Slideshows for Tag: employee-engagement

Slideshows for Tag: employee-engagement http://www.slideshare.net/ http://www.slideshare.net/images/logo.gif Slideshows for Tag: employee-engagement http://www.slideshare.net/ Thu, 31 Dec 2009 21:28:53 GMT SlideShare feed for Slideshows for Tag: employee-engagement Grassroots Corporate Philanthropy and the Employee Experience http://www.slideshare.net/swelstead/grassroots-corporate-philanthropy-and-the-employee-experience
Grassroots corporate philanthropy - driven by employees and supported by employers - is on the rise. This paper discusses how corporate philanthropy is changing, how it affects employee engagement and loyalty, and how that in turn delivers a demonstrable ROI over the medium and long term.]]>
Grassroots corporate philanthropy - driven by employees and supported by employers - is on the rise. This paper discusses how corporate philanthropy is changing, how it affects employee engagement and loyalty, and how that in turn delivers a demonstrable ROI over the medium and long term.]]> Thu, 31 Dec 2009 21:28:53 GMT http://www.slideshare.net/swelstead/grassroots-corporate-philanthropy-and-the-employee-experience swelstead@slideshare.net(swelstead) Grassroots Corporate Philanthropy and the Employee Experience swelstead Grassroots corporate philanthropy - driven by employees and supported by employers - is on the rise. This paper discusses how corporate philanthropy is changing, how it affects employee engagement and loyalty, and how that in turn delivers a demonstrable ROI over the medium and long term. <img src="http://cdn.slidesharecdn.com/userssarahdesktophead2headcorporatephilanthropywhitepaper-091231152856-phpapp02-thumbnail-2?1262294959" alt ="" style="border:1px solid #C3E6D8;float:right;" /> Grassroots corporate philanthropy - driven by employees and supported by employers - is on the rise. This paper discusses how corporate philanthropy is changing, how it affects employee engagement and loyalty, and how that in turn delivers a demonstrable ROI over the medium and long term. Grassroots Corporate Philanthropy and the Employee Experience

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]]> 20 0 http://cdn.slidesharecdn.com/userssarahdesktophead2headcorporatephilanthropywhitepaper-091231152856-phpapp02-thumbnail-2?1262294959 document http://activitystrea.ms/schema/1.0/post

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Enterprise Mentor - Worldwide Business Opportunity (Business Partners Wanted) http://www.slideshare.net/enterpriseleaders/em-bizop
In this short presentation I’d like to introduce you to a new opportunity which is available to business consultants, advisors, coaches, trainers, marketeers and business professionals around the world. The opportunity is to become a business partner of Enterprise Leaders Worldwide and help market, sell and share in the revenue from our Enterprise Mentor programme. The decade beginning 2010 will see a seismic shift in the way companies engage with their employees and the people development methods they use. New mobile learning and e-learning models will come of age, as will the use of social media within a company. Enterprise Leaders worldwide is perfectly placed to capitalise on these Enterprise 2.0 developments, and through our flagship Enterprise Mentor programme, we’re able to offer clients a proven, low-cost answer to their people development and employee engagement challenges, as well as help them drive growth in their revenue and profits. As one of our business partners, you’ll host workshops and seminars in your own geographical region for medium to large companies. We’re looking to work with just 100 business partners around the world, initially these will be in english speaking regions, but we also welcome approaches from potential business partners in non-english speaking countries who are interested in translating Enterprise Mentor into their local language. It’s likely you will already have relationships with existing clients or will be in a position to host enterprise mentor workshops and attract along senior decision makers who are either CEOs, VPs, directors or other senior decision making executives from sales and marketing, customers service, HR or operations. Through the workshops you’ll educate these decision makers on the higher levels of employee engagement, innovation and business performance they can achieve when they introduce Enterprise Mentoring into their organisation. After testing various marketing models, we’ve found that workshops are the most successful and cost effective way to build meaningful relationships with decision makers, as it allows them to understand how Enterprise Mentoring can help create higher levels of employee engagement and profit growth in their own company. Workshops also give you as the facilitator time to understand the business challenges of the attendees and start to marry together their challenges with the results which they can achieve through enterprise mentoring. As a workshop facilitator, you’ll receive all the necessary the marketing materials in order for you to successfully promote, market and organise and Enterprise Mentor workshops. You’ll also receive all the materials you need to run the full day event, including facilitator slides, notes and attendee handouts. Lastly, you’ll receive essential advice, guidance and strategies to arrange one-on-one follow-on meetings so you can help companies understand precisely how to move forward with enterprise mentoring in their own business. From a commercial perspective, you’ll be able to share revenues from the sale of Enterprise Mentor programmes. You’ll also have the opportunity to add your own additional consulting or coaching revenues on top of Enterprise Mentor licence revenues. The revenue opportunity for you comes from selling site-licences of Enterprise Mentor into organisations, and through our scalable pricing, its very possible that you will be able to generate hundreds of thousands of extra revenue for yourself or your company, simply by hosting Enterprise Mentor workshops and following through with face-to-face sales meetings. Unlike many business opportunities which follow a franchise model, what we offer you here is a joint venture relationship with no initial capital investment needed by you upfront. The only investment you need to make is in your time and marketing to run an Enterprise Mentor workshop. You must however have the skill and ability to attract a room full of quality decision makers and walk them through the structured presentations - which you’ll receive when you become an Enterprise Mentor business partner. That said, using the materials and proven strategies we make available to you, you’ll have the best opportunity to educate decisions makers on the benefits of enterprise mentoring - and generate revenues from the follow-up meetings. To ensure we maintain the highest standard and offer the greatest value and consistency for workshop attendees, this joint venture opportunity is only available to individuals and organisations who have a track record in consulting, coaching, training or advising businesses on people and profit growth. Delivering the highest level of quality for our customers is our primary objective and it must be yours too. To learn more about becoming a host for an Enterprise Mentor workshop and sharing in this revenue opportunity, simply email us at info@enterpriseleaders.com or visit enterpriseleaders.com where you can watch a short presentation which introduces Enterprise Mentor. ]]>
In this short presentation I’d like to introduce you to a new opportunity which is available to business consultants, advisors, coaches, trainers, marketeers and business professionals around the world. The opportunity is to become a business partner of Enterprise Leaders Worldwide and help market, sell and share in the revenue from our Enterprise Mentor programme. The decade beginning 2010 will see a seismic shift in the way companies engage with their employees and the people development methods they use. New mobile learning and e-learning models will come of age, as will the use of social media within a company. Enterprise Leaders worldwide is perfectly placed to capitalise on these Enterprise 2.0 developments, and through our flagship Enterprise Mentor programme, we’re able to offer clients a proven, low-cost answer to their people development and employee engagement challenges, as well as help them drive growth in their revenue and profits. As one of our business partners, you’ll host workshops and seminars in your own geographical region for medium to large companies. We’re looking to work with just 100 business partners around the world, initially these will be in english speaking regions, but we also welcome approaches from potential business partners in non-english speaking countries who are interested in translating Enterprise Mentor into their local language. It’s likely you will already have relationships with existing clients or will be in a position to host enterprise mentor workshops and attract along senior decision makers who are either CEOs, VPs, directors or other senior decision making executives from sales and marketing, customers service, HR or operations. Through the workshops you’ll educate these decision makers on the higher levels of employee engagement, innovation and business performance they can achieve when they introduce Enterprise Mentoring into their organisation. After testing various marketing models, we’ve found that workshops are the most successful and cost effective way to build meaningful relationships with decision makers, as it allows them to understand how Enterprise Mentoring can help create higher levels of employee engagement and profit growth in their own company. Workshops also give you as the facilitator time to understand the business challenges of the attendees and start to marry together their challenges with the results which they can achieve through enterprise mentoring. As a workshop facilitator, you’ll receive all the necessary the marketing materials in order for you to successfully promote, market and organise and Enterprise Mentor workshops. You’ll also receive all the materials you need to run the full day event, including facilitator slides, notes and attendee handouts. Lastly, you’ll receive essential advice, guidance and strategies to arrange one-on-one follow-on meetings so you can help companies understand precisely how to move forward with enterprise mentoring in their own business. From a commercial perspective, you’ll be able to share revenues from the sale of Enterprise Mentor programmes. You’ll also have the opportunity to add your own additional consulting or coaching revenues on top of Enterprise Mentor licence revenues. The revenue opportunity for you comes from selling site-licences of Enterprise Mentor into organisations, and through our scalable pricing, its very possible that you will be able to generate hundreds of thousands of extra revenue for yourself or your company, simply by hosting Enterprise Mentor workshops and following through with face-to-face sales meetings. Unlike many business opportunities which follow a franchise model, what we offer you here is a joint venture relationship with no initial capital investment needed by you upfront. The only investment you need to make is in your time and marketing to run an Enterprise Mentor workshop. You must however have the skill and ability to attract a room full of quality decision makers and walk them through the structured presentations - which you’ll receive when you become an Enterprise Mentor business partner. That said, using the materials and proven strategies we make available to you, you’ll have the best opportunity to educate decisions makers on the benefits of enterprise mentoring - and generate revenues from the follow-up meetings. To ensure we maintain the highest standard and offer the greatest value and consistency for workshop attendees, this joint venture opportunity is only available to individuals and organisations who have a track record in consulting, coaching, training or advising businesses on people and profit growth. Delivering the highest level of quality for our customers is our primary objective and it must be yours too. To learn more about becoming a host for an Enterprise Mentor workshop and sharing in this revenue opportunity, simply email us at info@enterpriseleaders.com or visit enterpriseleaders.com where you can watch a short presentation which introduces Enterprise Mentor. ]]> Sat, 26 Dec 2009 18:41:54 GMT http://www.slideshare.net/enterpriseleaders/em-bizop enterpriseleaders@slideshare.net(enterpriseleaders) Enterprise Mentor - Worldwide Business Opportunity (Business Partners Wanted) enterpriseleaders In this short presentation I’d like to introduce you to a new opportunity which is available to business consultants, advisors, coaches, trainers, marketeers and business professionals around the world. The opportunity is to become a business partner of Enterprise Leaders Worldwide and help market, sell and share in the revenue from our Enterprise Mentor programme. The decade beginning 2010 will see a seismic shift in the way companies engage with their employees and the people development methods they use. New mobile learning and e-learning models will come of age, as will the use of social media within a company. Enterprise Leaders worldwide is perfectly placed to capitalise on these Enterprise 2.0 developments, and through our flagship Enterprise Mentor programme, we’re able to offer clients a proven, low-cost answer to their people development and employee engagement challenges, as well as help them drive growth in their revenue and profits. As one of our business partners, you’ll host workshops and seminars in your own geographical region for medium to large companies. We’re looking to work with just 100 business partners around the world, initially these will be in english speaking regions, but we also welcome approaches from potential business partners in non-english speaking countries who are interested in translating Enterprise Mentor into their local language. It’s likely you will already have relationships with existing clients or will be in a position to host enterprise mentor workshops and attract along senior decision makers who are either CEOs, VPs, directors or other senior decision making executives from sales and marketing, customers service, HR or operations. Through the workshops you’ll educate these decision makers on the higher levels of employee engagement, innovation and business performance they can achieve when they introduce Enterprise Mentoring into their organisation. After testing various marketing models, we’ve found that workshops are the most successful and cost effective way to build meaningful relationships with decision makers, as it allows them to understand how Enterprise Mentoring can help create higher levels of employee engagement and profit growth in their own company. Workshops also give you as the facilitator time to understand the business challenges of the attendees and start to marry together their challenges with the results which they can achieve through enterprise mentoring. As a workshop facilitator, you’ll receive all the necessary the marketing materials in order for you to successfully promote, market and organise and Enterprise Mentor workshops. You’ll also receive all the materials you need to run the full day event, including facilitator slides, notes and attendee handouts. Lastly, you’ll receive essential advice, guidance and strategies to arrange one-on-one follow-on meetings so you can help companies understand precisely how to move forward with enterprise mentoring in their own business. From a commercial perspective, you’ll be able to share revenues from the sale of Enterprise Mentor programmes. You’ll also have the opportunity to add your own additional consulting or coaching revenues on top of Enterprise Mentor licence revenues. The revenue opportunity for you comes from selling site-licences of Enterprise Mentor into organisations, and through our scalable pricing, its very possible that you will be able to generate hundreds of thousands of extra revenue for yourself or your company, simply by hosting Enterprise Mentor workshops and following through with face-to-face sales meetings. Unlike many business opportunities which follow a franchise model, what we offer you here is a joint venture relationship with no initial capital investment needed by you upfront. The only investment you need to make is in your time and marketing to run an Enterprise Mentor workshop. You must however have the skill and ability to attract a room full of quality decision makers and walk them through the structured presentations - which you’ll receive when you become an Enterprise Mentor business partner. That said, using the materials and proven strategies we make available to you, you’ll have the best opportunity to educate decisions makers on the benefits of enterprise mentoring - and generate revenues from the follow-up meetings. To ensure we maintain the highest standard and offer the greatest value and consistency for workshop attendees, this joint venture opportunity is only available to individuals and organisations who have a track record in consulting, coaching, training or advising businesses on people and profit growth. Delivering the highest level of quality for our customers is our primary objective and it must be yours too. To learn more about becoming a host for an Enterprise Mentor workshop and sharing in this revenue opportunity, simply email us at info@enterpriseleaders.com or visit enterpriseleaders.com where you can watch a short presentation which introduces Enterprise Mentor. <img src="http://cdn.slidesharecdn.com/embizop-091226124203-phpapp01-thumbnail-2?1261924801" alt ="" style="border:1px solid #C3E6D8;float:right;" /> In this short presentation I’d like to introduce you to a new opportunity which is available to business consultants, advisors, coaches, trainers, marketeers and business professionals around the world. The opportunity is to become a business partner of Enterprise Leaders Worldwide and help market, sell and share in the revenue from our Enterprise Mentor programme. The decade beginning 2010 will see a seismic shift in the way companies engage with their employees and the people development methods they use. New mobile learning and e-learning models will come of age, as will the use of social media within a company. Enterprise Leaders worldwide is perfectly placed to capitalise on these Enterprise 2.0 developments, and through our flagship Enterprise Mentor programme, we’re able to offer clients a proven, low-cost answer to their people development and employee engagement challenges, as well as help them drive growth in their revenue and profits. As one of our business partners, you’ll host workshops and seminars in your own geographical region for medium to large companies. We’re looking to work with just 100 business partners around the world, initially these will be in english speaking regions, but we also welcome approaches from potential business partners in non-english speaking countries who are interested in translating Enterprise Mentor into their local language. It’s likely you will already have relationships with existing clients or will be in a position to host enterprise mentor workshops and attract along senior decision makers who are either CEOs, VPs, directors or other senior decision making executives from sales and marketing, customers service, HR or operations. Through the workshops you’ll educate these decision makers on the higher levels of employee engagement, innovation and business performance they can achieve when they introduce Enterprise Mentoring into their organisation. After testing various marketing models, we’ve found that workshops are the most successful and cost effective way to build meaningful relationships with decision makers, as it allows them to understand how Enterprise Mentoring can help create higher levels of employee engagement and profit growth in their own company. Workshops also give you as the facilitator time to understand the business challenges of the attendees and start to marry together their challenges with the results which they can achieve through enterprise mentoring. As a workshop facilitator, you’ll receive all the necessary the marketing materials in order for you to successfully promote, market and organise and Enterprise Mentor workshops. You’ll also receive all the materials you need to run the full day event, including facilitator slides, notes and attendee handouts. Lastly, you’ll receive essential advice, guidance and strategies to arrange one-on-one follow-on meetings so you can help companies understand precisely how to move forward with enterprise mentoring in their own business. From a commercial perspective, you’ll be able to share revenues from the sale of Enterprise Mentor programmes. You’ll also have the opportunity to add your own additional consulting or coaching revenues on top of Enterprise Mentor licence revenues. The revenue opportunity for you comes from selling site-licences of Enterprise Mentor into organisations, and through our scalable pricing, its very possible that you will be able to generate hundreds of thousands of extra revenue for yourself or your company, simply by hosting Enterprise Mentor workshops and following through with face-to-face sales meetings. Unlike many business opportunities which follow a franchise model, what we offer you here is a joint venture relationship with no initial capital investment needed by you upfront. The only investment you need to make is in your time and marketing to run an Enterprise Mentor workshop. You must however have the skill and ability to attract a room full of quality decision makers and walk them through the structured presentations - which you’ll receive when you become an Enterprise Mentor business partner. That said, using the materials and proven strategies we make available to you, you’ll have the best opportunity to educate decisions makers on the benefits of enterprise mentoring - and generate revenues from the follow-up meetings. To ensure we maintain the highest standard and offer the greatest value and consistency for workshop attendees, this joint venture opportunity is only available to individuals and organisations who have a track record in consulting, coaching, training or advising businesses on people and profit growth. Delivering the highest level of quality for our customers is our primary objective and it must be yours too. To learn more about becoming a host for an Enterprise Mentor workshop and sharing in this revenue opportunity, simply email us at info@enterpriseleaders.com or visit enterpriseleaders.com where you can watch a short presentation which introduces Enterprise Mentor. Enterprise Mentor - Worldwide Business Opportunity (Business Partners Wanted)

