The document discusses maintaining a positive organizational culture during challenging times. It emphasizes the importance of culture and engagement for business outcomes like productivity and profits. Creating an engaged workforce requires focusing on drivers like trust in leadership, career growth opportunities, meaningful work, and corporate social responsibility. The document suggests approaches for managers to improve engagement such as keeping promises, open communication, recognizing employees, and building trusting relationships.
LOS MEJORES 20 PATRONOS EN PUERTO RICOLuis Baquero
The document summarizes the findings of a study conducted in Puerto Rico to identify the 20 Best Employers. Some key findings:
1) The 20 Best Employers outperformed other companies in several engagement metrics, including communication, leadership, and performance management.
2) Senior leadership at the Best Employers strongly believed that people are their greatest asset and worked to instill a high-performance culture.
3) Best Employers communicated more frequently with employees about business goals and results through various channels and listened to employee feedback.
4) Most Best Employers linked performance evaluations to pay more strongly than other companies to incentivize high performance.
The document summarizes key findings from India's Best Companies to Work For study in 2011. Some of the main points are:
1) While the "recession" is fading from memory, there is a season of discontentment among India's workforce which is predominantly young. Voluntary turnover is lower in companies identified as "India's Best" compared to industry averages.
2) A great workplace is defined by high levels of trust between management and employees, pride in one's work, and enjoying good relationships with other employees.
3) Studies found that companies identified as "India's Best" saw cumulative returns over 224% from 1998-2009, outperforming the stock market. They also had
Employee Engagement - The Daily Telegraph supplementAbhishek Mittal
1) Effective companies believe their employees are their best asset and involve people at all levels by actively encouraging feedback, ideas, and questions to improve performance.
2) Listening to employees takes courage but is important to understand how to improve, and engaged employees are more motivated and committed.
3) Measuring employee engagement shows high-engagement companies outperform low-engagement companies financially over 3 years. Elements of engagement include thinking, feeling, and acting for organizational goals.
This document discusses how to build trust in an organization. It defines trust as a "state of readiness for unguarded interaction" and identifies credibility, respect, and fairness as the key foundations of trust. Trust develops through actions and interactions that demonstrate these qualities. High-trust organizations experience benefits like increased profitability and lower turnover. However, surveys find that most employees experience breaches of trust at work. To rebuild trust, leaders must assess the current level of trust and take steps to improve it, such as demonstrating integrity, respecting employees, encouraging open communication, and sharing decision-making.
This document provides information about a two-day training event on employee engagement. The training will cover understanding what drives employee engagement, discovering causes of employee motivation and procrastination, examining best practices in employee engagement, and creating effective management feedback tools. The event will take place on March 25-26, 2010 in Arlington, VA and offers up to 12 CPE credits. Attendees include C-level executives, directors, managers, and HR professionals.
The document provides information about a two-day training event on employee engagement. The training will cover understanding what drives employee engagement, identifying causes of disengagement, examining best practices, and creating effective management feedback tools. Attendees will learn how to foster engagement through vision, communication, and multi-generational strategies. The event offers 12 CPE credits and will take place in Arlington, VA on February 11-12, 2010.
The document discusses four practices that foster a cooperative culture in organizations:
1) Hiring for cooperation by screening for collaborative skills and putting collaborative people in charge of hiring.
2) Onboarding practices that introduce new employees to colleagues and encourage relationship building beyond their immediate team.
3) Supporting mentoring relationships that are voluntary for both parties and involve senior executives as role models.
4) Ensuring performance management rewards collaboration by recognizing collaborative accomplishments and making the process itself collaborative.
The document discusses how the changing workplace and workforce are impacting organizational collaboration potential. It notes that technology and demographic shifts are changing how work gets done, requiring greater collaboration. However, many organizations do not fully practice collaboration despite recognizing its importance. The document outlines factors that can increase collaboration, such as collaborative technology, workspace design that facilitates interaction, and building trust between employees. It concludes that understanding and managing workforce changes along with prioritizing collaboration tools, spaces, and trust-building will help organizations maximize their collaborative potential.
LOS MEJORES 20 PATRONOS EN PUERTO RICOLuis Baquero
The document summarizes the findings of a study conducted in Puerto Rico to identify the 20 Best Employers. Some key findings:
1) The 20 Best Employers outperformed other companies in several engagement metrics, including communication, leadership, and performance management.
2) Senior leadership at the Best Employers strongly believed that people are their greatest asset and worked to instill a high-performance culture.
3) Best Employers communicated more frequently with employees about business goals and results through various channels and listened to employee feedback.
4) Most Best Employers linked performance evaluations to pay more strongly than other companies to incentivize high performance.
The document summarizes key findings from India's Best Companies to Work For study in 2011. Some of the main points are:
1) While the "recession" is fading from memory, there is a season of discontentment among India's workforce which is predominantly young. Voluntary turnover is lower in companies identified as "India's Best" compared to industry averages.
2) A great workplace is defined by high levels of trust between management and employees, pride in one's work, and enjoying good relationships with other employees.
