雖然這篇turnover英文鄉民發文沒有被收入到精華區：在turnover英文這個話題中，我們另外找到其它相關的精選爆讚文章
在 turnover英文產品中有12篇Facebook貼文，粉絲數超過7萬的網紅Eric's English Lounge，也在其Facebook貼文中提到， There’s rhythm in writing! 🎶 這個禮拜Presentality的Andrew來分享英文寫作的節奏! ★★★★★★★★★★★★ 我的工作需要看非常多的英文。 其中有英文母語的人寫的，也有非母語的人寫的。最近，我注意到一個兩者之間很明顯的差別。這個差別很少有人提到，因...
同時也有1部Youtube影片，追蹤數超過4萬的網紅李根興 Edwin商舖創業及投資分享，也在其Youtube影片中提到，《我在哈佛學的領袖技能》工作坊 : Invitation - 2020年2月8日或15日 (星期六)《Leadership Workshop》9am to 1pm 我曾經在哈佛讀過三年(2012/13/14)教授 Robert Steven Kaplan 的領袖課程。Changed my lif...
-
turnover英文 在 李根興 Edwin商舖創業及投資分享 Youtube 的精選貼文
2020-01-18 12:26:52《我在哈佛學的領袖技能》工作坊 : Invitation - 2020年2月8日或15日 (星期六)《Leadership Workshop》9am to 1pm
我曾經在哈佛讀過三年(2012/13/14)教授 Robert Steven Kaplan 的領袖課程。Changed my life!
農曆新年後，連我自己18年創業經驗，我希望和你分享我在哈佛學到及應用了什麼 (幸運地，我公司過去幾年的同事們 turnover 都是近0)，可能令你的領袖能力亦有所啟發。
題目: 六步提升你的領袖能力 (6 Steps to Become A Better Leader) based on Harvard Professor Robert Steven Kaplan's teaching and his 3 books.
日期: 2020年2月8日或15日 (星期六)
時間: 9am to 1pm
地點: Classified Cafe and My Office at New World Tower, 16 Queens Road Central, HK.
人數: 每場限20位，
對象: 免費，但只適合工作經驗5至10年以上的管理人士參與。
教材: 講廣東話，內容是英文
Agenda:
(1) Speed dating, self intro and expectations.
(2) Split into teams of 2 or 3 people.
(3) Go thru the leadership framework by Prof. Robert Steven Kaplan (現任美國達拉斯 Dallas 聯邦儲備銀行行長卡普蘭)
(4) Ask those questions and answer in teams.
(5) 回答你任何對做生意的問題，takeaway value and let's all be friends.
報名方法: 請WhatsApp你的卡片給Suki/Monica +852 9218 5223
我之前關於 Prof. Robert Steven Kaplan 的領袖影片:
https://youtu.be/YVplfngE9KM
https://youtu.be/PhPBbbq9oc0
https://youtu.be/Oloo1uA3UvE
Note: 如果之後你覺得此 workshop 有用，希望你可以考慮捐款 support 我 brother-in-law (Derrick Pang) 創立的 Lifewire.hk 慈善組織，幫助患有罕見疾病的兒童。
http://www.lifewire.hk/tc/support-lifewire/How-To-Donate.html
#哈佛領袖技巧工作坊，#Leadership_Workshop
............................................
Leadership Framework (by Harvard Prof. Robert Steven Kaplan)
A. STRATEGIC DIRECTION AND KEY CHOICES
(1) Ownership Mindset (Leadership is not about position, is mindset)
(2) What Do You Believe In?
(3) Have You Acted On It?
(4) Add Value To Others
(5) Vision (Where? Why? Distinctive?)
(6) Priorities (3 or 4)
(7) Alignment
- People
- Task
- Organization
- You
With active communication of vision and priorites everyday.
..........................................................................
B. DEVELOPING YOURSELF AS LEADER
Understanding yourself:
A. Assess your own strengths and weaknesses
- Write down your own
- Find others write on yours too
B. Finding your passion
C. Value, ethics, morals
D. What is your story? Be authentic
Why leaders fail?
A. Open to learn?
B. Ask questions?
C. Do you listen?
D. Fight through isolation
E. Ok feeling vulnerable
The leader as role model
A. Do you act as role model?
B. What are the two to three key messages you want to send to people?
C. Do your behaviors match your words
D. How do you plan to improve on your weaknesses, and build on your strengths?
Tools to become better leader:
A. Support group
B. Keep a journal (to do, ideas, knowledge, etc)
C. Face to face communication
D. Interview people (how u do it?)
E. Think one level up.
..........................................................................