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What is Enterprise Mentoring http://www.slideshare.net/enterpriseleaders/whatisem
In the next ten minutes I’d like to explain to you what Enterprise Mentor is and show you an example of how and why it works. At it’s heart Enterprise Mentor is a personal, professional and business development programme which focuses on three key areas of your organisation: 1: Creating more engaged, passionate and motivated employees, 2: Increasing revenues and profits by delivering higher levels of service for your customers so they want to repeat buy and recommend you, and 3: Creating a company which is innovative, creative and full of new business growth ideas. As its name suggests, Enterprise Mentor is an enterprise-wide mentoring programme, and where traditionally mentoring is only for CEO and board level executives, Enterprise Mentor is for every employee in your organisation. Using low-cost, scalable and easy deployable tools and methods, Enterprise Mentor brings people development to every corner of your company delivering transformational results, at a price point that few other learning approaches can match. Although Enterprise Mentor is clearly about people, in an organisation people development often gets siloed into the HR or training departments. In reality though, getting the best from employees so they deliver the greatest experience for customers is the responsibility of every executive and manager. Therefore, Enterprise Mentor is for every department and every employee in a company including employees and managers in finance, sales, marketing, customer service, operations and admin. With the scene set, let’s now take a look at what makes up Enterprise Mentor. At its core are 20 digital mentoring sessions which your employees can listen to on their MP3 players, mobile phones or watch on a CD-Rom, through the internet, or via your Learning Management System. In the mentoring sessions employees learn essential business lessons focused around three core themes: customers, teams and personal leadership. These lessons have been created from the ground up for employees and managers, and are based on interviews with 50 award winning-business leaders and entrepreneurs. The second part of Enterprise Mentor is face-to-face mentoring sessions between mentor and mentees. This is a critical element of Enterprise Mentor and is designed to get the best from your employees. Where other mentoring programmes bring in the help of expensive outside mentors, Enterprise Mentor gets your line-managers to become mentors to small groups of mentees, allowing you to leverage the investment you already make in your line-managers. The third key element of Enterprise Mentor is the generation and capturing of new business growth ideas. These ideas can either be generated and captured through workbooks which mentees can write in, or through an online social media platform such as Yammer, Google Wave or a whole host of other Enterprise 2.0 collaboration tools. In addition to these three core elements there are four extra components to Enterprise Mentor, these include summary sessions, presentations, mentees becoming mentors, and follow-on activities. You can read more about these extra elements at www.enterpriseleaders.com. Now you know what the core tools of Enterprise Mentor are, let me give you a quick example of how it works in an organisation. To do this, let’s take the example of Sarah. Sarah manages a small team of five people at Amroze Technology. In her team are Sally, George, Michelle, David and Amanda. The team is doing ok, but Sarah knows that they can perform at a higher level, and she wants to get her entire team focused on the business and help them see the company through her eyes, and the eyes of her senior management team. With the help of Enterprise Mentor, she takes her small team on an engaging, enjoyable and inspirational journey of personal, professional and business development. Each member of Sarah’s team is given a copy of Enterprise Mentor’s 20 digital mentoring sessions. Sally receives the programme in MP3 format and listens to it on her mobile phone. George accesses the multi-media version of Enterprise mentor through his computer, Michelle listens to the programme on her MP3 player, David through the companies Learning Management System and Amanda receives a CD-Rom. Sarah as the mentor chooses to use her mobile phone to listen to the digital mentoring sessions. It’s important that each person can access the digital mentoring sessions at a time and place which suits them - and in a learning format which best fits their learning style. Each of the mentees study one or two of the mentoring sessions a week, some mentees study them at work, some at home and some on the move. The 20 digital mentoring sessions includes subjects such as "how to increase the life-time value of a customer, how to get more word of mouth referral customers, why all employees must see themselves as a sales person - as well as team development subjects such as motivation and communication and a whole host of personal leadership tools which get the very best from each mentee. As part of each digital mentoring session, each mentee is asked to complete a series of written exercises which are made available to them through workbooks or online. During these sessions mentees are asked what suggestions and ideas they would put forward if they were CEO for a day. For Sarah, this means that from her group of just five employees, each session generates 25 new business growth, profit improvement, cost saving, and new product innovation ideas. Ideas which were already in the workforce, but with the help of the digital and face-to-face mentoring sessions have been identified, captured and discussed. Every Friday at 3pm Sarah brings her whole team of mentees together in a room where they discuss what they’ve learnt from the mentoring sessions, the ideas they have generated and what they can apply from the programme back into their work. Because each mentee has already studied the same material during the week and completed the written exercises, they are full of ideas on how to use the learning, and new ideas for the benefit of their company. These mentor sessions also give Sarah chance to see a different side of her team, and understand the different talents of each team member. In Sarah’s company, Amroze Technology, they have decided to implement Google Wave, a social media platform where each idea the mentees suggest can be made available so the whole organisation can comment on and add value to those ideas. For more information about using Enterprise Mentor with Social Media platforms, watch our presentation at www.enterpriseleaders.com. Throughout Amroze Technology, other mentor groups are springing up as line-managers lead their teams through the Enterprise Mentor programme generating literally thousands of new business growth ideas which are captured in a central social media platform. The results which Amroze Technology have seen from implementing Enterprise Mentoring have been transformational. Employees have become more energised, engaged, motivated and creative. Customers now get a much greater experience, as every employee in the company, whether they are customer facing or not have become more attentive, and take more ownership and responsibility for making customers want to repeat buy and recommend Amroze. Employees have become more creative too, as they have identified literally thousands of new business growth, cost saving and product improvement ideas. Enterprise Mentoring works where other learning interventions fail because the learning takes place in the work environment under the direction of line-managers. By putting employee development in the hands of your line-managers and giving them the tools to become better man-managers, mentors and leaders, means that the learning from the mentoring sessions gets implemented, as line-managers are fully involved in the development experience and have close responsibility for its outcome. Enterprise Mentoring also creates a tighter bond between your employee and managers - something that doesn’t necessarily happen in traditional employee development and learning programmes. This tighter bond is created because mentors and mentees embark on their mentoring journey together, and mentors get to know more about the teams they manage. Mentees also get to learn more about their mentor - and they start to see business through their eyes. One of the other key benefits of Enterprise Mentoring is from a financial perspective. Enterprise Mentoring delivers a greater return on your payroll expense. In a company with around 100 employees, it’s quite likely that your payroll expense could well be in the region of £3m per year or more, but by getting your line-managers to take a lead in your mentoring employees, you can get significantly higher levels of productivity and performance from your workforce, for a tiny extra financial investment in your people. To learn more about Enterprise Mentor and what it can do for your business, why not join us at one of our workshops or visit us online at www.enterpriseleaders.com.]]>
In the next ten minutes I’d like to explain to you what Enterprise Mentor is and show you an example of how and why it works. At it’s heart Enterprise Mentor is a personal, professional and business development programme which focuses on three key areas of your organisation: 1: Creating more engaged, passionate and motivated employees, 2: Increasing revenues and profits by delivering higher levels of service for your customers so they want to repeat buy and recommend you, and 3: Creating a company which is innovative, creative and full of new business growth ideas. As its name suggests, Enterprise Mentor is an enterprise-wide mentoring programme, and where traditionally mentoring is only for CEO and board level executives, Enterprise Mentor is for every employee in your organisation. Using low-cost, scalable and easy deployable tools and methods, Enterprise Mentor brings people development to every corner of your company delivering transformational results, at a price point that few other learning approaches can match. Although Enterprise Mentor is clearly about people, in an organisation people development often gets siloed into the HR or training departments. In reality though, getting the best from employees so they deliver the greatest experience for customers is the responsibility of every executive and manager. Therefore, Enterprise Mentor is for every department and every employee in a company including employees and managers in finance, sales, marketing, customer service, operations and admin. With the scene set, let’s now take a look at what makes up Enterprise Mentor. At its core are 20 digital mentoring sessions which your employees can listen to on their MP3 players, mobile phones or watch on a CD-Rom, through the internet, or via your Learning Management System. In the mentoring sessions employees learn essential business lessons focused around three core themes: customers, teams and personal leadership. These lessons have been created from the ground up for employees and managers, and are based on interviews with 50 award winning-business leaders and entrepreneurs. The second part of Enterprise Mentor is face-to-face mentoring sessions between mentor and mentees. This is a critical element of Enterprise Mentor and is designed to get the best from your employees. Where other mentoring programmes bring in the help of expensive outside mentors, Enterprise Mentor gets your line-managers to become mentors to small groups of mentees, allowing you to leverage the investment you already make in your line-managers. The third key element of Enterprise Mentor is the generation and capturing of new business growth ideas. These ideas can either be generated and captured through workbooks which mentees can write in, or through an online social media platform such as Yammer, Google Wave or a whole host of other Enterprise 2.0 collaboration tools. In addition to these three core elements there are four extra components to Enterprise Mentor, these include summary sessions, presentations, mentees becoming mentors, and follow-on activities. You can read more about these extra elements at www.enterpriseleaders.com. Now you know what the core tools of Enterprise Mentor are, let me give you a quick example of how it works in an organisation. To do this, let’s take the example of Sarah. Sarah manages a small team of five people at Amroze Technology. In her team are Sally, George, Michelle, David and Amanda. The team is doing ok, but Sarah knows that they can perform at a higher level, and she wants to get her entire team focused on the business and help them see the company through her eyes, and the eyes of her senior management team. With the help of Enterprise Mentor, she takes her small team on an engaging, enjoyable and inspirational journey of personal, professional and business development. Each member of Sarah’s team is given a copy of Enterprise Mentor’s 20 digital mentoring sessions. Sally receives the programme in MP3 format and listens to it on her mobile phone. George accesses the multi-media version of Enterprise mentor through his computer, Michelle listens to the programme on her MP3 player, David through the companies Learning Management System and Amanda receives a CD-Rom. Sarah as the mentor chooses to use her mobile phone to listen to the digital mentoring sessions. It’s important that each person can access the digital mentoring sessions at a time and place which suits them - and in a learning format which best fits their learning style. Each of the mentees study one or two of the mentoring sessions a week, some mentees study them at work, some at home and some on the move. The 20 digital mentoring sessions includes subjects such as "how to increase the life-time value of a customer, how to get more word of mouth referral customers, why all employees must see themselves as a sales person - as well as team development subjects such as motivation and communication and a whole host of personal leadership tools which get the very best from each mentee. As part of each digital mentoring session, each mentee is asked to complete a series of written exercises which are made available to them through workbooks or online. During these sessions mentees are asked what suggestions and ideas they would put forward if they were CEO for a day. For Sarah, this means that from her group of just five employees, each session generates 25 new business growth, profit improvement, cost saving, and new product innovation ideas. Ideas which were already in the workforce, but with the help of the digital and face-to-face mentoring sessions have been identified, captured and discussed. Every Friday at 3pm Sarah brings her whole team of mentees together in a room where they discuss what they’ve learnt from the mentoring sessions, the ideas they have generated and what they can apply from the programme back into their work. Because each mentee has already studied the same material during the week and completed the written exercises, they are full of ideas on how to use the learning, and new ideas for the benefit of their company. These mentor sessions also give Sarah chance to see a different side of her team, and understand the different talents of each team member. In Sarah’s company, Amroze Technology, they have decided to implement Google Wave, a social media platform where each idea the mentees suggest can be made available so the whole organisation can comment on and add value to those ideas. For more information about using Enterprise Mentor with Social Media platforms, watch our presentation at www.enterpriseleaders.com. Throughout Amroze Technology, other mentor groups are springing up as line-managers lead their teams through the Enterprise Mentor programme generating literally thousands of new business growth ideas which are captured in a central social media platform. The results which Amroze Technology have seen from implementing Enterprise Mentoring have been transformational. Employees have become more energised, engaged, motivated and creative. Customers now get a much greater experience, as every employee in the company, whether they are customer facing or not have become more attentive, and take more ownership and responsibility for making customers want to repeat buy and recommend Amroze. Employees have become more creative too, as they have identified literally thousands of new business growth, cost saving and product improvement ideas. Enterprise Mentoring works where other learning interventions fail because the learning takes place in the work environment under the direction of line-managers. By putting employee development in the hands of your line-managers and giving them the tools to become better man-managers, mentors and leaders, means that the learning from the mentoring sessions gets implemented, as line-managers are fully involved in the development experience and have close responsibility for its outcome. Enterprise Mentoring also creates a tighter bond between your employee and managers - something that doesn’t necessarily happen in traditional employee development and learning programmes. This tighter bond is created because mentors and mentees embark on their mentoring journey together, and mentors get to know more about the teams they manage. Mentees also get to learn more about their mentor - and they start to see business through their eyes. One of the other key benefits of Enterprise Mentoring is from a financial perspective. Enterprise Mentoring delivers a greater return on your payroll expense. In a company with around 100 employees, it’s quite likely that your payroll expense could well be in the region of £3m per year or more, but by getting your line-managers to take a lead in your mentoring employees, you can get significantly higher levels of productivity and performance from your workforce, for a tiny extra financial investment in your people. To learn more about Enterprise Mentor and what it can do for your business, why not join us at one of our workshops or visit us online at www.enterpriseleaders.com.]]