3) Studies found that companies identified as "India's Best" saw cumulative returns over 224% from 1998-2009, outperforming the stock market. They also had
Employee Engagement - The Daily Telegraph supplementAbhishek Mittal
1) Effective companies believe their employees are their best asset and involve people at all levels by actively encouraging feedback, ideas, and questions to improve performance.
2) Listening to employees takes courage but is important to understand how to improve, and engaged employees are more motivated and committed.
3) Measuring employee engagement shows high-engagement companies outperform low-engagement companies financially over 3 years. Elements of engagement include thinking, feeling, and acting for organizational goals.
This document discusses how to build trust in an organization. It defines trust as a "state of readiness for unguarded interaction" and identifies credibility, respect, and fairness as the key foundations of trust. Trust develops through actions and interactions that demonstrate these qualities. High-trust organizations experience benefits like increased profitability and lower turnover. However, surveys find that most employees experience breaches of trust at work. To rebuild trust, leaders must assess the current level of trust and take steps to improve it, such as demonstrating integrity, respecting employees, encouraging open communication, and sharing decision-making.
This document provides information about a two-day training event on employee engagement. The training will cover understanding what drives employee engagement, discovering causes of employee motivation and procrastination, examining best practices in employee engagement, and creating effective management feedback tools. The event will take place on March 25-26, 2010 in Arlington, VA and offers up to 12 CPE credits. Attendees include C-level executives, directors, managers, and HR professionals.
The document provides information about a two-day training event on employee engagement. The training will cover understanding what drives employee engagement, identifying causes of disengagement, examining best practices, and creating effective management feedback tools. Attendees will learn how to foster engagement through vision, communication, and multi-generational strategies. The event offers 12 CPE credits and will take place in Arlington, VA on February 11-12, 2010.
The document discusses four practices that foster a cooperative culture in organizations:
1) Hiring for cooperation by screening for collaborative skills and putting collaborative people in charge of hiring.
2) Onboarding practices that introduce new employees to colleagues and encourage relationship building beyond their immediate team.
3) Supporting mentoring relationships that are voluntary for both parties and involve senior executives as role models.
4) Ensuring performance management rewards collaboration by recognizing collaborative accomplishments and making the process itself collaborative.
The document discusses how the changing workplace and workforce are impacting organizational collaboration potential. It notes that technology and demographic shifts are changing how work gets done, requiring greater collaboration. However, many organizations do not fully practice collaboration despite recognizing its importance. The document outlines factors that can increase collaboration, such as collaborative technology, workspace design that facilitates interaction, and building trust between employees. It concludes that understanding and managing workforce changes along with prioritizing collaboration tools, spaces, and trust-building will help organizations maximize their collaborative potential.
This white paper from The Corporate Learning Institute discusses how workforce changes and new technologies are impacting collaboration in organizations. It notes that an aging workforce and younger workers have different needs that must be accommodated to improve collaboration between generations. Additionally, the increased use of collaborative technologies and redesigning workspaces to encourage interaction can help build the trust required for effective collaboration. CLI provides training to help organizations strengthen collaborative skills.
This document discusses fostering a culture of engagement in organizations. It identifies three levels where engagement can be improved: organizational, managerial, and employee. At the organizational level, engagement is improved by examining the company culture and implementing strategies to align with core values. At the managerial level, ensuring the right leaders are promoted and providing them training to motivate employees can boost engagement. At the employee level, understanding generational differences, identifying engaged target employees, and challenging/training all staff can increase engagement. The overall message is that engagement benefits companies and should be encouraged at multiple levels.
Ensuring the succcess of your family businessBusiness Link
This seminar looks at the advantages gained by family businesses and will help you to capitalise on these strengths. Presented by Tony Haffenden, it also looks at some of the key challenges and suggests ways that they can be turned into positives for business growth and success.
How Engaged Are My Employees Exec R R Guideshershenow
This document discusses the importance and impact of employee engagement. Key points include:
- Disengaged employees cost companies billions per year in lost productivity and revenue. Highly engaged companies see significantly higher growth and profits.
- Only 17% of workers are highly engaged and willing to contribute fully. 19% are actively disengaged, undermining their organizations.
- Senior management demonstrating genuine interest in employees is the top global driver of engagement.
- Engaged employees stay longer, drive higher customer satisfaction and retention, and increase company profits. Proper employee engagement programs are critical for business success.
- Effective engagement programs align corporate objectives with rewards, recognize positive behaviors, and motivate employees to achieve
The document discusses the importance of creating great workplaces where employees feel engaged. It notes that most organizations are not truly great places to work, with high percentages of disengaged or stressed employees in many countries. The missing link is often the line manager and how they interact with and develop their employees on a daily basis. Practicing "Giftwork" through generous, unique, individualized, fitting interactions can help build the trust that is key to employee engagement. Doing small caring acts each day, even when busy, can make a difference in the workplace culture and employees' perception of their managers.