C. BUILDING RELATIONSHIP (YOU CAN'T DO IT ALONE)
(1) Build Relationship
. Mutual Understanding
. Mutual Trust
. Mutual Respect
(2) Self disclosure
(3) Inquiry
(4) Advice seeking
Build Relationship Exercise:
A. Write down something about yourself that the other person probably doesn't know. Have the other person do the same.
B. Write down a question you like to ask the other person that would help you understand him or her better. The other person do the same. Ask them.
C. Write down an area of deep self doubt. Disclose to other person and ask for advise.
........................................................................
D. GETTING AND GIVING FEEDBACK
Giving and getting feedback
A. Seek feedback and seek coaching .
B. Actively coach others. Coach up and coach down. Are your advice specific, timely, actionable?
- Coaching is watching vs mentoring is telling.
C. Not year end review alone. It will be a verdict. Review frequently.
Communication with peers:
A. Ask why do you work here? What's great?
B. What do you hate about here?
C. Can you suggest what action to improve above?
......................................................................
E. ACTIVE MANAGEMENT OF TIME
Managing time
A. Do you know how you spend your time?
B. Does it match the key priorities?
C. 1, 2, 3.
(1) One is related to priorities and must be done by you
(2) Two is related to priorities but can be done by someone else (at least partly)
(3) Three is not related to priorities
....................................................................
F. EVALUATION AND RE-ALIGNMENT
A. Design of company still align with vision and priorities?
B. Blank sheet of paper exercise, what should you / we do? If so, what's stopping you?
END![post-title]()
turnover英文 在 Eric's English Lounge Facebook 的精選貼文
There’s rhythm in writing! 🎶
這個禮拜Presentality的Andrew來分享英文寫作的節奏!
★★★★★★★★★★★★
我的工作需要看非常多的英文。
其中有英文母語的人寫的，也有非母語的人寫的。最近，我注意到一個兩者之間很明顯的差別。這個差別很少有人提到，因為它無關文法正確，也不是有學問的用語，或是文雅的詞彙。
是句子的長短。
Well，更正確的來說，是長句跟短句的交錯。我發現，非母語人士寫的英文句子，不但比英文母語的人寫的長，而且是大部分句子都很長。
母語的人，尤其是很會寫的人，則是會把長句跟短句混合搭配。
那又怎樣？
★★★★★★★★★★★★
你可能會說 ok，以英文為母語的人比較會用短的句子，那又怎樣？句子的長短，跟我寫作的好壞，有關嗎？
關係可大了。
就像音樂，或是影片，文字也是「內容」。只要是「內容」，就有它的節奏。你可以想像一首曲子，從頭到尾都是很長的音，而且一點變化都沒有嗎？或是一部很長的影片，從頭到尾都是很長的畫面，而且一點節奏的變化都沒有嗎？
Well actually，你應該可以想像，這些就是要幫助我們睡眠的。
如果你不想要你的讀者覺得無聊或甚至睡著，我建議適度變換你文字的節奏。
但我們先看案例。
我拿一篇台灣人寫的文，跟另一篇美國人寫的，來做比較：把每個句子都分拆成不同的段落，句子的長短就一目了然了。
★★★★★★★★★★★★
但我們先看案例。
我拿一篇台灣人寫的文，跟另一篇美國人寫的，來做比較：把每個句子都分拆成不同的段落，句子的長短就一目了然了。
📌 台灣案例：Taipei Times Opinion
1. The TAIEX last month rose above 17,000 points as rallies in steel, shipping and some non-tech stocks offset a weakness in semiconductor and electronics stocks.
2. While news about a cluster of local COVID-19 infections connected with China Airlines cargo pilots and a hotel in Taoyuan fueled selling pressure early this month and pushed the local stock market into consolidation mode, the daily market turnover in the first two trading sessions of this month hit fresh highs.
3. Moreover, Taiwan’s stock trading volume last month began to surpass that of Hong Kong for the first time in 15 years, which was beyond most market participants’ expectations.
4. Taiwan’s daily market turnover exceeding Hong Kong’s might gradually become a new normal from this year, and there are good reasons for this.