> Fri, 25 Dec 2009 06:36:50 GMT http://www.slideshare.net/enterpriseleaders/whatisem enterpriseleaders@slideshare.net(enterpriseleaders) What is Enterprise Mentoring enterpriseleaders In the next ten minutes I’d like to explain to you what Enterprise Mentor is and show you an example of how and why it works. At it’s heart Enterprise Mentor is a personal, professional and business development programme which focuses on three key areas of your organisation: 1: Creating more engaged, passionate and motivated employees, 2: Increasing revenues and profits by delivering higher levels of service for your customers so they want to repeat buy and recommend you, and 3: Creating a company which is innovative, creative and full of new business growth ideas. As its name suggests, Enterprise Mentor is an enterprise-wide mentoring programme, and where traditionally mentoring is only for CEO and board level executives, Enterprise Mentor is for every employee in your organisation. Using low-cost, scalable and easy deployable tools and methods, Enterprise Mentor brings people development to every corner of your company delivering transformational results, at a price point that few other learning approaches can match. Although Enterprise Mentor is clearly about people, in an organisation people development often gets siloed into the HR or training departments. In reality though, getting the best from employees so they deliver the greatest experience for customers is the responsibility of every executive and manager. Therefore, Enterprise Mentor is for every department and every employee in a company including employees and managers in finance, sales, marketing, customer service, operations and admin. With the scene set, let’s now take a look at what makes up Enterprise Mentor. At its core are 20 digital mentoring sessions which your employees can listen to on their MP3 players, mobile phones or watch on a CD-Rom, through the internet, or via your Learning Management System. In the mentoring sessions employees learn essential business lessons focused around three core themes: customers, teams and personal leadership. These lessons have been created from the ground up for employees and managers, and are based on interviews with 50 award winning-business leaders and entrepreneurs. The second part of Enterprise Mentor is face-to-face mentoring sessions between mentor and mentees. This is a critical element of Enterprise Mentor and is designed to get the best from your employees. Where other mentoring programmes bring in the help of expensive outside mentors, Enterprise Mentor gets your line-managers to become mentors to small groups of mentees, allowing you to leverage the investment you already make in your line-managers. The third key element of Enterprise Mentor is the generation and capturing of new business growth ideas. These ideas can either be generated and captured through workbooks which mentees can write in, or through an online social media platform such as Yammer, Google Wave or a whole host of other Enterprise 2.0 collaboration tools. In addition to these three core elements there are four extra components to Enterprise Mentor, these include summary sessions, presentations, mentees becoming mentors, and follow-on activities. You can read more about these extra elements at www.enterpriseleaders.com. Now you know what the core tools of Enterprise Mentor are, let me give you a quick example of how it works in an organisation. To do this, let’s take the example of Sarah. Sarah manages a small team of five people at Amroze Technology. In her team are Sally, George, Michelle, David and Amanda. The team is doing ok, but Sarah knows that they can perform at a higher level, and she wants to get her entire team focused on the business and help them see the company through her eyes, and the eyes of her senior management team. With the help of Enterprise Mentor, she takes her small team on an engaging, enjoyable and inspirational journey of personal, professional and business development. Each member of Sarah’s team is given a copy of Enterprise Mentor’s 20 digital mentoring sessions. Sally receives the programme in MP3 format and listens to it on her mobile phone. George accesses the multi-media version of Enterprise mentor through his computer, Michelle listens to the programme on her MP3 player, David through the companies Learning Management System and Amanda receives a CD-Rom. Sarah as the mentor chooses to use her mobile phone to listen to the digital mentoring sessions. It’s important that each person can access the digital mentoring sessions at a time and place which suits them - and in a learning format which best fits their learning style. Each of the mentees study one or two of the mentoring sessions a week, some mentees study them at work, some at home and some on the move. The 20 digital mentoring sessions includes subjects such as "how to increase the life-time value of a customer, how to get more word of mouth referral customers, why all employees must see themselves as a sales person - as well as team development subjects such as motivation and communication and a whole host of personal leadership tools which get the very best from each mentee. As part of each digital mentoring session, each mentee is asked to complete a series of written exercises which are made available to them through workbooks or online. During these sessions mentees are asked what suggestions and ideas they would put forward if they were CEO for a day. For Sarah, this means that from her group of just five employees, each session generates 25 new business growth, profit improvement, cost saving, and new product innovation ideas. Ideas which were already in the workforce, but with the help of the digital and face-to-face mentoring sessions have been identified, captured and discussed. Every Friday at 3pm Sarah brings her whole team of mentees together in a room where they discuss what they’ve learnt from the mentoring sessions, the ideas they have generated and what they can apply from the programme back into their work. Because each mentee has already studied the same material during the week and completed the written exercises, they are full of ideas on how to use the learning, and new ideas for the benefit of their company. These mentor sessions also give Sarah chance to see a different side of her team, and understand the different talents of each team member. In Sarah’s company, Amroze Technology, they have decided to implement Google Wave, a social media platform where each idea the mentees suggest can be made available so the whole organisation can comment on and add value to those ideas. For more information about using Enterprise Mentor with Social Media platforms, watch our presentation at www.enterpriseleaders.com. Throughout Amroze Technology, other mentor groups are springing up as line-managers lead their teams through the Enterprise Mentor programme generating literally thousands of new business growth ideas which are captured in a central social media platform. The results which Amroze Technology have seen from implementing Enterprise Mentoring have been transformational. Employees have become more energised, engaged, motivated and creative. Customers now get a much greater experience, as every employee in the company, whether they are customer facing or not have become more attentive, and take more ownership and responsibility for making customers want to repeat buy and recommend Amroze. Employees have become more creative too, as they have identified literally thousands of new business growth, cost saving and product improvement ideas. Enterprise Mentoring works where other learning interventions fail because the learning takes place in the work environment under the direction of line-managers. By putting employee development in the hands of your line-managers and giving them the tools to become better man-managers, mentors and leaders, means that the learning from the mentoring sessions gets implemented, as line-managers are fully involved in the development experience and have close responsibility for its outcome. Enterprise Mentoring also creates a tighter bond between your employee and managers - something that doesn’t necessarily happen in traditional employee development and learning programmes. This tighter bond is created because mentors and mentees embark on their mentoring journey together, and mentors get to know more about the teams they manage. Mentees also get to learn more about their mentor - and they start to see business through their eyes. One of the other key benefits of Enterprise Mentoring is from a financial perspective. Enterprise Mentoring delivers a greater return on your payroll expense. In a company with around 100 employees, it’s quite likely that your payroll expense could well be in the region of £3m per year or more, but by getting your line-managers to take a lead in your mentoring employees, you can get significantly higher levels of productivity and performance from your workforce, for a tiny extra financial investment in your people. To learn more about Enterprise Mentor and what it can do for your business, why not join us at one of our workshops or visit us online at www.enterpriseleaders.com. <img src="http://cdn.slidesharecdn.com/whatisem-091225003652-phpapp02-thumbnail-2?1262004914" alt ="" style="border:1px solid #C3E6D8;float:right;" /> In the next ten minutes I’d like to explain to you what Enterprise Mentor is and show you an example of how and why it works. At it’s heart Enterprise Mentor is a personal, professional and business development programme which focuses on three key areas of your organisation: 1: Creating more engaged, passionate and motivated employees, 2: Increasing revenues and profits by delivering higher levels of service for your customers so they want to repeat buy and recommend you, and 3: Creating a company which is innovative, creative and full of new business growth ideas. As its name suggests, Enterprise Mentor is an enterprise-wide mentoring programme, and where traditionally mentoring is only for CEO and board level executives, Enterprise Mentor is for every employee in your organisation. Using low-cost, scalable and easy deployable tools and methods, Enterprise Mentor brings people development to every corner of your company delivering transformational results, at a price point that few other learning approaches can match. Although Enterprise Mentor is clearly about people, in an organisation people development often gets siloed into the HR or training departments. In reality though, getting the best from employees so they deliver the greatest experience for customers is the responsibility of every executive and manager. Therefore, Enterprise Mentor is for every department and every employee in a company including employees and managers in finance, sales, marketing, customer service, operations and admin. With the scene set, let’s now take a look at what makes up Enterprise Mentor. At its core are 20 digital mentoring sessions which your employees can listen to on their MP3 players, mobile phones or watch on a CD-Rom, through the internet, or via your Learning Management System. In the mentoring sessions employees learn essential business lessons focused around three core themes: customers, teams and personal leadership. These lessons have been created from the ground up for employees and managers, and are based on interviews with 50 award winning-business leaders and entrepreneurs. The second part of Enterprise Mentor is face-to-face mentoring sessions between mentor and mentees. This is a critical element of Enterprise Mentor and is designed to get the best from your employees. Where other mentoring programmes bring in the help of expensive outside mentors, Enterprise Mentor gets your line-managers to become mentors to small groups of mentees, allowing you to leverage the investment you already make in your line-managers. The third key element of Enterprise Mentor is the generation and capturing of new business growth ideas. These ideas can either be generated and captured through workbooks which mentees can write in, or through an online social media platform such as Yammer, Google Wave or a whole host of other Enterprise 2.0 collaboration tools. In addition to these three core elements there are four extra components to Enterprise Mentor, these include summary sessions, presentations, mentees becoming mentors, and follow-on activities. You can read more about these extra elements at www.enterpriseleaders.com. Now you know what the core tools of Enterprise Mentor are, let me give you a quick example of how it works in an organisation. To do this, let’s take the example of Sarah. Sarah manages a small team of five people at Amroze Technology. In her team are Sally, George, Michelle, David and Amanda. The team is doing ok, but Sarah knows that they can perform at a higher level, and she wants to get her entire team focused on the business and help them see the company through her eyes, and the eyes of her senior management team. With the help of Enterprise Mentor, she takes her small team on an engaging, enjoyable and inspirational journey of personal, professional and business development. Each member of Sarah’s team is given a copy of Enterprise Mentor’s 20 digital mentoring sessions. Sally receives the programme in MP3 format and listens to it on her mobile phone. George accesses the multi-media version of Enterprise mentor through his computer, Michelle listens to the programme on her MP3 player, David through the companies Learning Management System and Amanda receives a CD-Rom. Sarah as the mentor chooses to use her mobile phone to listen to the digital mentoring sessions. It’s important that each person can access the digital mentoring sessions at a time and place which suits them - and in a learning format which best fits their learning style. Each of the mentees study one or two of the mentoring sessions a week, some mentees study them at work, some at home and some on the move. The 20 digital mentoring sessions includes subjects such as "how to increase the life-time value of a customer, how to get more word of mouth referral customers, why all employees must see themselves as a sales person - as well as team development subjects such as motivation and communication and a whole host of personal leadership tools which get the very best from each mentee. As part of each digital mentoring session, each mentee is asked to complete a series of written exercises which are made available to them through workbooks or online. During these sessions mentees are asked what suggestions and ideas they would put forward if they were CEO for a day. For Sarah, this means that from her group of just five employees, each session generates 25 new business growth, profit improvement, cost saving, and new product innovation ideas. Ideas which were already in the workforce, but with the help of the digital and face-to-face mentoring sessions have been identified, captured and discussed. Every Friday at 3pm Sarah brings her whole team of mentees together in a room where they discuss what they’ve learnt from the mentoring sessions, the ideas they have generated and what they can apply from the programme back into their work. Because each mentee has already studied the same material during the week and completed the written exercises, they are full of ideas on how to use the learning, and new ideas for the benefit of their company. These mentor sessions also give Sarah chance to see a different side of her team, and understand the different talents of each team member. In Sarah’s company, Amroze Technology, they have decided to implement Google Wave, a social media platform where each idea the mentees suggest can be made available so the whole organisation can comment on and add value to those ideas. For more information about using Enterprise Mentor with Social Media platforms, watch our presentation at www.enterpriseleaders.com. Throughout Amroze Technology, other mentor groups are springing up as line-managers lead their teams through the Enterprise Mentor programme generating literally thousands of new business growth ideas which are captured in a central social media platform. The results which Amroze Technology have seen from implementing Enterprise Mentoring have been transformational. Employees have become more energised, engaged, motivated and creative. Customers now get a much greater experience, as every employee in the company, whether they are customer facing or not have become more attentive, and take more ownership and responsibility for making customers want to repeat buy and recommend Amroze. Employees have become more creative too, as they have identified literally thousands of new business growth, cost saving and product improvement ideas. Enterprise Mentoring works where other learning interventions fail because the learning takes place in the work environment under the direction of line-managers. By putting employee development in the hands of your line-managers and giving them the tools to become better man-managers, mentors and leaders, means that the learning from the mentoring sessions gets implemented, as line-managers are fully involved in the development experience and have close responsibility for its outcome. Enterprise Mentoring also creates a tighter bond between your employee and managers - something that doesn’t necessarily happen in traditional employee development and learning programmes. This tighter bond is created because mentors and mentees embark on their mentoring journey together, and mentors get to know more about the teams they manage. Mentees also get to learn more about their mentor - and they start to see business through their eyes. One of the other key benefits of Enterprise Mentoring is from a financial perspective. Enterprise Mentoring delivers a greater return on your payroll expense. In a company with around 100 employees, it’s quite likely that your payroll expense could well be in the region of £3m per year or more, but by getting your line-managers to take a lead in your mentoring employees, you can get significantly higher levels of productivity and performance from your workforce, for a tiny extra financial investment in your people. To learn more about Enterprise Mentor and what it can do for your business, why not join us at one of our workshops or visit us online at www.enterpriseleaders.com. What is Enterprise Mentoring