Th.inc - Career Development Workshops as part of Emiratisation ProgramsMarc Karschies
"If we had started to focus on career guidance earlier, today we'd be in much better shape because the Emirati mindset would be open to joining any sector, not only the government."Essa Al Mulla, Executive Director, ENDP
In order to ensure long term engagement and continuous profile growth, both Job and Career development activities have to be balanced.
KCA Associates now announces the going to market of the “TH.inc” Workshop concepts, enabling organizations to help their young Emirati Talent to plan their career more effectively. While the program can be used for any junior to mid-level early career stage talent, the TH.inc program specifically provides a significant impact boost to organization’s existing Emiratisation and Talent Development programs.
Contact us to see how we can help: mkarschies@kca-associates.com
From HR Leader to Business Leader: 7 StrategiesTo Achieve Maximum Impact In Your Organization - MEGA session Presentation given by Jennifer McClure - President, Unbridled Talent LLC at the 2012 SHRM Annual Conference in Atlanta, GA
Time as the New Currency: How Sabbaticals Sustain and Accelerate Human Capitalelizabethpagano
The document discusses sabbaticals and their growing trend and benefits. It notes that sabbaticals have been described as a "sleeping giant" and included in lists of breakthrough ideas. Studies show over 60% of employees see sabbaticals as a top work flexibility option and they can positively impact organizations in multiple ways such as increasing employee retention and engagement. Sabbaticals are also portrayed as a means to build leadership capacity when implemented effectively.
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
The document discusses social employee engagement and how organizations can shift their focus from technology to people. It argues that simply providing employees with new collaboration tools is not enough and that organizations need to consider how to inspire and engage employees. The document provides a roadmap for organizations to implement social employee engagement successfully, including getting senior leadership buy-in, putting the right frameworks in place, and encouraging ongoing adoption and engagement.
Role of remote leadership in managing challenges of virtual teamsRashmi Barade
This document discusses the role of remote leadership in managing challenges of virtual teams. It begins by outlining how virtual teams are increasingly common due to technologies that enable remote work. Some key challenges of virtual teams include establishing trust, dealing with team dispersion across time zones and cultures, and feelings of isolation. The document then discusses strategies that remote leaders can use to address these challenges, including building trust, selecting candidates with the right skills, shifting to a relationship-oriented leadership style, clear communication of goals and roles, encouraging engagement through tools, and providing feedback and measuring performance. Remote leadership is key to maximizing the benefits of virtual teams while minimizing the challenges.
This document discusses what organizations need to provide to cultivate engaged employees. It argues that beyond just paying employees and providing basic job requirements, organizations must foster potential, autonomy, competence and relatedness. Employees want to feel that they have autonomy over their work, that they are recognized for their competence, and that they belong to a supportive team. The work environment, including supportive managers, flexible processes, and empowering principles, is critical for engagement. When organizations provide this type of environment, it can lead to innovation, productivity, retention and fulfillment among employees.
Are your Employees engaged and enabled? If not, The Enemy of Engagement is a must-read book for you! Read the Synopsis of the book and learn why this is such an important book for Managers and HR alike.
Employee engagement is important for business success. Studies show engaged employees increase profits, sales, customer loyalty and productivity. Recognition programs can boost employee engagement by 27-50% according to studies. Recognition is the "tipping point" that differentiates engaged versus willing employees. To maximize engagement, companies need senior leadership support, effective communication, inspiration around corporate strategy and vision, and a culture of appreciation.
Thomas International provides people assessment tools to help businesses with recruitment, retention, development, and management of employees. They have over 30 years of experience and work with over 32,000 companies worldwide. Their assessments evaluate candidates' behaviors, aptitudes, personalities, and emotional intelligence to provide insights into strengths, limitations, motivations, and fit. They work closely with client companies to understand their needs and culture in order to implement the assessments effectively.
Assessments can help employers make better hiring, training, and promotion decisions. Assessments evaluate traits like personality, leadership style, communication style, and more. When multiple assessments are used together and integrated effectively, employers can identify the right candidates over 75% of the time. Assessments improve hiring success rates, reduce turnover, and help employees succeed in their roles. Many large companies now use assessments to inform important people decisions.
5 Lessons for Upgrading Talent with Outside Superstarsassessmentedge
1. The economic downturn has led to many layoffs, increasing the supply of talented individuals available at affordable prices. Companies can take advantage of this opportunity to upgrade their talent by hiring superstars.
2. There are five key lessons for successfully upgrading talent through outside hires: identify internal stars first, align hires with current and future needs, manage expectations as performance may not transfer, don't rush the selection process, and underpromise and overdeliver.
3. The document then discusses each lesson in more detail, emphasizing the importance of identifying internal talent, assessing needs accurately to hire the right fit rather than being "star struck," and executing a disciplined selection process.
This document discusses reducing absenteeism through improving employee engagement. It notes that research shows strong correlations between absenteeism and engagement as well as engagement and profitability. It then provides examples of what other organizations are doing to build workplace culture and engagement. Finally, it discusses various strategies that can be used to improve engagement such as focusing on trust, career growth opportunities, and corporate social responsibility. The overall goal is to create an engaged workforce in order to realize benefits like increased satisfaction and reduced costs.