5. First, Hong Kong’s stock market has lost its appeal to foreign investors since China last year imposed national security legislation on the territory, triggering a potential flight of capital and talent.
6. Second, many wealthy Taiwanese tend to park their overseas funds in Hong Kong, China, Singapore, Switzerland and the US, but government statistics showed that more than 80 percent of funds repatriated by wealthy individuals last year were from Hong Kong, as they saw the political situation in the territory worsen after its self-governance, human rights and freedom of speech were further suppressed.
7. Third, China’s new NASDAQ-style stock board — the Shanghai Stock Exchange’s STAR board — has emerged as a fast-growing capital markets center for Chinese companies at a time when rising China-US tensions have triggered concerns about their prospects of listing in New York, posing a growing challenge to the Hong Kong stock exchange.
8. On the other hand, Taiwan’s economic fundamentals, the central bank’s adoption of extraordinary monetary easing and the government’s fiscal policies have fueled continued rallies in the nation’s stock market since last year.
9. It might be too early to tell how long the consolidation trend might last, as a resurgent COVID-19 outbreak is coloring the global economic outlook, but some insight can be drawn from the stock market:
10. Taiwan’s GDP grew a larger-than-expected 8.16 percent in the first quarter, as exports and private investment remained healthy.
都是一堆很長的句子對不對？我們來看美國人寫的句子，也是一個主流媒體的 opinion 文。
★★★★★★★★★★★★
📌 美國案例：New York Times Opinion
1. I miss torturing Liz Cheney.
2. But it must be said that the petite blonde from Wyoming suddenly seems like a Valkyrie amid halflings.
3. She is willing to sacrifice her leadership post — and risk her political career — to continue calling out Donald Trump’s Big Lie.
4. She has decided that, if the price of her job is being as unctuous to Trump as Kevin McCarthy is, it isn’t worth it, because McCarthy is totally disgracing himself.
5. It has been a dizzying fall for the scion of one of the most powerful political families in the land, a conservative chip off the old block who was once talked about as a comer, someone who could be the first woman president.
6. How naïve I was to think that Republicans would be eager to change the channel after Trump cost them the Senate and the White House and unleashed a mob on them.
7. I thought the Donald would evaporate in a poof of orange smoke, ending a supremely screwed-up period of history.
8. But the loudest mouth is not shutting up.
9. And Republicans continue to listen, clinging to the idea that the dinosaur is the future.
10. “We can’t grow without him,” Lindsey Graham said.
📌 Note: 即使是比較長的句子，這位作者也會用標點符號拆散它：She is willing to sacrifice her leadership post — and risk her political career — to continue calling out Donald Trump’s Big Lie. 這就好比用句點一樣，讓我們讀起來有點停頓休息的時間。
★★★★★★★★★★★★
📌 注意到了嗎？
台灣人寫的英文，句子都偏長，而且長度都差不多。
美國人寫的就不一樣了：一個只有五個字的句子開頭，然後一堆稍微長一點的句子，然後再來一串短句。
你可能懷疑我故意挑選很極端了例子出來，而且幹嘛專門打台灣人呢？
所以想到這裡，我從我的書架上，隨便挑了兩本跟科技有關的書出來。左邊的，是美國人，矽谷知名投資人 Peter Thiel。右邊的是德國人，但注意了，是一個英文非常好的德國人。他不但是世界經濟論壇的創辦人，研究所也是在哈佛大學唸的。
★★★★★★★★★★★★
📌 兩本書 Introduction 是怎麼寫的？
Klaus Schwab (德國)：
Of the many diverse and fascinating challenges we face today, the most intense and important is how to understand and shape the new technology revolution, which entails nothing less than a transformation of humankind.
We are at the beginning of a revolution that is fundamentally changing the way we live, work, and relate to one another.
In its scale, scope and complexity, what I consider to be the fourth industrial revolution is unlike anything humankind has experienced before.
Peter Thiel (美國)：
Whenever I interview someone for a job, I like to ask this question: "What important truth do very few people agree with you on?"
The question sounds easy because it's straightforward.
Actually, it's very hard to answer.
It's intellectually difficult because the knowledge that everyone is taught in school is by definition agreed upon.
See the difference?