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Enterprise Mentoring and Enterprise 2.0 http://www.slideshare.net/enterpriseleaders/enterprise-mentoring-and-enterprise-20
In this short presentation, I’d like to tell you a little more about Enterprise Mentoring, and specifically show how leveraging recent developments in Web 2.0 and Enterprise 2.0 can help drive innovation and collaboration in your business, as well as help create more motivated and engaged teams who deliver greater levels of revenue and profit growth for your business. But first, let’ start by taking a quick look at Web 2.0 and how it fits in with Enterprise Mentoring. From 2004 and the emergence of Web 2.0, individuals and consumers around the world have found their voice as new technologies such as blogs, wikis and podcasts have led to more people publishing content, sharing ideas and being part of a wider conversation. Social networking sites such as Facebook, Myspace and Linked-in have created communities, connections and relationships where none existed before. Sites such as youtube, flickr and twitter have allowed everybody to quickly and easily publish new content. Web 2.0 has changed the way businesses interact with customers forever. Companies now stand naked, as at the press of a button, customers can quickly and easily write about your company on a global scale, and either positvely or negatively recommend you. Through blogs, review sites, and networking forums, were the world was silent before, or commentary and opinion was placed in the hands of a select few journalists and experts, now everybody, from the youngest teenager, to the oldest grandfather has been given a platform to share their thoughts, opinions and ideas. Web 2.0 has introduced a new set of behaviours which make us more collaborative, involved and participatory. Inside a business the same principles of user generated content, idea sharing and collaboration has yet to really take off, although the framework and tools to achieve this is are in place. The decade starting 2010 will see a dramatic shift in the uptake of social media, idea sharing and collaboration within an organisation. This subject of collaboration behind a companies firewall is referred to as Enterprise 2.0. One area which lends itself to Enterprise 2.0 and idea sharing is the area of identifying new business growth, cost saving and productivity improvement ideas. It’s also an area that Enterprise Mentoring can help with too. In years gone by, companies simply had a suggestion box where ideas could be posted either anonymously or named. However new technologies give companies the opportunity to profitably tap into the talent which lies within an organisation. That said, one of the inherent realities of Web 2.0 and Enterprise 2.0 is that users have to be willing to contribute and add their new ideas, thoughts and content. In web 2.0 this works well as individuals are fuelled by their own passion, for example formula 1. Many Formula 1 enthusiasts are happy to share their opinions in socials networking sites. Through their own volition, they comment on who will be the next driver at Ferrari, who they think will win the drivers championship, and they find themselves immersed in the finer details of F1. This level of passionate commitment is evident throughout the world of Web 2.0 as individuals share their thoughts on subjects as far ranging as abbsailing to zoology. Whatever sparks their passion they comment on and contribute to. Sadly though, this level of passionate contribution is not always present in companies. However there is a way to tap into the talent of employees in an organisation and ignite their inner passion and imagination. That is through enterprise mentoring. Enterprise Mentoring is an approach which harnesses many Web 2.0 and Enterprise 2.0 technology principles such as online collaboration and idea sharing, together with people development technologies such as mobile learning and e-learning. Enterprise Mentoring gives employees the opportunity to receive world class personal, professional and business development through mentoring. Firstly employees receive 20 digital mentoring sessions, which can be accessed through employees MP3 players, mobile phones or through the internet. Secondly employees receive face-to-face mentoring sessions which take place in small mentor groups with a designated mentor. During the course of the mentoring sessions, employees learn some of the best-of-the-best business thinking and also get to share their business growth, cost saving and productivity improvements ideas in a group format with their own mentor. One of the hidden benefits of Enterprise Mentoring is that it gives employees permission and the opportunity to come forward with their ideas which can then be captured in an online idea management portal, where ideas can be shared and commented on and improved by other employees. The idea management portal also gives CEOs and other senior executives the opportunity to login and see exactly what new ideas are being put forward by who, they can see who is adding more value to these ideas, and which ideas are being rated as the ones which will work the best. Let’s look at how this approach works with the example of Sally and George. Sally is a software developer at Amroze technology. Sally has recently started being mentored through an Enterprise Mentoring programme, and has access to 20 digital mentoring sessions through her mobile phone. She studies the mentoring sessions whilst travelling. George works in finance and is in the same mentoring group as sally, along with three other mentees. George receive the digital mentoring sessions through the internet and studies the mentoring sessions on his PC whilst he’s at work. Once Sally and George have completed two of the digital mentoring sessions, they get together with the other mentees and their line-manager who is acting as mentor. Collectively the group discuss all they have learnt in the mentoring sessions and explore new ways to apply their learning back to Amroze technology. Early in the mentoring sessions, Sally and George look at how to increase the word of mouth recommendation of a customer, and together with the other mentees in their mentor group, they are able to put forward new ideas for the company to turn more customers into referral customers. As each employee came up with five ideas for that session, the group had over 20 new business growth ideas on how to grow the company through referral customers. By using Web 2.0 type technology, each employee can capture their ideas in a central idea management repository, where their fellow mentees can comment on their ideas and suggest improvements. In addition to Sally and George’s mentor groups, there are many other mentor groups in the company, who are also sharing their ideas. These ideas are available for Sally and George to comment on and contribute to in the same way George and Sally’s ideas are available for others to comment on and add value to. The senior management team are able to review the new ideas and suggestions put forward by the employees in the company, the very employees who are closest to the customers and closest to the processes of the company. Without the structure and momentum of the Enterprise Mentoring programme and the accountability the mentors place on mentees, the creativity which is seen in Web 2.0 communities, where individuals are driven by their own inner passion is seldom replicated in companies. But by creating a framework, structure and giving mentees full permission and encouragement to put forward their ideas, companies can quickly and easily tap into the talent and creativity which already exist in their employees. Idea generation is just one of the benefits of implementing an Enterprise Mentoring programme in your organisation. To learn more about Enterprise Mentoring, and how you can use Web 2.0 and Enterprise 2.0 technology to drive innovation and change in your company, come to one of our Enterprise Mentor workshops or visit us online at www.enterpriseleaders.com.]]>
In this short presentation, I’d like to tell you a little more about Enterprise Mentoring, and specifically show how leveraging recent developments in Web 2.0 and Enterprise 2.0 can help drive innovation and collaboration in your business, as well as help create more motivated and engaged teams who deliver greater levels of revenue and profit growth for your business. But first, let’ start by taking a quick look at Web 2.0 and how it fits in with Enterprise Mentoring. From 2004 and the emergence of Web 2.0, individuals and consumers around the world have found their voice as new technologies such as blogs, wikis and podcasts have led to more people publishing content, sharing ideas and being part of a wider conversation. Social networking sites such as Facebook, Myspace and Linked-in have created communities, connections and relationships where none existed before. Sites such as youtube, flickr and twitter have allowed everybody to quickly and easily publish new content. Web 2.0 has changed the way businesses interact with customers forever. Companies now stand naked, as at the press of a button, customers can quickly and easily write about your company on a global scale, and either positvely or negatively recommend you. Through blogs, review sites, and networking forums, were the world was silent before, or commentary and opinion was placed in the hands of a select few journalists and experts, now everybody, from the youngest teenager, to the oldest grandfather has been given a platform to share their thoughts, opinions and ideas. Web 2.0 has introduced a new set of behaviours which make us more collaborative, involved and participatory. Inside a business the same principles of user generated content, idea sharing and collaboration has yet to really take off, although the framework and tools to achieve this is are in place. The decade starting 2010 will see a dramatic shift in the uptake of social media, idea sharing and collaboration within an organisation. This subject of collaboration behind a companies firewall is referred to as Enterprise 2.0. One area which lends itself to Enterprise 2.0 and idea sharing is the area of identifying new business growth, cost saving and productivity improvement ideas. It’s also an area that Enterprise Mentoring can help with too. In years gone by, companies simply had a suggestion box where ideas could be posted either anonymously or named. However new technologies give companies the opportunity to profitably tap into the talent which lies within an organisation. That said, one of the inherent realities of Web 2.0 and Enterprise 2.0 is that users have to be willing to contribute and add their new ideas, thoughts and content. In web 2.0 this works well as individuals are fuelled by their own passion, for example formula 1. Many Formula 1 enthusiasts are happy to share their opinions in socials networking sites. Through their own volition, they comment on who will be the next driver at Ferrari, who they think will win the drivers championship, and they find themselves immersed in the finer details of F1. This level of passionate commitment is evident throughout the world of Web 2.0 as individuals share their thoughts on subjects as far ranging as abbsailing to zoology. Whatever sparks their passion they comment on and contribute to. Sadly though, this level of passionate contribution is not always present in companies. However there is a way to tap into the talent of employees in an organisation and ignite their inner passion and imagination. That is through enterprise mentoring. Enterprise Mentoring is an approach which harnesses many Web 2.0 and Enterprise 2.0 technology principles such as online collaboration and idea sharing, together with people development technologies such as mobile learning and e-learning. Enterprise Mentoring gives employees the opportunity to receive world class personal, professional and business development through mentoring. Firstly employees receive 20 digital mentoring sessions, which can be accessed through employees MP3 players, mobile phones or through the internet. Secondly employees receive face-to-face mentoring sessions which take place in small mentor groups with a designated mentor. During the course of the mentoring sessions, employees learn some of the best-of-the-best business thinking and also get to share their business growth, cost saving and productivity improvements ideas in a group format with their own mentor. One of the hidden benefits of Enterprise Mentoring is that it gives employees permission and the opportunity to come forward with their ideas which can then be captured in an online idea management portal, where ideas can be shared and commented on and improved by other employees. The idea management portal also gives CEOs and other senior executives the opportunity to login and see exactly what new ideas are being put forward by who, they can see who is adding more value to these ideas, and which ideas are being rated as the ones which will work the best. Let’s look at how this approach works with the example of Sally and George. Sally is a software developer at Amroze technology. Sally has recently started being mentored through an Enterprise Mentoring programme, and has access to 20 digital mentoring sessions through her mobile phone. She studies the mentoring sessions whilst travelling. George works in finance and is in the same mentoring group as sally, along with three other mentees. George receive the digital mentoring sessions through the internet and studies the mentoring sessions on his PC whilst he’s at work. Once Sally and George have completed two of the digital mentoring sessions, they get together with the other mentees and their line-manager who is acting as mentor. Collectively the group discuss all they have learnt in the mentoring sessions and explore new ways to apply their learning back to Amroze technology. Early in the mentoring sessions, Sally and George look at how to increase the word of mouth recommendation of a customer, and together with the other mentees in their mentor group, they are able to put forward new ideas for the company to turn more customers into referral customers. As each employee came up with five ideas for that session, the group had over 20 new business growth ideas on how to grow the company through referral customers. By using Web 2.0 type technology, each employee can capture their ideas in a central idea management repository, where their fellow mentees can comment on their ideas and suggest improvements. In addition to Sally and George’s mentor groups, there are many other mentor groups in the company, who are also sharing their ideas. These ideas are available for Sally and George to comment on and contribute to in the same way George and Sally’s ideas are available for others to comment on and add value to. The senior management team are able to review the new ideas and suggestions put forward by the employees in the company, the very employees who are closest to the customers and closest to the processes of the company. Without the structure and momentum of the Enterprise Mentoring programme and the accountability the mentors place on mentees, the creativity which is seen in Web 2.0 communities, where individuals are driven by their own inner passion is seldom replicated in companies. But by creating a framework, structure and giving mentees full permission and encouragement to put forward their ideas, companies can quickly and easily tap into the talent and creativity which already exist in their employees. Idea generation is just one of the benefits of implementing an Enterprise Mentoring programme in your organisation. To learn more about Enterprise Mentoring, and how you can use Web 2.0 and Enterprise 2.0 technology to drive innovation and change in your company, come to one of our Enterprise Mentor workshops or visit us online at www.enterpriseleaders.com.]]> Mon, 21 Dec 2009 21:41:26 GMT http://www.slideshare.net/enterpriseleaders/enterprise-mentoring-and-enterprise-20 enterpriseleaders@slideshare.net(enterpriseleaders) Enterprise Mentoring and Enterprise 2.0 enterpriseleaders In this short presentation, I’d like to tell you a little more about Enterprise Mentoring, and specifically show how leveraging recent developments in Web 2.0 and Enterprise 2.0 can help drive innovation and collaboration in your business, as well as help create more motivated and engaged teams who deliver greater levels of revenue and profit growth for your business. But first, let’ start by taking a quick look at Web 2.0 and how it fits in with Enterprise Mentoring. From 2004 and the emergence of Web 2.0, individuals and consumers around the world have found their voice as new technologies such as blogs, wikis and podcasts have led to more people publishing content, sharing ideas and being part of a wider conversation. Social networking sites such as Facebook, Myspace and Linked-in have created communities, connections and relationships where none existed before. Sites such as youtube, flickr and twitter have allowed everybody to quickly and easily publish new content. Web 2.0 has changed the way businesses interact with customers forever. Companies now stand naked, as at the press of a button, customers can quickly and easily write about your company on a global scale, and either positvely or negatively recommend you. Through blogs, review sites, and networking forums, were the world was silent before, or commentary and opinion was placed in the hands of a select few journalists and experts, now everybody, from the youngest teenager, to the oldest grandfather has been given a platform to share their thoughts, opinions and ideas. Web 2.0 has introduced a new set of behaviours which make us more collaborative, involved and participatory. Inside a business the same principles of user generated content, idea sharing and collaboration has yet to really take off, although the framework and tools to achieve this is are in place. The decade starting 2010 will see a dramatic shift in the uptake of social media, idea sharing and collaboration within an organisation. This subject of collaboration behind a companies firewall is referred to as Enterprise 2.0. One area which lends itself to Enterprise 2.0 and idea sharing is the area of identifying new business growth, cost saving and productivity improvement ideas. It’s also an area that Enterprise Mentoring can help with too. In years gone by, companies simply had a suggestion box where ideas could be posted either anonymously or named. However new technologies give companies the opportunity to profitably tap into the talent which lies within an organisation. That said, one of the inherent realities of Web 2.0 and Enterprise 2.0 is that users have to be willing to contribute and add their new ideas, thoughts and content. In web 2.0 this works well as individuals are fuelled by their own passion, for example formula 1. Many Formula 1 enthusiasts are happy to share their opinions in socials networking sites. Through their own volition, they comment on who will be the next driver at Ferrari, who they think will win the drivers championship, and they find themselves immersed in the finer details of F1. This level of passionate commitment is evident throughout the world of Web 2.0 as individuals share their thoughts on subjects as far ranging as abbsailing to zoology. Whatever sparks their passion they comment on and contribute to. Sadly though, this level of passionate contribution is not always present in companies. However there is a way to tap into the talent of employees in an organisation and ignite their inner passion and imagination. That is through enterprise mentoring. Enterprise Mentoring is an approach which harnesses many Web 2.0 and Enterprise 2.0 technology principles such as online collaboration and idea sharing, together with people development technologies such as mobile learning and e-learning. Enterprise Mentoring gives employees the opportunity to receive world class personal, professional and business development through mentoring. Firstly employees receive 20 digital mentoring sessions, which can be accessed through employees MP3 players, mobile phones or through the internet. Secondly employees receive face-to-face mentoring sessions which take place in small mentor groups with a designated mentor. During the course of the mentoring sessions, employees learn some of the best-of-the-best business thinking and also get to share their business growth, cost saving and productivity improvements ideas in a group format with their own mentor. One of the hidden benefits of Enterprise Mentoring is that it gives employees permission and the opportunity to come forward with their ideas which can then be captured in an online idea management portal, where ideas can be shared and commented on and improved by other employees. The idea management portal also gives CEOs and other senior executives the opportunity to login and see exactly what new ideas are being put forward by who, they can see who is adding more value to these ideas, and which ideas are being rated as the ones which will work the best. Let’s look at how this approach works with the example of Sally and George. Sally is a software developer at Amroze technology. Sally has recently started being mentored through an Enterprise Mentoring programme, and has access to 20 digital mentoring sessions through her mobile phone. She studies the mentoring sessions whilst travelling. George works in finance and is in the same mentoring group as sally, along with three other mentees. George receive the digital mentoring sessions through the internet and studies the mentoring sessions on his PC whilst he’s at work. Once Sally and George have completed two of the digital mentoring sessions, they get together with the other mentees and their line-manager who is acting as mentor. Collectively the group discuss all they have learnt in the mentoring sessions and explore new ways to apply their learning back to Amroze technology. Early in the mentoring sessions, Sally and George look at how to increase the word of mouth recommendation of a customer, and together with the other mentees in their mentor group, they are able to put forward new ideas for the company to turn more customers into referral customers. As each employee came up with five ideas for that session, the group had over 20 new business growth ideas on how to grow the company through referral customers. By using Web 2.0 type technology, each employee can capture their ideas in a central idea management repository, where their fellow mentees can comment on their ideas and suggest improvements. In addition to Sally and George’s mentor groups, there are many other mentor groups in the company, who are also sharing their ideas. These ideas are available for Sally and George to comment on and contribute to in the same way George and Sally’s ideas are available for others to comment on and add value to. The senior management team are able to review the new ideas and suggestions put forward by the employees in the company, the very employees who are closest to the customers and closest to the processes of the company. Without the structure and momentum of the Enterprise Mentoring programme and the accountability the mentors place on mentees, the creativity which is seen in Web 2.0 communities, where individuals are driven by their own inner passion is seldom replicated in companies. But by creating a framework, structure and giving mentees full permission and encouragement to put forward their ideas, companies can quickly and easily tap into the talent and creativity which already exist in their employees. Idea generation is just one of the benefits of implementing an Enterprise Mentoring programme in your organisation. To learn more about Enterprise Mentoring, and how you can use Web 2.0 and Enterprise 2.0 technology to drive innovation and change in your company, come to one of our Enterprise Mentor workshops or visit us online at www.enterpriseleaders.com. <img src="http://cdn.slidesharecdn.com/ementerprise20-091221154140-phpapp01-thumbnail-2?1262265004" alt ="" style="border:1px solid #C3E6D8;float:right;" /> In this short presentation, I’d like to tell you a little more about Enterprise Mentoring, and specifically show how leveraging recent developments in Web 2.0 and Enterprise 2.0 can help drive innovation and collaboration in your business, as well as help create more motivated and engaged teams who deliver greater levels of revenue and profit growth for your business. But first, let’ start by taking a quick look at Web 2.0 and how it fits in with Enterprise Mentoring. From 2004 and the emergence of Web 2.0, individuals and consumers around the world have found their voice as new technologies such as blogs, wikis and podcasts have led to more people publishing content, sharing ideas and being part of a wider conversation. Social networking sites such as Facebook, Myspace and Linked-in have created communities, connections and relationships where none existed before. Sites such as youtube, flickr and twitter have allowed everybody to quickly and easily publish new content. Web 2.0 has changed the way businesses interact with customers forever. Companies now stand naked, as at the press of a button, customers can quickly and easily write about your company on a global scale, and either positvely or negatively recommend you. Through blogs, review sites, and networking forums, were the world was silent before, or commentary and opinion was placed in the hands of a select few journalists and experts, now everybody, from the youngest teenager, to the oldest grandfather has been given a platform to share their thoughts, opinions and ideas. Web 2.0 has introduced a new set of behaviours which make us more collaborative, involved and participatory. Inside a business the same principles of user generated content, idea sharing and collaboration has yet to really take off, although the framework and tools to achieve this is are in place. The decade starting 2010 will see a dramatic shift in the uptake of social media, idea sharing and collaboration within an organisation. This subject of collaboration behind a companies firewall is referred to as Enterprise 2.0. One area which lends itself to Enterprise 2.0 and idea sharing is the area of identifying new business growth, cost saving and productivity improvement ideas. It’s also an area that Enterprise Mentoring can help with too. In years gone by, companies simply had a suggestion box where ideas could be posted either anonymously or named. However new technologies give companies the opportunity to profitably tap into the talent which lies within an organisation. That said, one of the inherent realities of Web 2.0 and Enterprise 2.0 is that users have to be willing to contribute and add their new ideas, thoughts and content. In web 2.0 this works well as individuals are fuelled by their own passion, for example formula 1. Many Formula 1 enthusiasts are happy to share their opinions in socials networking sites. Through their own volition, they comment on who will be the next driver at Ferrari, who they think will win the drivers championship, and they find themselves immersed in the finer details of F1. This level of passionate commitment is evident throughout the world of Web 2.0 as individuals share their thoughts on subjects as far ranging as abbsailing to zoology. Whatever sparks their passion they comment on and contribute to. Sadly though, this level of passionate contribution is not always present in companies. However there is a way to tap into the talent of employees in an organisation and ignite their inner passion and imagination. That is through enterprise mentoring. Enterprise Mentoring is an approach which harnesses many Web 2.0 and Enterprise 2.0 technology principles such as online collaboration and idea sharing, together with people development technologies such as mobile learning and e-learning. Enterprise Mentoring gives employees the opportunity to receive world class personal, professional and business development through mentoring. Firstly employees receive 20 digital mentoring sessions, which can be accessed through employees MP3 players, mobile phones or through the internet. Secondly employees receive face-to-face mentoring sessions which take place in small mentor groups with a designated mentor. During the course of the mentoring sessions, employees learn some of the best-of-the-best business thinking and also get to share their business growth, cost saving and productivity improvements ideas in a group format with their own mentor. One of the hidden benefits of Enterprise Mentoring is that it gives employees permission and the opportunity to come forward with their ideas which can then be captured in an online idea management portal, where ideas can be shared and commented on and improved by other employees. The idea management portal also gives CEOs and other senior executives the opportunity to login and see exactly what new ideas are being put forward by who, they can see who is adding more value to these ideas, and which ideas are being rated as the ones which will work the best. Let’s look at how this approach works with the example of Sally and George. Sally is a software developer at Amroze technology. Sally has recently started being mentored through an Enterprise Mentoring programme, and has access to 20 digital mentoring sessions through her mobile phone. She studies the mentoring sessions whilst travelling. George works in finance and is in the same mentoring group as sally, along with three other mentees. George receive the digital mentoring sessions through the internet and studies the mentoring sessions on his PC whilst he’s at work. Once Sally and George have completed two of the digital mentoring sessions, they get together with the other mentees and their line-manager who is acting as mentor. Collectively the group discuss all they have learnt in the mentoring sessions and explore new ways to apply their learning back to Amroze technology. Early in the mentoring sessions, Sally and George look at how to increase the word of mouth recommendation of a customer, and together with the other mentees in their mentor group, they are able to put forward new ideas for the company to turn more customers into referral customers. As each employee came up with five ideas for that session, the group had over 20 new business growth ideas on how to grow the company through referral customers. By using Web 2.0 type technology, each employee can capture their ideas in a central idea management repository, where their fellow mentees can comment on their ideas and suggest improvements. In addition to Sally and George’s mentor groups, there are many other mentor groups in the company, who are also sharing their ideas. These ideas are available for Sally and George to comment on and contribute to in the same way George and Sally’s ideas are available for others to comment on and add value to. The senior management team are able to review the new ideas and suggestions put forward by the employees in the company, the very employees who are closest to the customers and closest to the processes of the company. Without the structure and momentum of the Enterprise Mentoring programme and the accountability the mentors place on mentees, the creativity which is seen in Web 2.0 communities, where individuals are driven by their own inner passion is seldom replicated in companies. But by creating a framework, structure and giving mentees full permission and encouragement to put forward their ideas, companies can quickly and easily tap into the talent and creativity which already exist in their employees. Idea generation is just one of the benefits of implementing an Enterprise Mentoring programme in your organisation. To learn more about Enterprise Mentoring, and how you can use Web 2.0 and Enterprise 2.0 technology to drive innovation and change in your company, come to one of our Enterprise Mentor workshops or visit us online at www.enterpriseleaders.com. Enterprise Mentoring and Enterprise 2.0