This document discusses employer branding and provides tips for building a strong talent brand. Some key points:
- 69% of companies agree that employer brand is a top priority, with larger companies placing more importance on it. Employer brand significantly impacts hiring ability.
- Steps to build a talent brand include getting executive buy-in, listening to candidates and employees, crafting an approach, promoting the brand, and measuring results.
- Promoting involves optimizing company and employee profiles, leveraging employees' LinkedIn presence, crafting job posts, and engaging candidates on and off LinkedIn through updates and APIs.
- The Talent Brand Index measures brand engagement vs familiarity to benchmark against competitors.
This document discusses employer branding and provides data and advice on developing a strong talent brand. It shows that most companies agree employer brand is a top priority, and that employer brand significantly impacts their ability to hire great talent. It then provides steps to build a strong talent brand, including getting executive buy-in, listening to candidates and employees, crafting an authentic employer brand message, promoting the brand, and measuring results.
Employee ambassadorship, or advocacy, goes beyond engagement to determine level of commitment to enterprise, value of products and services, and customers
This white paper from The Corporate Learning Institute discusses how workforce changes and new technologies are impacting collaboration in organizations. It notes that an aging workforce and younger workers have different needs that must be accommodated to improve collaboration between generations. Additionally, the increased use of collaborative technologies and redesigning workspaces to encourage interaction can help build the trust required for effective collaboration. CLI provides training to help organizations strengthen collaborative skills.
This document discusses fostering a culture of engagement in organizations. It identifies three levels where engagement can be improved: organizational, managerial, and employee. At the organizational level, engagement is improved by examining the company culture and implementing strategies to align with core values. At the managerial level, ensuring the right leaders are promoted and providing them training to motivate employees can boost engagement. At the employee level, understanding generational differences, identifying engaged target employees, and challenging/training all staff can increase engagement. The overall message is that engagement benefits companies and should be encouraged at multiple levels.
Ensuring the succcess of your family businessBusiness Link
This seminar looks at the advantages gained by family businesses and will help you to capitalise on these strengths. Presented by Tony Haffenden, it also looks at some of the key challenges and suggests ways that they can be turned into positives for business growth and success.
How Engaged Are My Employees Exec R R Guideshershenow
This document discusses the importance and impact of employee engagement. Key points include:
- Disengaged employees cost companies billions per year in lost productivity and revenue. Highly engaged companies see significantly higher growth and profits.
- Only 17% of workers are highly engaged and willing to contribute fully. 19% are actively disengaged, undermining their organizations.
- Senior management demonstrating genuine interest in employees is the top global driver of engagement.
- Engaged employees stay longer, drive higher customer satisfaction and retention, and increase company profits. Proper employee engagement programs are critical for business success.
- Effective engagement programs align corporate objectives with rewards, recognize positive behaviors, and motivate employees to achieve
The document discusses the importance of creating great workplaces where employees feel engaged. It notes that most organizations are not truly great places to work, with high percentages of disengaged or stressed employees in many countries. The missing link is often the line manager and how they interact with and develop their employees on a daily basis. Practicing "Giftwork" through generous, unique, individualized, fitting interactions can help build the trust that is key to employee engagement. Doing small caring acts each day, even when busy, can make a difference in the workplace culture and employees' perception of their managers.
Th.inc - Career Development Workshops as part of Emiratisation ProgramsMarc Karschies
"If we had started to focus on career guidance earlier, today we'd be in much better shape because the Emirati mindset would be open to joining any sector, not only the government."Essa Al Mulla, Executive Director, ENDP
In order to ensure long term engagement and continuous profile growth, both Job and Career development activities have to be balanced.
KCA Associates now announces the going to market of the “TH.inc” Workshop concepts, enabling organizations to help their young Emirati Talent to plan their career more effectively. While the program can be used for any junior to mid-level early career stage talent, the TH.inc program specifically provides a significant impact boost to organization’s existing Emiratisation and Talent Development programs.
Contact us to see how we can help: mkarschies@kca-associates.com
From HR Leader to Business Leader: 7 StrategiesTo Achieve Maximum Impact In Your Organization - MEGA session Presentation given by Jennifer McClure - President, Unbridled Talent LLC at the 2012 SHRM Annual Conference in Atlanta, GA
Time as the New Currency: How Sabbaticals Sustain and Accelerate Human Capitalelizabethpagano
The document discusses sabbaticals and their growing trend and benefits. It notes that sabbaticals have been described as a "sleeping giant" and included in lists of breakthrough ideas. Studies show over 60% of employees see sabbaticals as a top work flexibility option and they can positively impact organizations in multiple ways such as increasing employee retention and engagement. Sabbaticals are also portrayed as a means to build leadership capacity when implemented effectively.