★★★★★★★★★★★★
📌 如何變換節奏呢？
需要Andrew的完整分享請留言「There’s rhythm in writing~」。
Follow Presentality for more!
https://www.facebook.com/presentality
turnover英文 在 HR小薯蓉 Facebook 的最佳貼文
《Get started with HR Analytics》
HR Report大家做得多，各式各樣嘅report大家都會做，但數據可以點分析? HR可以點樣善用數據幫公司解決問題?
現今商業世界，每個部門都用數據溝通，我哋HR如果唔能夠用數據說話，就好容易被排除於業務外，被定義為「傳統HR」。
例如Turnover、病假數據大家都識做識睇，但點樣配合公司營業額去睇？我哋作為Newtype HR，需要識得深入拆解數據，搵出深層次業務問題。
下星期我哋將舉辦一場免費微講座《Get Started with HR Analytics》 ，邀請到香港浸會大學人力資源策略及發展研究中心副主任（咨詢服務）Dr. Felix Yip，幫助大家了解HR如何運用數據分析。
歡迎大家免費登記參加，就算miss咗直播，你都可以喺MP HR Community嘅網上課程系統30日內睇返重溫。
名額有限，額滿即止：https://bit.ly/Get_Started_with_HRAnalytics
特別嗚謝MRC (HRMS) Limited Sponsor本次活動
#HRAnalytics #NewtypeHR
————————————————————
MP HR Community精選網上課程
《人力資源基礎證書課程》
連結：https://bit.ly/hr_labor_law_basic_intake_2
《僱傭條例解僱證書課程》
連結：http://bit.ly/laborlaw_termination
《處理香港僱傭官司策略》
連結：https://bit.ly/hr_laborlawsuit
《如何處理僱傭歧視之性騷擾》
連結：https://bit.ly/laborlaw_sexual_harassment
《Performance Appraisal實戰經驗分享》
連結：http://bit.ly/appraisal_micro_sem
《C&B設計工作坊》Intake 3
連結：http://bit.ly/c_and_b_design_3
《713薪酬計算專題》
連結：http://bit.ly/713_micro_sem
《網上微講座– 僱主可要求員工放無薪假嗎?》
連結：http://bit.ly/micro_npl
《人力資源香港及中國稅務的常見挑戰》
連結：https://bit.ly/hr_hk_china_tax
《勞工法例直播Q&A – 動盪中人力資源的專業處理精華》
連結：http://bit.ly/social_unrest_live_extended
《如何依法制定僱員社交媒體守則》
連結：http://bit.ly/create_social_media_policy
📄HR文件
《人力資源員工處理須知》+《內地對抗疫情的規定》中英文版
連結：http://bit.ly/hr_coronavirus_form
《僱員社交媒體守則範例 Social Media Code of Conduct》中英文版
連結：http://bit.ly/social_media_code
————————————————————
加入屬於HR的社區，共享HR資源
🥔MP HR Community簡介：https://bit.ly/2H4piq6
👉🏻會員登記連結：http://bit.ly/2M9MSZT
MP HR Community: https://www.mashedpatata.com/
Instagram：https://bit.ly/2vMV3RV
————————————————————
緊貼 #HR小薯蓉 Facebook專頁更新，設定HR小薯蓉為搶先看
turnover英文 在 李根興創業之友 Edwin's Entrepreneur-Friends Facebook 的最佳解答
《Leadership Workshop 改期》多謝已經報名出席這次 Leadership Workshop (2月8日或15日)活動的朋友，由於最近香港肺炎疫情，我決定改期。待大家平安渡過疫情後，再另行通知日期。Don't worry, 我一定會舉行! 由於超爆，只會有多無少!
我助手會逐一通知已成功登記朋友。
原本訊息: ..........................................................
《我在哈佛學的領袖技能》工作坊 : Invitation - 2020年2月8日或15日 (星期六)《Leadership Workshop》9am to 1pm
我曾經在哈佛讀過三年(2012/13/14)教授 Robert Steven Kaplan 的領袖課程。Changed my life!
農曆新年後，連我自己18年創業經驗，我希望和你分享我在哈佛學到及應用了什麼 (幸運地，我公司過去幾年的同事們 turnover 都是近0)，可能令你的領袖能力亦有所啟發。
題目: 六步提升你的領袖能力 (6 Steps to Become A Better Leader) based on Harvard Professor Robert Steven Kaplan's teaching and his 3 books.
日期: 2020年2月8日或15日 (星期六)
時間: 9am to 1pm
地點: Classified Cafe and My Office at New World Tower, 16 Queens Road Central, HK.