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Enterprise Mentoring & Marketing http://www.slideshare.net/enterpriseleaders/pecha-kucha-enterprise-mentor
In this short presentation, I’d like to tell you a little more about Enterprise Mentoring, and specifically show how leveraging recent developments in Web 2.0 and Enterprise 2.0 can help drive innovation and collaboration in your business, as well as help create more motivated and engaged teams who deliver greater levels of revenue and profit growth for you. But first, lets start by taking a quick look at Web 2.0 and how it fits in with enterprise mentoring. From 2004 and the emergence of Web 2.0 and new social media technologies, individuals and consumers around the world have found their voice as new technologies such as blogs, wikis and podcasts have led to more people publishing content, sharing ideas and being part of a wider conversation. Social networking sites such as Facebook, Myspace and Linked-in have created communities, connections and relationships where none existed before. Sites such as youtube, flickr and twitter have allowed everybody to quickly and easily publish new content. Web 2.0 has changed the way businesses interact with customers forever. Companies now stand naked, as at the press of a button, customers can quickly and easily write about your company on a global scale, and either positvely or negatively recommend you. Through blogs, review sites, and networking forums, were the world was silent before, or commentary and opinion was placed in the hands of a select few journalists and experts, now everybody, from the youngest teenager, to the oldest grandfather has been given a platform to share their thoughts, opinions and ideas. Web 2.0 has introduced a new set of behaviours which make us more collaborative, involved and participatory. Inside a business the same principles of user generated content, idea sharing and collaboration has yet to really take off, although the framework and tools to achieve this is in place. The decade starting 2010 will see a dramatic shift in the uptake of social media, idea sharing and collaboration within an organisation. This area of collaboration behind a companies firewall is referred to as Enterprise 2.0. One area which lends itself to Enterprise 2.0 and idea sharing is the area of identifying new business growth, cost saving, productivity improvement ideas and new product and service ideas. It’s also an area that Enterprise Mentoring can help with too. In years gone by, companies simply had a suggestion box where ideas could be posted either anonymously or named. However new technologies give companies the opportunity to really tap into the talent which lies within an organisation. That said, one of the inherent realities of Web 2.0 and Enterprise 2.0 is that users have to be willing to contribute and add their new ideas, thoughts and content. In web 2.0 this works well as individuals are fuelled by their own passion, for example formula 1. Many Formula 1 enthusiasts are happy to share their opinions in socials networking sites. Through their own volition, they comment on who will be the next driver at Ferrari, who they think will win the drivers championship, and they find themselves immersed in the finer details of F1. This level of passionate commitment is evident throughout the world of Web 2.0 as individuals share their thoughts on subjects as far ranging as absailing to zoology. Whatever sparks their passion they comment on and contribute to. Sadly thought, this level of passionate contribution is not always present in companies. However there is a way to tap into the talent of employees in an organisation and ignite their inner passion. That is through enterprise mentoring. Enterprise Mentoring is an approach which harnesses many web 2.0 and enterprise 2.0 technology principles such as online collaboration and idea sharing, together with people development technologies such as mobile learning, e-learning, as well as the human interaction with face-to-face mentoring. Enterprise Mentoring gives employees the opportunity to receive world class personal, professional and business development through mentoring. Firstly employees receive 20 digital mentoring sessions, which can be accessed online or through employees MP3 players or mobile phones. Secondly employees receive face-to-face mentoring sessions which take place in small mentor groups with a designated mentor. During the course of the mentoring sessions, employees learn some of the best-of-the-best business thinking and also get to share their business growth, cost saving and productivity improvements ideas in a group format with their own mentor. One of the hidden benefits of enterprise mentoring is that it gives employees permission and the opportunity to come forward with their ideas which can be captured in an online idea management portal where ideas can be written down, capture, share and commented on and improved by other employees. The idea management portal also gives CEOs and other senior executives the opportunity to login and see exactly what new ideas are being put forward by who, the can see who is adding more value to these ideas, and which ideas are being rated as the ones which will work the best. Lets look at how this approach works with the example of Sally and George. Sally is a software developer at Amroze technology. Sally has recently started being mentored through an enterprise mentoring programme, and has access to 20 digital mentoring programmes through her mobile phone. She studies the mentoring sessions whilst travelling. George works in finance and is in the same mentoring group as sally, along with three other mentees. George receive the digital mentoring sessions through the internet and studies the mentoring sessions on his PC whilst he’s at work. Once Sally and George have completed two of the digital mentoring sessions, they get together with the other mentees and line-manager who is acting a mentor. Collectively the group discuss all they have learnt in the mentoring sessions and explore new ways to apply their learning back to Amroze technology. Early in the mentoring sessions, Sally and George look at how to increase the word of mouth recommendation of a customer, and together with the other mentees in their mentor group, they are able to put forward new ideas for the company to turn more customers into referral customers. As each employees came up with five ideas for that session, the group had over 20 new ideas on how to grow the business. By using Web 2.0 type technology, each employee can capture their ideas in a central idea management repository, where their fellow mentees can comment on their ideas, suggest improvements. In addition to Sally and George’s mentor groups, there are many other mentor groups in the company, who are also sharing their ideas. These are available for Sally and George to comment on and contribute to in the same way George and Sally’s ideas are available for others to comment on and add value to. The senior management team are able to review the new ideas and suggestions put forward by the employees in the company, the very employees who are closest to the customers and closest to the processes of the company. Without the structure and momentum of the enterprise mentoring programme and the accountability the mentors place on mentees, the creativity which is seen in Web 2.0 communities where individuals are driven by their own passion is seldom replicated in companies. But by creating a framework, structure and giving mentees full permission and encouragement to put forward their ideas, companies can quickly and easily tap into the talent and creativity which already exist in their employees. Idea generation is just one of the benefits of implementing an Enterprise Mentoring programme in your organisation. To learn more about Enterprise Mentoring, and how you can use Web 2.0 and Enterprise 2.0 technology to drive innovation and change in your company, come to one of our Enterprise Mentor workshops or visit us online at www.enterpriseleaders.com.]]>
In this short presentation, I’d like to tell you a little more about Enterprise Mentoring, and specifically show how leveraging recent developments in Web 2.0 and Enterprise 2.0 can help drive innovation and collaboration in your business, as well as help create more motivated and engaged teams who deliver greater levels of revenue and profit growth for you. But first, lets start by taking a quick look at Web 2.0 and how it fits in with enterprise mentoring. From 2004 and the emergence of Web 2.0 and new social media technologies, individuals and consumers around the world have found their voice as new technologies such as blogs, wikis and podcasts have led to more people publishing content, sharing ideas and being part of a wider conversation. Social networking sites such as Facebook, Myspace and Linked-in have created communities, connections and relationships where none existed before. Sites such as youtube, flickr and twitter have allowed everybody to quickly and easily publish new content. Web 2.0 has changed the way businesses interact with customers forever. Companies now stand naked, as at the press of a button, customers can quickly and easily write about your company on a global scale, and either positvely or negatively recommend you. Through blogs, review sites, and networking forums, were the world was silent before, or commentary and opinion was placed in the hands of a select few journalists and experts, now everybody, from the youngest teenager, to the oldest grandfather has been given a platform to share their thoughts, opinions and ideas. Web 2.0 has introduced a new set of behaviours which make us more collaborative, involved and participatory. Inside a business the same principles of user generated content, idea sharing and collaboration has yet to really take off, although the framework and tools to achieve this is in place. The decade starting 2010 will see a dramatic shift in the uptake of social media, idea sharing and collaboration within an organisation. This area of collaboration behind a companies firewall is referred to as Enterprise 2.0. One area which lends itself to Enterprise 2.0 and idea sharing is the area of identifying new business growth, cost saving, productivity improvement ideas and new product and service ideas. It’s also an area that Enterprise Mentoring can help with too. In years gone by, companies simply had a suggestion box where ideas could be posted either anonymously or named. However new technologies give companies the opportunity to really tap into the talent which lies within an organisation. That said, one of the inherent realities of Web 2.0 and Enterprise 2.0 is that users have to be willing to contribute and add their new ideas, thoughts and content. In web 2.0 this works well as individuals are fuelled by their own passion, for example formula 1. Many Formula 1 enthusiasts are happy to share their opinions in socials networking sites. Through their own volition, they comment on who will be the next driver at Ferrari, who they think will win the drivers championship, and they find themselves immersed in the finer details of F1. This level of passionate commitment is evident throughout the world of Web 2.0 as individuals share their thoughts on subjects as far ranging as absailing to zoology. Whatever sparks their passion they comment on and contribute to. Sadly thought, this level of passionate contribution is not always present in companies. However there is a way to tap into the talent of employees in an organisation and ignite their inner passion. That is through enterprise mentoring. Enterprise Mentoring is an approach which harnesses many web 2.0 and enterprise 2.0 technology principles such as online collaboration and idea sharing, together with people development technologies such as mobile learning, e-learning, as well as the human interaction with face-to-face mentoring. Enterprise Mentoring gives employees the opportunity to receive world class personal, professional and business development through mentoring. Firstly employees receive 20 digital mentoring sessions, which can be accessed online or through employees MP3 players or mobile phones. Secondly employees receive face-to-face mentoring sessions which take place in small mentor groups with a designated mentor. During the course of the mentoring sessions, employees learn some of the best-of-the-best business thinking and also get to share their business growth, cost saving and productivity improvements ideas in a group format with their own mentor. One of the hidden benefits of enterprise mentoring is that it gives employees permission and the opportunity to come forward with their ideas which can be captured in an online idea management portal where ideas can be written down, capture, share and commented on and improved by other employees. The idea management portal also gives CEOs and other senior executives the opportunity to login and see exactly what new ideas are being put forward by who, the can see who is adding more value to these ideas, and which ideas are being rated as the ones which will work the best. Lets look at how this approach works with the example of Sally and George. Sally is a software developer at Amroze technology. Sally has recently started being mentored through an enterprise mentoring programme, and has access to 20 digital mentoring programmes through her mobile phone. She studies the mentoring sessions whilst travelling. George works in finance and is in the same mentoring group as sally, along with three other mentees. George receive the digital mentoring sessions through the internet and studies the mentoring sessions on his PC whilst he’s at work. Once Sally and George have completed two of the digital mentoring sessions, they get together with the other mentees and line-manager who is acting a mentor. Collectively the group discuss all they have learnt in the mentoring sessions and explore new ways to apply their learning back to Amroze technology. Early in the mentoring sessions, Sally and George look at how to increase the word of mouth recommendation of a customer, and together with the other mentees in their mentor group, they are able to put forward new ideas for the company to turn more customers into referral customers. As each employees came up with five ideas for that session, the group had over 20 new ideas on how to grow the business. By using Web 2.0 type technology, each employee can capture their ideas in a central idea management repository, where their fellow mentees can comment on their ideas, suggest improvements. In addition to Sally and George’s mentor groups, there are many other mentor groups in the company, who are also sharing their ideas. These are available for Sally and George to comment on and contribute to in the same way George and Sally’s ideas are available for others to comment on and add value to. The senior management team are able to review the new ideas and suggestions put forward by the employees in the company, the very employees who are closest to the customers and closest to the processes of the company. Without the structure and momentum of the enterprise mentoring programme and the accountability the mentors place on mentees, the creativity which is seen in Web 2.0 communities where individuals are driven by their own passion is seldom replicated in companies. But by creating a framework, structure and giving mentees full permission and encouragement to put forward their ideas, companies can quickly and easily tap into the talent and creativity which already exist in their employees. Idea generation is just one of the benefits of implementing an Enterprise Mentoring programme in your organisation. To learn more about Enterprise Mentoring, and how you can use Web 2.0 and Enterprise 2.0 technology to drive innovation and change in your company, come to one of our Enterprise Mentor workshops or visit us online at www.enterpriseleaders.com.]]> Fri, 18 Dec 2009 17:35:28 GMT http://www.slideshare.net/enterpriseleaders/pecha-kucha-enterprise-mentor enterpriseleaders@slideshare.net(enterpriseleaders) Enterprise Mentoring & Marketing enterpriseleaders In this short presentation, I’d like to tell you a little more about Enterprise Mentoring, and specifically show how leveraging recent developments in Web 2.0 and Enterprise 2.0 can help drive innovation and collaboration in your business, as well as help create more motivated and engaged teams who deliver greater levels of revenue and profit growth for you. But first, lets start by taking a quick look at Web 2.0 and how it fits in with enterprise mentoring. From 2004 and the emergence of Web 2.0 and new social media technologies, individuals and consumers around the world have found their voice as new technologies such as blogs, wikis and podcasts have led to more people publishing content, sharing ideas and being part of a wider conversation. Social networking sites such as Facebook, Myspace and Linked-in have created communities, connections and relationships where none existed before. Sites such as youtube, flickr and twitter have allowed everybody to quickly and easily publish new content. Web 2.0 has changed the way businesses interact with customers forever. Companies now stand naked, as at the press of a button, customers can quickly and easily write about your company on a global scale, and either positvely or negatively recommend you. Through blogs, review sites, and networking forums, were the world was silent before, or commentary and opinion was placed in the hands of a select few journalists and experts, now everybody, from the youngest teenager, to the oldest grandfather has been given a platform to share their thoughts, opinions and ideas. Web 2.0 has introduced a new set of behaviours which make us more collaborative, involved and participatory. Inside a business the same principles of user generated content, idea sharing and collaboration has yet to really take off, although the framework and tools to achieve this is in place. The decade starting 2010 will see a dramatic shift in the uptake of social media, idea sharing and collaboration within an organisation. This area of collaboration behind a companies firewall is referred to as Enterprise 2.0. One area which lends itself to Enterprise 2.0 and idea sharing is the area of identifying new business growth, cost saving, productivity improvement ideas and new product and service ideas. It’s also an area that Enterprise Mentoring can help with too. In years gone by, companies simply had a suggestion box where ideas could be posted either anonymously or named. However new technologies give companies the opportunity to really tap into the talent which lies within an organisation. That said, one of the inherent realities of Web 2.0 and Enterprise 2.0 is that users have to be willing to contribute and add their new ideas, thoughts and content. In web 2.0 this works well as individuals are fuelled by their own passion, for example formula 1. Many Formula 1 enthusiasts are happy to share their opinions in socials networking sites. Through their own volition, they comment on who will be the next driver at Ferrari, who they think will win the drivers championship, and they find themselves immersed in the finer details of F1. This level of passionate commitment is evident throughout the world of Web 2.0 as individuals share their thoughts on subjects as far ranging as absailing to zoology. Whatever sparks their passion they comment on and contribute to. Sadly thought, this level of passionate contribution is not always present in companies. However there is a way to tap into the talent of employees in an organisation and ignite their inner passion. That is through enterprise mentoring. Enterprise Mentoring is an approach which harnesses many web 2.0 and enterprise 2.0 technology principles such as online collaboration and idea sharing, together with people development technologies such as mobile learning, e-learning, as well as the human interaction with face-to-face mentoring. Enterprise Mentoring gives employees the opportunity to receive world class personal, professional and business development through mentoring. Firstly employees receive 20 digital mentoring sessions, which can be accessed online or through employees MP3 players or mobile phones. Secondly employees receive face-to-face mentoring sessions which take place in small mentor groups with a designated mentor. During the course of the mentoring sessions, employees learn some of the best-of-the-best business thinking and also get to share their business growth, cost saving and productivity improvements ideas in a group format with their own mentor. One of the hidden benefits of enterprise mentoring is that it gives employees permission and the opportunity to come forward with their ideas which can be captured in an online idea management portal where ideas can be written down, capture, share and commented on and improved by other employees. The idea management portal also gives CEOs and other senior executives the opportunity to login and see exactly what new ideas are being put forward by who, the can see who is adding more value to these ideas, and which ideas are being rated as the ones which will work the best. Lets look at how this approach works with the example of Sally and George. Sally is a software developer at Amroze technology. Sally has recently started being mentored through an enterprise mentoring programme, and has access to 20 digital mentoring programmes through her mobile phone. She studies the mentoring sessions whilst travelling. George works in finance and is in the same mentoring group as sally, along with three other mentees. George receive the digital mentoring sessions through the internet and studies the mentoring sessions on his PC whilst he’s at work. Once Sally and George have completed two of the digital mentoring sessions, they get together with the other mentees and line-manager who is acting a mentor. Collectively the group discuss all they have learnt in the mentoring sessions and explore new ways to apply their learning back to Amroze technology. Early in the mentoring sessions, Sally and George look at how to increase the word of mouth recommendation of a customer, and together with the other mentees in their mentor group, they are able to put forward new ideas for the company to turn more customers into referral customers. As each employees came up with five ideas for that session, the group had over 20 new ideas on how to grow the business. By using Web 2.0 type technology, each employee can capture their ideas in a central idea management repository, where their fellow mentees can comment on their ideas, suggest improvements. In addition to Sally and George’s mentor groups, there are many other mentor groups in the company, who are also sharing their ideas. These are available for Sally and George to comment on and contribute to in the same way George and Sally’s ideas are available for others to comment on and add value to. The senior management team are able to review the new ideas and suggestions put forward by the employees in the company, the very employees who are closest to the customers and closest to the processes of the company. Without the structure and momentum of the enterprise mentoring programme and the accountability the mentors place on mentees, the creativity which is seen in Web 2.0 communities where individuals are driven by their own passion is seldom replicated in companies. But by creating a framework, structure and giving mentees full permission and encouragement to put forward their ideas, companies can quickly and easily tap into the talent and creativity which already exist in their employees. Idea generation is just one of the benefits of implementing an Enterprise Mentoring programme in your organisation. To learn more about Enterprise Mentoring, and how you can use Web 2.0 and Enterprise 2.0 technology to drive innovation and change in your company, come to one of our Enterprise Mentor workshops or visit us online at www.enterpriseleaders.com. <img src="http://cdn.slidesharecdn.com/pechakucha-091218113540-phpapp02-thumbnail-2?1261833395" alt ="" style="border:1px solid #C3E6D8;float:right;" /> In this short presentation, I’d like to tell you a little more about Enterprise Mentoring, and specifically show how leveraging recent developments in Web 2.0 and Enterprise 2.0 can help drive innovation and collaboration in your business, as well as help create more motivated and engaged teams who deliver greater levels of revenue and profit growth for you. But first, lets start by taking a quick look at Web 2.0 and how it fits in with enterprise mentoring. From 2004 and the emergence of Web 2.0 and new social media technologies, individuals and consumers around the world have found their voice as new technologies such as blogs, wikis and podcasts have led to more people publishing content, sharing ideas and being part of a wider conversation. Social networking sites such as Facebook, Myspace and Linked-in have created communities, connections and relationships where none existed before. Sites such as youtube, flickr and twitter have allowed everybody to quickly and easily publish new content. Web 2.0 has changed the way businesses interact with customers forever. Companies now stand naked, as at the press of a button, customers can quickly and easily write about your company on a global scale, and either positvely or negatively recommend you. Through blogs, review sites, and networking forums, were the world was silent before, or commentary and opinion was placed in the hands of a select few journalists and experts, now everybody, from the youngest teenager, to the oldest grandfather has been given a platform to share their thoughts, opinions and ideas. Web 2.0 has introduced a new set of behaviours which make us more collaborative, involved and participatory. Inside a business the same principles of user generated content, idea sharing and collaboration has yet to really take off, although the framework and tools to achieve this is in place. The decade starting 2010 will see a dramatic shift in the uptake of social media, idea sharing and collaboration within an organisation. This area of collaboration behind a companies firewall is referred to as Enterprise 2.0. One area which lends itself to Enterprise 2.0 and idea sharing is the area of identifying new business growth, cost saving, productivity improvement ideas and new product and service ideas. It’s also an area that Enterprise Mentoring can help with too. In years gone by, companies simply had a suggestion box where ideas could be posted either anonymously or named. However new technologies give companies the opportunity to really tap into the talent which lies within an organisation. That said, one of the inherent realities of Web 2.0 and Enterprise 2.0 is that users have to be willing to contribute and add their new ideas, thoughts and content. In web 2.0 this works well as individuals are fuelled by their own passion, for example formula 1. Many Formula 1 enthusiasts are happy to share their opinions in socials networking sites. Through their own volition, they comment on who will be the next driver at Ferrari, who they think will win the drivers championship, and they find themselves immersed in the finer details of F1. This level of passionate commitment is evident throughout the world of Web 2.0 as individuals share their thoughts on subjects as far ranging as absailing to zoology. Whatever sparks their passion they comment on and contribute to. Sadly thought, this level of passionate contribution is not always present in companies. However there is a way to tap into the talent of employees in an organisation and ignite their inner passion. That is through enterprise mentoring. Enterprise Mentoring is an approach which harnesses many web 2.0 and enterprise 2.0 technology principles such as online collaboration and idea sharing, together with people development technologies such as mobile learning, e-learning, as well as the human interaction with face-to-face mentoring. Enterprise Mentoring gives employees the opportunity to receive world class personal, professional and business development through mentoring. Firstly employees receive 20 digital mentoring sessions, which can be accessed online or through employees MP3 players or mobile phones. Secondly employees receive face-to-face mentoring sessions which take place in small mentor groups with a designated mentor. During the course of the mentoring sessions, employees learn some of the best-of-the-best business thinking and also get to share their business growth, cost saving and productivity improvements ideas in a group format with their own mentor. One of the hidden benefits of enterprise mentoring is that it gives employees permission and the opportunity to come forward with their ideas which can be captured in an online idea management portal where ideas can be written down, capture, share and commented on and improved by other employees. The idea management portal also gives CEOs and other senior executives the opportunity to login and see exactly what new ideas are being put forward by who, the can see who is adding more value to these ideas, and which ideas are being rated as the ones which will work the best. Lets look at how this approach works with the example of Sally and George. Sally is a software developer at Amroze technology. Sally has recently started being mentored through an enterprise mentoring programme, and has access to 20 digital mentoring programmes through her mobile phone. She studies the mentoring sessions whilst travelling. George works in finance and is in the same mentoring group as sally, along with three other mentees. George receive the digital mentoring sessions through the internet and studies the mentoring sessions on his PC whilst he’s at work. Once Sally and George have completed two of the digital mentoring sessions, they get together with the other mentees and line-manager who is acting a mentor. Collectively the group discuss all they have learnt in the mentoring sessions and explore new ways to apply their learning back to Amroze technology. Early in the mentoring sessions, Sally and George look at how to increase the word of mouth recommendation of a customer, and together with the other mentees in their mentor group, they are able to put forward new ideas for the company to turn more customers into referral customers. As each employees came up with five ideas for that session, the group had over 20 new ideas on how to grow the business. By using Web 2.0 type technology, each employee can capture their ideas in a central idea management repository, where their fellow mentees can comment on their ideas, suggest improvements. In addition to Sally and George’s mentor groups, there are many other mentor groups in the company, who are also sharing their ideas. These are available for Sally and George to comment on and contribute to in the same way George and Sally’s ideas are available for others to comment on and add value to. The senior management team are able to review the new ideas and suggestions put forward by the employees in the company, the very employees who are closest to the customers and closest to the processes of the company. Without the structure and momentum of the enterprise mentoring programme and the accountability the mentors place on mentees, the creativity which is seen in Web 2.0 communities where individuals are driven by their own passion is seldom replicated in companies. But by creating a framework, structure and giving mentees full permission and encouragement to put forward their ideas, companies can quickly and easily tap into the talent and creativity which already exist in their employees. Idea generation is just one of the benefits of implementing an Enterprise Mentoring programme in your organisation. To learn more about Enterprise Mentoring, and how you can use Web 2.0 and Enterprise 2.0 technology to drive innovation and change in your company, come to one of our Enterprise Mentor workshops or visit us online at www.enterpriseleaders.com. Enterprise Mentoring & Marketing

