps necessary to transfer existing records into a new record-keeping system so that the files and folders are aligned to your file plan. 9/23/2020
L2.005Planning Local Digitization ProjectsLearn the steps necessary to plan a scanning project that is cost-effective and efficiently meets all defined organizational and functional requirements for digitization.9/23/2020
L2.006Implementing Updates to Records SchedulesLearn how to recommend changes to your agency records schedule and implement updated schedules.9/23/2020
L2.007Identifying Unscheduled RecordsLearn how to identify unscheduled records and systems to ensure the information is retained until the records are scheduled.9/23/2020
L2.008Coordinate DispositionLearn how to ensure that temporary records are destroyed after the expiration of their assigned records schedule retention period.9/23/2020
L2.009Coordinating the Secure Destruction of Temporary Records and Non-recordsThis module explains how to coordinate the destruction of temporary paper and electronic records, as well as the destruction of non-records materials.9/23/2020
L2.010Overseeing the Authorized Destruction of Federal Records in Agency Business UnitsLearn the best practices for accurately reviewing and approving the disposal records.9/23/2020
L2.011Transfer Permanent Records - Annual MoveThis module explains the steps necessary to accession permanent records that are stored in a Federal Records Center. TBD
L2.012Transfer Permanent Audiovisual RecordsThis module explains the steps necessary to accession audio-visual records into the National Archives.9/23/2020
L2.013Transfer Permanent Records - Direct TransferThis module explains the steps necessary to accession records into the National Archives.9/24/2020
L2.014Maintaining an Essential Records InventoryLearn the steps for updating the essential records list for your office or program.9/24/2020
L2.015Learn how to reduce or eliminate the likelihood of damage to your records.9/28/2020
L2.016Safeguarding Records in Your Office Part 2Learn the steps to take for records are damaged.9/28/2020

Level Three Lessons are Primarily for Agency Records Officers (ARO)

CodeTitleDescriptionDate Updated
L3.001Drafting a Records Schedule for Submission to NARALearn how to write schedule items and the administration information required for proposing a records schedule to NARA.9/28/2020
L3.002Apply the General Records Schedule (GRS) for Agency Records ScheduleLearn how to use the General Records Schedule (GRS) to manage some of your agency records.9/29/2020
L3.003Writing a Big Bucket ScheduleLearn how to write a records schedule that proposes aggregating similar records groups in order to simplify the management of disposition for those records.9/29/2020
L3.005Develop Records Management Strategic Goals and PlanLearn how to create a strategic plan for your agency records management program.9/29/2020
L3.006Records Management Program Self-EvaluationLearn how to evaluate your records management program9/29/2020
L3.007Select Sustainable Formats for Long -Term Temporary and Permanent RecordsThis module explains some of the considerations you need to think about when determining the file formats for your records.9/29/2020
L3.008Establish and Implement a Policy for Managing Records on Shared DriveLearn how to write a policy to guide how your agency manages records stored on shared drives.9/29/2020
L3.009 Email PolicyLearn how to write a policy to guide how your agency manages records stored in email.9/29/2020
L3.010Develop Capstone Approach for the Management of EmailUnder development. This module explains some of the considerations you need to think about when implementing the Capstone approach to managing records in email.9/29/2020
L3.011Developing Electronic Records Management RequirementsLearn how to determine what records keeping requirements should be in information systems that are used to manage records. 9/29/2020
L3.012Manage a digitization projectLearn how to how to manage digitization projects that are cost-effective and meet agency needs for using or managing the records.9/29/2020
L3.014Developing and documenting Recordkeeping Requirements for the Creation of Agency RecordsThis module explains some of the considerations you need to think about when determining the agency policies that will determine how records are captured or created.9/29/2020
L3.015This module explains some of the considerations you need to think about when establishing the agency for how records in cloud storage are managed. 9/29/2020
L3.017Establish and implement agency metadata requirementsThis module explains some of the considerations you need to think about when establishing the metadata that will be required for agency electronic records.
9/29/2020
L3.018Coordinate Records Management Actions with ITLearn how to work with your IT staff to ensure records management considerations are implemented in agency IT policies and systems.9/29/2020




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