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
The document discusses social employee engagement and how organizations can shift their focus from technology to people. It argues that simply providing employees with new collaboration tools is not enough and that organizations need to consider how to inspire and engage employees. The document provides a roadmap for organizations to implement social employee engagement successfully, including getting senior leadership buy-in, putting the right frameworks in place, and encouraging ongoing adoption and engagement.
Role of remote leadership in managing challenges of virtual teamsRashmi Barade
This document discusses the role of remote leadership in managing challenges of virtual teams. It begins by outlining how virtual teams are increasingly common due to technologies that enable remote work. Some key challenges of virtual teams include establishing trust, dealing with team dispersion across time zones and cultures, and feelings of isolation. The document then discusses strategies that remote leaders can use to address these challenges, including building trust, selecting candidates with the right skills, shifting to a relationship-oriented leadership style, clear communication of goals and roles, encouraging engagement through tools, and providing feedback and measuring performance. Remote leadership is key to maximizing the benefits of virtual teams while minimizing the challenges.
This document discusses what organizations need to provide to cultivate engaged employees. It argues that beyond just paying employees and providing basic job requirements, organizations must foster potential, autonomy, competence and relatedness. Employees want to feel that they have autonomy over their work, that they are recognized for their competence, and that they belong to a supportive team. The work environment, including supportive managers, flexible processes, and empowering principles, is critical for engagement. When organizations provide this type of environment, it can lead to innovation, productivity, retention and fulfillment among employees.
Are your Employees engaged and enabled? If not, The Enemy of Engagement is a must-read book for you! Read the Synopsis of the book and learn why this is such an important book for Managers and HR alike.
Employee engagement is important for business success. Studies show engaged employees increase profits, sales, customer loyalty and productivity. Recognition programs can boost employee engagement by 27-50% according to studies. Recognition is the "tipping point" that differentiates engaged versus willing employees. To maximize engagement, companies need senior leadership support, effective communication, inspiration around corporate strategy and vision, and a culture of appreciation.
Thomas International provides people assessment tools to help businesses with recruitment, retention, development, and management of employees. They have over 30 years of experience and work with over 32,000 companies worldwide. Their assessments evaluate candidates' behaviors, aptitudes, personalities, and emotional intelligence to provide insights into strengths, limitations, motivations, and fit. They work closely with client companies to understand their needs and culture in order to implement the assessments effectively.
Assessments can help employers make better hiring, training, and promotion decisions. Assessments evaluate traits like personality, leadership style, communication style, and more. When multiple assessments are used together and integrated effectively, employers can identify the right candidates over 75% of the time. Assessments improve hiring success rates, reduce turnover, and help employees succeed in their roles. Many large companies now use assessments to inform important people decisions.
5 Lessons for Upgrading Talent with Outside Superstarsassessmentedge
1. The economic downturn has led to many layoffs, increasing the supply of talented individuals available at affordable prices. Companies can take advantage of this opportunity to upgrade their talent by hiring superstars.
2. There are five key lessons for successfully upgrading talent through outside hires: identify internal stars first, align hires with current and future needs, manage expectations as performance may not transfer, don't rush the selection process, and underpromise and overdeliver.
3. The document then discusses each lesson in more detail, emphasizing the importance of identifying internal talent, assessing needs accurately to hire the right fit rather than being "star struck," and executing a disciplined selection process.
This document discusses reducing absenteeism through improving employee engagement. It notes that research shows strong correlations between absenteeism and engagement as well as engagement and profitability. It then provides examples of what other organizations are doing to build workplace culture and engagement. Finally, it discusses various strategies that can be used to improve engagement such as focusing on trust, career growth opportunities, and corporate social responsibility. The overall goal is to create an engaged workforce in order to realize benefits like increased satisfaction and reduced costs.
This document discusses employer branding and provides tips for building a strong talent brand. Some key points:
- 69% of companies agree that employer brand is a top priority, with larger companies placing more importance on it. Employer brand significantly impacts hiring ability.
- Steps to build a talent brand include getting executive buy-in, listening to candidates and employees, crafting an approach, promoting the brand, and measuring results.
- Promoting involves optimizing company and employee profiles, leveraging employees' LinkedIn presence, crafting job posts, and engaging candidates on and off LinkedIn through updates and APIs.
- The Talent Brand Index measures brand engagement vs familiarity to benchmark against competitors.
This document discusses employer branding and provides data and advice on developing a strong talent brand. It shows that most companies agree employer brand is a top priority, and that employer brand significantly impacts their ability to hire great talent. It then provides steps to build a strong talent brand, including getting executive buy-in, listening to candidates and employees, crafting an authentic employer brand message, promoting the brand, and measuring results.
Employee ambassadorship, or advocacy, goes beyond engagement to determine level of commitment to enterprise, value of products and services, and customers
Five Steps to Delivering a Competency-Based Development PlanHuman Capital Media
A competency management strategy is key to an organization’s ability to deliver focused and efficient learning and development plans to employees. Job competencies provide a consistent way to assess and measure the success of learning initiatives, focusing on results of the programs themselves and the positive impact on the business. This webinar will discuss five critical steps in defining and implementing a job-specific competency-based approach to development.