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Best Practices In Employee Engagement - Pecha Kucha http://www.slideshare.net/CarolineKealey/best-practices-in-employee-engagement-pecha-kucha
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]]> Wed, 16 Dec 2009 17:05:13 GMT http://www.slideshare.net/CarolineKealey/best-practices-in-employee-engagement-pecha-kucha CarolineKealey@slideshare.net(CarolineKealey) Best Practices In Employee Engagement - Pecha Kucha CarolineKealey <img src="http://cdn.slidesharecdn.com/bestpracticesinemployeeengagement-pechakuchav2-091216110554-phpapp02-thumbnail-2?1260986760" alt ="" style="border:1px solid #C3E6D8;float:right;" /> Best Practices In Employee Engagement - Pecha Kucha

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Job Satisfaction With Social Media http://www.slideshare.net/Digitaldarren/job-satisfaction-with-social-media
How to use social media as an internal communication tool to maximize job satisfaction and employee engagement. Includes theory of staff engagement and statistics on social media use. Original RW(x3) social media strategy model.]]>
How to use social media as an internal communication tool to maximize job satisfaction and employee engagement. Includes theory of staff engagement and statistics on social media use. Original RW(x3) social media strategy model.]]> Tue, 08 Dec 2009 11:51:06 GMT http://www.slideshare.net/Digitaldarren/job-satisfaction-with-social-media Digitaldarren@slideshare.net(Digitaldarren) Job Satisfaction With Social Media Digitaldarren How to use social media as an internal communication tool to maximize job satisfaction and employee engagement. Includes theory of staff engagement and statistics on social media use. Original RW(x3) social media strategy model. <img src="http://cdn.slidesharecdn.com/jobsatisfactionwithsocialmedia-091208055521-phpapp02-thumbnail-2?1260276415" alt ="" style="border:1px solid #C3E6D8;float:right;" /> How to use social media as an internal communication tool to maximize job satisfaction and employee engagement. Includes theory of staff engagement and statistics on social media use. Original RW(x3) social media strategy model. Job Satisfaction With Social Media