人數: 每場限20位，
對象: 免費，但只適合工作經驗5至10年以上的管理人士參與。
教材: 講廣東話，內容是英文
Agenda:
(1) Speed dating, self intro and expectations.
(2) Split into teams of 2 or 3 people.
(3) Go thru the leadership framework by Prof. Robert Steven Kaplan (現任美國達拉斯 Dallas 聯邦儲備銀行行長卡普蘭)
(4) Ask those questions and answer in teams.
(5) 回答你任何對做生意的問題，takeaway value and let's all be friends.
報名方法: 請WhatsApp你的卡片給Suki/Monica +852 9218 5223
我之前關於 Prof. Robert Steven Kaplan 的領袖影片:
https://youtu.be/YVplfngE9KM
https://youtu.be/PhPBbbq9oc0
https://youtu.be/Oloo1uA3UvE
Note: 如果之後你覺得此 workshop 有用，希望你可以考慮捐款 support 我 brother-in-law (Derrick Pang) 創立的 Lifewire.hk 慈善組織，幫助患有罕見疾病的兒童。
http://www.lifewire.hk/tc/support-lifewire/How-To-Donate.html
#哈佛領袖技巧工作坊，#Leadership_Workshop
............................................
Leadership Framework (by Harvard Prof. Robert Steven Kaplan)
A. STRATEGIC DIRECTION AND KEY CHOICES
(1) Ownership Mindset (Leadership is not about position, is mindset)
(2) What Do You Believe In?
(3) Have You Acted On It?
(4) Add Value To Others
(5) Vision (Where? Why? Distinctive?)
(6) Priorities (3 or 4)
(7) Alignment
- People
- Task
- Organization
- You
With active communication of vision and priorites everyday.
..........................................................................
B. DEVELOPING YOURSELF AS LEADER
Understanding yourself:
A. Assess your own strengths and weaknesses
- Write down your own
- Find others write on yours too
B. Finding your passion
C. Value, ethics, morals
D. What is your story? Be authentic
Why leaders fail?
A. Open to learn?
B. Ask questions?
C. Do you listen?
D. Fight through isolation
E. Ok feeling vulnerable
The leader as role model
A. Do you act as role model?
B. What are the two to three key messages you want to send to people?
C. Do your behaviors match your words
D. How do you plan to improve on your weaknesses, and build on your strengths?
Tools to become better leader:
A. Support group
B. Keep a journal (to do, ideas, knowledge, etc)
C. Face to face communication
D. Interview people (how u do it?)
E. Think one level up.
..........................................................................
C. BUILDING RELATIONSHIP (YOU CAN'T DO IT ALONE)
(1) Build Relationship
. Mutual Understanding
. Mutual Trust
. Mutual Respect
(2) Self disclosure
(3) Inquiry
(4) Advice seeking
Build Relationship Exercise:
A. Write down something about yourself that the other person probably doesn't know. Have the other person do the same.
B. Write down a question you like to ask the other person that would help you understand him or her better. The other person do the same. Ask them.
C. Write down an area of deep self doubt. Disclose to other person and ask for advise.
........................................................................
D. GETTING AND GIVING FEEDBACK
Giving and getting feedback
A. Seek feedback and seek coaching .
B. Actively coach others. Coach up and coach down. Are your advice specific, timely, actionable?
- Coaching is watching vs mentoring is telling.
C. Not year end review alone. It will be a verdict. Review frequently.
Communication with peers:
A. Ask why do you work here? What's great?
B. What do you hate about here?
C. Can you suggest what action to improve above?
......................................................................
E. ACTIVE MANAGEMENT OF TIME
Managing time
A. Do you know how you spend your time?
B. Does it match the key priorities?
C. 1, 2, 3.
(1) One is related to priorities and must be done by you
(2) Two is related to priorities but can be done by someone else (at least partly)
(3) Three is not related to priorities
....................................................................
F. EVALUATION AND RE-ALIGNMENT
A. Design of company still align with vision and priorities?
B. Blank sheet of paper exercise, what should you / we do? If so, what's stopping you?
END
李根興創業之友 https://www.facebook.com/EdwinNetwork/
李根興商舖之友 https://www.facebook.com/edwinprimeshop/
李根興 youtube 商舖創業及投資分享商舖創業及投資分享https://www.youtube.com/channel/UCEN66AnLghXESgCDIsz-3Nw