Objectives:
Understand the challenges to deploying competency-based development plans.
Review the five-step methodology to deliver competency-based development.
Learn key tips and tools that can help you overcome common objections and delays.
Director of Talent Management at Hudson, Aaron McEwan and Dr. Ben Palmer, CEO of Genos International will lead a discussion presenting data on the current Australian business sentiment and initial findings from a global research project on essential ingredients in motivating your workforce.
This session will provide you with new insights on how ‘best in class’ organisations are improving productivity, growth and shareholder value.
The document discusses ways to re-engage disengaged employees during difficult times. It notes that engagement levels have dropped significantly for companies that have laid off workers. Top drivers of engagement include actions of senior leadership and direct supervisors. The document provides several suggestions for re-engaging employees, such as asking them what they need to be successful, focusing on their strengths, and using recognition. It also stresses the important role of senior leaders in communicating vision, building trust, and responding to feedback. Organizations can measure the impact of engagement efforts through surveys, anecdotal feedback, and business data.
Do you think you know what motivates your employees? You might be surprised!
This webinar focuses on understanding what benefits really shape employee behavior. It surfaces trends, best company practices and challenges, and traditional paradigms for driving employee engagement and performance. We will explore cross-generational and cross-cultural values that link to job satisfaction, commitment, and sustainability.
Watch the On-Demand webinar and hear an action-packed discussion on:
Old vs. New Directions for Corporate Benefits
The Common Thread for Motivators and De-motivators of Employee Job Performance
Is Hertzberg’s Theory Humbug?
How to Ensure Predictive Performance Through Customized Employee Motivators
Engaging Employees to Deliver a Branded Customer Experiencecplray
The document discusses engaging employees to deliver a branded customer experience. It outlines that engaging employees requires strategic planning, dialogue and collaboration across functions. It also notes that employee engagement is critical to driving loyalty and business performance as employees are the ones who create memorable customer experiences. The document then provides a five step process for engaging employees which includes: 1) Engaging leadership as role models, 2) Involving key employees, 3) Developing a communications strategy, 4) Aligning the organization around the brand, and 5) Providing the right tools and training.
The webinar provided information on managing agile talent effectively. It discussed trends driving greater reliance on external talent, such as skills gaps and increased expertise availability globally. It outlined three approaches to agile talent and highlighted how to focus agile talent on building strategic capabilities. The webinar also reviewed key concerns with using external talent and provided a model for determining when to "rent" versus "own" talent. It stressed the importance of alignment across strategic, performance, relationship, and administrative dimensions. Finally, it offered a process for organizations to improve their management of agile talent.
This document discusses employee engagement, defining it as how each individual employee connects with the company and customers. Research shows engaged employees are more productive, with engaged account executives generating 28% more revenue. Highly engaged employees also believe they can positively impact goals, customer service, and profits more than disengaged employees. Companies with engaged workforces of 60% or more achieved 5-year shareholder returns over 20%, compared to only 6% for companies with less engaged employees. The top drivers of engagement are senior management interest in employees' well-being and improving skills. Disengaged workplaces are characterized by employee anonymity, irrelevance of work, and lack of performance measurement.
The document discusses the importance of employee engagement for organizations in today's changing business environment. Some key points:
1) Employee engagement is critical for business success and outperforming competitors. Highly engaged employees are more productive, innovative, and committed.
2) Engagement has declined, with only 15% of employees worldwide being engaged and actively committed to their work and company. Disengaged employees are costly due to lower productivity and performance.
3) Managers must understand what motivates employees and leverage leadership to drive engagement. This involves clearly communicating goals, empowering employees, and focusing on employee development, growth and performance.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
How To Build Engaged, Motivated and Profitable Teams with Enterprise MENTORenterpriseleaders
This document discusses how managers can build engaged, motivated teams to increase profits through mentoring. It argues that mentoring employees is important for development but can be expensive. It introduces the Enterprise MENTOR program, a structured mentoring approach that allows managers to develop their teams in a cost-effective way and get more out of employees than previously thought possible. The program aims to help managers improve metrics like revenue, customer service, and employee engagement.
Recruiting and retaining talented staff - Presented at Frost & Sulllivans Con...Steve Mitchinson
The document discusses strategies for recruiting and retaining talented staff. It addresses common challenges like gaining and retaining talent being the #1 challenge globally. It emphasizes the importance of the relationship between HR and the business to identify pain points that affect business results. Additionally, it discusses the importance of company culture and engagement in retaining employees, highlighting drivers of engagement like trust, career opportunities, and pride in the company. The document provides questions and strategies to consider for improving recruitment, engagement, and reducing absenteeism and turnover.
This document discusses driving employee engagement and creating a learning and performance culture. It recommends using engagement surveys and modern technology tools to get employee input and promote learning. A key part of an engaged culture is clear expectations, advancement opportunities, communication, understanding jobs, and business relationships. A learning and performance culture has active learners who take responsibility for their development and retain new ideas, while supervisors promote learning and are open to new approaches. Measuring team performance rather than individuals can further increase engagement.