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Google and The Force of Connection from "From Developing HR Strategy Journal (UK)" http://www.slideshare.net/michaelleestallard/google-and-the-force-of-connection-from-from-developing-hr-strategy-journal-uk
A look at how emotional connections fire up people in organizations to provide a competitive advantage. Examples used in the article include Apple and Google. The article was published in "Developing HR Strategy" a journal based in the UK.]]>
A look at how emotional connections fire up people in organizations to provide a competitive advantage. Examples used in the article include Apple and Google. The article was published in "Developing HR Strategy" a journal based in the UK.]]> Sat, 05 Dec 2009 12:58:32 GMT http://www.slideshare.net/michaelleestallard/google-and-the-force-of-connection-from-from-developing-hr-strategy-journal-uk michaelleestallard@slideshare.net(michaelleestallard) Google and The Force of Connection from "From Developing HR Strategy Journal (UK)" michaelleestallard A look at how emotional connections fire up people in organizations to provide a competitive advantage. Examples used in the article include Apple and Google. The article was published in "Developing HR Strategy" a journal based in the UK. <img src="http://cdn.slidesharecdn.com/stallard-developinghrstrategyuk-091205065935-phpapp01-thumbnail-2?1260017989" alt ="" style="border:1px solid #C3E6D8;float:right;" /> A look at how emotional connections fire up people in organizations to provide a competitive advantage. Examples used in the article include Apple and Google. The article was published in "Developing HR Strategy" a journal based in the UK. Google and The Force of Connection from "From Developing HR Strategy Journal (UK)"