I promoted people to management who never supervised before and they ran into challenges. Debora worked with our employees to assist them with their leadership roles.
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
what creates employee engagment ? What are the factor for causing disengagment underperformance and finally attrition. This burning issue is addressed by Dr Wilfred Monteiro HRD guru to India's leading business houses
- The document discusses how organizations can assess their level of socialness through examining leadership actions, management practices, communications protocols, and how well they listen to employees and customers.
- It also addresses how the modern workforce values social skills, collaboration, and technological competence, requiring companies to constantly evolve and innovate to engage this new workforce.
- The key is for organizations to listen more closely to internal and external conversations to better inform decision-making and bring new perspectives into the process.
Similar to Maintaining A Positive Culture In Difficult Times (20)
This document summarizes a presentation given by Steve Mitchinson of Limebridge Australia on trends in the customer interaction space across the Asia Pacific region. Some of the key trends discussed include the growing adoption of IP telephony and cloud computing, increasing customer expectations, the importance of integration across systems and channels, and challenges around social media strategies. Recommendations are provided around improving recruitment, metrics, automation, and providing agents with integrated customer insights to enable more effective customer interactions.
David Jaffe & Steve Mitchinson share their thoughts on how to future proffe your contact centre, from a presentation to the ATA NAtional COnference in 2009, but still very relevant...
Working with IT_Does it need to be that difficultt?Steve Mitchinson
The document discusses the importance of developing a strong relationship between contact centers and IT departments. It notes that contact centers are increasingly dependent on technology, but relationships between contact centers and IT are often lacking. The document explores reasons for poor relationships from both the contact center and IT perspectives, such as lack of technical understanding, failure to define business needs, and failure to keep skills up to date. It also outlines traits of successful vs unsuccessful CIOs in partnering with contact centers.
This document discusses how to use IVR and self-service strategies effectively to enhance customer experience while reducing costs. It notes that many enterprises implement IVR incorrectly, creating complex menus that frustrate customers. To be successful, IVR should be simple, avoid unnecessary complexity, involve customer-facing employees, and pay attention to details. The document also outlines the business case for IVR and how to ensure self-service options are part of an effective multichannel customer service strategy.
The document discusses managing a multi-generational workforce and the importance of understanding generational differences in values, motivations, and expectations in order to attract and retain talented employees of all ages. It outlines key facts about the four generations currently in the workforce - Veterans, Boomers, Gen X, and Gen Y - and provides tips on managing each generation effectively. Understanding generational differences is crucial for recruitment, retention, and employee engagement strategies.
This document provides information on reducing absenteeism in contact centers. It discusses the costs of absenteeism and common reasons employees take unplanned leave. Research shows the most important factors for employee retention are relationships with supervisors and work-life balance. The document outlines drivers of absenteeism related to motivational fit, rewards, cooperation, work environment, and personal life. It suggests contact centers identify the specific causes of absenteeism through staff surveys and implement strategies to improve communication, development, rewards, and work conditions in order to increase employee engagement and reduce turnover.
This paper was presented at several conferences around the world, it is a few years old, but the concepts, trends and risks identfied in the is paper are still relevant today
Ata Roadshow 2008 Contact Centre As The Voice Of The Company
Maintaining A Positive Culture In Difficult Times
1. Maintaining a Positive Culture in Challenging Times
“The time demands strong minds, great hearts, true faith and willing hands…” Josiah Gilbert Holland, 19 th Century Poet
Steve Mitchinson
Managing Partner
National Chairperson ATA
May 2009
2. Maintaining a Positive Culture in Challenging Times
Your illustrious panel for today
Joan Brierley Ron McLachlan Neil Harrison Phil Everist
ATA Chapter Manager Project Manager Managing Director
Chairperson WA Police Assistance Centre Iinet Ltd Alive & Kicking
3. Culture : Why it is important
Gallup
38% higher customer satisfaction scores
22% higher productivity, and
27% higher profits!
Families and Work Institute
Earnings & Benefits have only a 2% impact on Job Satisfaction
Job Quality and Workplace Support have a combined 70% impact.
Watson Wyatt
maintaining a positive reputation
being appreciated
believing that the work is important
having interesting assignments.
Towers Perrin –
an environment of stimulation, contribution, recognition (monetary and otherwise)
development, learning and support (from day-to-day management and senior leadership)
The Society of Human Resource Management - "How can we keep talent from jumping to our
competitors?“
Putting you and your business in the fast lane
4. What does it mean to be “engaged”
• A heightened emotional and intellectual connection an employee has for
his/her job, organisation, manager or co-workers that, in turn, influences
him/her to apply additional discretionary effort to his/her work.
In a nutshell…
Engaged people like
coming to work,
and are inspired to
do their best
best!
Putting you and your business in the fast lane
5. Questions to Ponder
The situation:
•An aging workforce filled with baby boomers who suddenly can’t afford
to retire
•Proliferation of Gen Y managers who aren’t equipped to lead in
troubled times
•Negative impact of employee engagement organisational performance
So lets have a look at:
•How do you evaluate employee data and use it to make a difference on
engagement levels
•How do you energise and motivate your workforce during the change
periods
•The impact of “corporate responsibility” on employee engagement
•Understanding your roles & impacts as leaders in creating a culture of
engagement
Putting you and your business in the fast lane
6. Workforce Trends We can Expect
Putting you and your business in the fast lane
8. Top Tips To Attract, Retain and Motivate Employees
By Don Grimme, Co-founder GHR Training Solutions
1. Pay employees
2. Respect
3. Praise accomplishments...and attempts:
4. Communication
5. Recognition
6. Involvement
7. Listen
8. Share Information
9. Celebrate
10.Create Opportunity
Putting you and your business in the fast lane
9. Drivers of Employee Engagement
Personal
Co-workers /
Trust & Integrity relationship with Employee Development
Team members
Manager
Direct links between
Career Growth
The Type of work Pride in the Brand Individual & Company
Opportunities
Performance
There are many things we can do to create an engaged workforce…
Putting you and your business in the fast lane
10. Drivers of Employee Engagement
Personal
Co-workers /
Trust & Integrity relationship with Employee Development
Team members
Manager
The Culture Direct links between
Career Growth
The Type of work Pride in the Brand Individual & Company
Opportunities
Performance
There are many things we can do to create an engaged workforce…
Putting you and your business in the fast lane
11. Drivers of Employee Engagement
Personal
Co-workers /
Trust & Integrity relationship with Employee Development
Corporate & Social
Manager
Team members
Career Growth
Opportunities
Responsibility
The Type of work Pride in the Brand
Direct links between
Individual & Company
Performance
There are many things we can do to create an engaged workforce…
Putting you and your business in the fast lane
12. Corporate & social Responsibility
Employees cite corporate responsibility issues as one of their key criteria
when choosing an employer - an organisation’s ability to retain employees
may depend on its ability to meet individual work requirements and align
business practices with employees’ values
•84 per cent of employees want to work in an environmentally-friendly
office.
•90 per cent of women and 78 per cent of men said their employer should
have the environment at the top of mind.
•81 per cent of 18-24 year-olds wanted to work in a ‘green’ office, as did 86
per cent of 35-49 year-olds.
Source:
USING ICT TO DRIVE YOUR SUSTAINABILITY STRATEGY, Telstra 2009
Putting you and your business in the fast lane
13. Employee Engagement Quadrant
High Disengagement Purposefulness
F
O
C
U
S
Low Procrastination Distraction
Low High
ENERGY
14. Employee Engagement Challenge
High Disengagement Purposefulness
F
O
C
U
S
Low Procrastination Distraction
Low High
ENERGY
15. Possible Approaches
• Keep promises & follow through - Walk the Talk
• Keep promises & follow through - Walk the Talk
• Open and honest
• Open and honest
Managerial • Tell it like it is – even when bad news or a difficult
Managerial • Tell it like it is – even when bad news or a difficult
topic – balance +ve & -ve
Interventions
Interventions •
topic – balance +ve & -ve
(Visibly) Rewarding the right people for the right
• (Visibly) Rewarding the right people for the right
reasons
reasons
• Building one on one relationships and trust
• Building one on one relationships and trust
• Demonstrate how individuals contribute to
• Demonstrate how individuals contribute to
Communications organisational goals (strategic communications)
Communications organisational goals (strategic communications)
Interventions • Employee Surveys
Interventions • Employee Surveys
• Consistent, regular face to face communication
• Consistent, regular face to face communication
• Timely and honest responses to what is heard from
• Timely and honest responses to what is heard from
employees – “Captain Rumour”
employees – “Captain Rumour”
• Empowerment - Flatten managerial and decision-
making hierarchies.
Organisational
Organisational • Increase autonomy and decision-making authority.
Interventions
Interventions • Using cross-functional teams
• Structured development and Effective career
mapping
Putting you and your business in the fast lane
16. Wisdom of Spencer
Employees leave their managers, not their employers
So how can you improve your ROI - your Return on
Interactions
Putting you and your business in the fast lane
18. A Whole Brain Approach
Putting you and your business in the fast lane
19. Leveraging Individual Strengths
Tick your top then to reveal up to 30 opportunities to improve
Putting you and your business in the fast lane
20. Engage – Don’t Frustrate
Tick your top then to reveal up to 30 opportunities to improve
Putting you and your business in the fast lane
21. Maintaining a Positive Culture in Challenging Times
Steve Mitchinson
Managing Partner
National Chairperson ATA
Your illustrious panel for today
Joan Brierley Ron McLachlan Neil Harrison Phil Everist
ATA Chapter Manager Project Manager Managing Director
Chairperson WA Police Assistance Centre Iinet Ltd Alive & Kicking