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Published Article on Employee Engagement and Employment Value Proposition http://www.slideshare.net/bheger/published-article-on-employee-engamenet-and-employment-value-proposition
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]]> Sat, 05 Dec 2009 03:41:03 GMT http://www.slideshare.net/bheger/published-article-on-employee-engamenet-and-employment-value-proposition bheger@slideshare.net(bheger) Published Article on Employee Engagement and Employment Value Proposition bheger <img src="http://cdn.slidesharecdn.com/brianhegerodjarticlemay0711-091204214134-phpapp02-thumbnail-2?1259985381" alt ="" style="border:1px solid #C3E6D8;float:right;" /> Published Article on Employee Engagement and Employment Value Proposition

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Enterprise Mentor Workshop http://www.slideshare.net/enterpriseleaders/enterprise-mentor-workshop
Enterprise Mentor Workshop Slides]]>
Enterprise Mentor Workshop Slides]]> Fri, 04 Dec 2009 13:57:29 GMT http://www.slideshare.net/enterpriseleaders/enterprise-mentor-workshop enterpriseleaders@slideshare.net(enterpriseleaders) Enterprise Mentor Workshop enterpriseleaders Enterprise Mentor Workshop Slides <img src="http://cdn.slidesharecdn.com/enterprisementorworkshop-091204075838-phpapp01-thumbnail-2?1261833679" alt ="" style="border:1px solid #C3E6D8;float:right;" /> Enterprise Mentor Workshop Slides Enterprise Mentor Workshop

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Culture Talk: Creating an Engaging Environment http://www.slideshare.net/pollypearson/hci-october-27-2009
Human Capital Institute Conference: Polly shares EMC’s case study for employment branding and employee engagement via Web 2.0 behaviors and tools. The presentation also includes research on the business benefits of strong employee engagement, and her tips for how to get started with Web 2.0 inside an enterprise.]]>
Human Capital Institute Conference: Polly shares EMC’s case study for employment branding and employee engagement via Web 2.0 behaviors and tools. The presentation also includes research on the business benefits of strong employee engagement, and her tips for how to get started with Web 2.0 inside an enterprise.]]> Thu, 03 Dec 2009 19:36:01 GMT http://www.slideshare.net/pollypearson/hci-october-27-2009 pollypearson@slideshare.net(pollypearson) Culture Talk: Creating an Engaging Environment pollypearson Human Capital Institute Conference: Polly shares EMC’s case study for employment branding and employee engagement via Web 2.0 behaviors and tools. The presentation also includes research on the business benefits of strong employee engagement, and her tips for how to get started with Web 2.0 inside an enterprise. <img src="http://cdn.slidesharecdn.com/hcioctober272009-091203133643-phpapp02-thumbnail-2?1259869379" alt ="" style="border:1px solid #C3E6D8;float:right;" /> Human Capital Institute Conference: Polly shares EMC’s case study for employment branding and employee engagement via Web 2.0 behaviors and tools. The presentation also includes research on the business benefits of strong employee engagement, and her tips for how to get started with Web 2.0 inside an enterprise. Culture Talk: Creating an Engaging Environment

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10 Worst practices for intranets http://www.slideshare.net/sammarshall/10-worst-practices-for-intranets
A look at common pitfalls in intranet design and operation, for both traditional and social-media driven approaches. Getting it right is rarely just about installing the right tool, and this talk will address issues such as moderating employee discussion boards, the role of corporate communications, runaway SharePoint sites and Generation Y]]>
A look at common pitfalls in intranet design and operation, for both traditional and social-media driven approaches. Getting it right is rarely just about installing the right tool, and this talk will address issues such as moderating employee discussion boards, the role of corporate communications, runaway SharePoint sites and Generation Y]]> Wed, 02 Dec 2009 17:02:03 GMT http://www.slideshare.net/sammarshall/10-worst-practices-for-intranets sammarshall@slideshare.net(sammarshall) 10 Worst practices for intranets sammarshall A look at common pitfalls in intranet design and operation, for both traditional and social-media driven approaches. Getting it right is rarely just about installing the right tool, and this talk will address issues such as moderating employee discussion boards, the role of corporate communications, runaway SharePoint sites and Generation Y <img src="http://cdn.slidesharecdn.com/sammarshall10worstpracticesforintranetsfinaldst-091202110214-phpapp02-thumbnail-2?1259926349" alt ="" style="border:1px solid #C3E6D8;float:right;" /> A look at common pitfalls in intranet design and operation, for both traditional and social-media driven approaches. Getting it right is rarely just about installing the right tool, and this talk will address issues such as moderating employee discussion boards, the role of corporate communications, runaway SharePoint sites and Generation Y 10 Worst practices for intranets

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Whitepaper: The 3 Essential Components of Employee Engagement http://www.slideshare.net/decwise/whitepaper-the-3-essential-components-of-employee-engagement
This white paper provides a comprehensive look at employee engagement and how it impacts the bottom line. Learn how Motivation, Satisfaction, and Effectiveness drive employee engagement and increases organization performance.]]>
This white paper provides a comprehensive look at employee engagement and how it impacts the bottom line. Learn how Motivation, Satisfaction, and Effectiveness drive employee engagement and increases organization performance.]]> Wed, 25 Nov 2009 16:42:16 GMT http://www.slideshare.net/decwise/whitepaper-the-3-essential-components-of-employee-engagement decwise@slideshare.net(decwise) Whitepaper: The 3 Essential Components of Employee Engagement decwise This white paper provides a comprehensive look at employee engagement and how it impacts the bottom line. Learn how Motivation, Satisfaction, and Effectiveness drive employee engagement and increases organization performance. <img src="http://cdn.slidesharecdn.com/decisionwisewhitepaper-3-essential-components-of-employee-engagement-091125104225-phpapp02-thumbnail-2?1259167352" alt ="" style="border:1px solid #C3E6D8;float:right;" /> This white paper provides a comprehensive look at employee engagement and how it impacts the bottom line. Learn how Motivation, Satisfaction, and Effectiveness drive employee engagement and increases organization performance. Whitepaper: The 3 Essential Components of Employee Engagement

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The Employee Engagement Equation: New rules for measuring and increasing engagement. http://www.slideshare.net/decwise/the-employee-engagement-equation-new-rules-for-measuring-and-increasing-engagement
Learn how to identify levels of employee engagement in your organization by using an effective employee engagement assessment process. Based on a webinar conducted by DecisionWise on July 9, 2009. Go to http://www.decwise.com/employee-engagement-equation-webinar.html for more information.]]>
Learn how to identify levels of employee engagement in your organization by using an effective employee engagement assessment process. Based on a webinar conducted by DecisionWise on July 9, 2009. Go to http://www.decwise.com/employee-engagement-equation-webinar.html for more information.]]> Tue, 24 Nov 2009 20:56:43 GMT http://www.slideshare.net/decwise/the-employee-engagement-equation-new-rules-for-measuring-and-increasing-engagement decwise@slideshare.net(decwise) The Employee Engagement Equation: New rules for measuring and increasing engagement. decwise Learn how to identify levels of employee engagement in your organization by using an effective employee engagement assessment process. Based on a webinar conducted by DecisionWise on July 9, 2009. Go to http://www.decwise.com/employee-engagement-equation-webinar.html for more information. <img src="http://cdn.slidesharecdn.com/decisionwisewebinar-theemployeeengagementequation-091124145649-phpapp02-thumbnail-2?1259098116" alt ="" style="border:1px solid #C3E6D8;float:right;" /> Learn how to identify levels of employee engagement in your organization by using an effective employee engagement assessment process. Based on a webinar conducted by DecisionWise on July 9, 2009. Go to http://www.decwise.com/employee-engagement-equation-webinar.html for more information. The Employee Engagement Equation: New rules for measuring and increasing engagement.

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Turning your Managers into Enterprise Mentors http://www.slideshare.net/enterpriseleaders/turning-your-managers-into-enterprise-mentors
This is the first ’Enterprise Mentor’ workshop with is being run in partnership with Metanoia Partners in Sri Lanka. More workshops will follow in India and around the world.]]>
This is the first ’Enterprise Mentor’ workshop with is being run in partnership with Metanoia Partners in Sri Lanka. More workshops will follow in India and around the world.]]> Tue, 24 Nov 2009 09:44:16 GMT http://www.slideshare.net/enterpriseleaders/turning-your-managers-into-enterprise-mentors enterpriseleaders@slideshare.net(enterpriseleaders) Turning your Managers into Enterprise Mentors enterpriseleaders This is the first ’Enterprise Mentor’ workshop with is being run in partnership with Metanoia Partners in Sri Lanka. More workshops will follow in India and around the world. <img src="http://cdn.slidesharecdn.com/rpcevent-091124034428-phpapp01-thumbnail-2?1259055878" alt ="" style="border:1px solid #C3E6D8;float:right;" /> This is the first ’Enterprise Mentor’ workshop with is being run in partnership with Metanoia Partners in Sri Lanka. More workshops will follow in India and around the world. Turning your Managers into Enterprise Mentors

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Zinger Employee Engagement Model http://www.slideshare.net/davidzinger/zinger-employee-engagement-model
An overview of the Zinger Model of Employee Engagement including 14 Symbols.]]>
An overview of the Zinger Model of Employee Engagement including 14 Symbols.]]> Sun, 22 Nov 2009 19:35:05 GMT http://www.slideshare.net/davidzinger/zinger-employee-engagement-model davidzinger@slideshare.net(davidzinger) Zinger Employee Engagement Model davidzinger An overview of the Zinger Model of Employee Engagement including 14 Symbols. <img src="http://cdn.slidesharecdn.com/zingeremployeeengagementmodel1-2-091122133518-phpapp01-thumbnail-2?1259038119" alt ="" style="border:1px solid #C3E6D8;float:right;" /> An overview of the Zinger Model of Employee Engagement including 14 Symbols. Zinger Employee Engagement Model

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Butterfly Engagement Dr. Eli Sopow Lead Change Group Presentation 11/19/2009 http://www.slideshare.net/mikehenrysr/butterfly-engagement-dr-eli-sopow-lead-change-group-presentation-11192009
Employee Engagement and the Butterfly Effect by Dr. Eli Sopow presented to the Lead Change Group in the November 2009 conference call.]]>
Employee Engagement and the Butterfly Effect by Dr. Eli Sopow presented to the Lead Change Group in the November 2009 conference call.]]> Sun, 22 Nov 2009 11:51:14 GMT http://www.slideshare.net/mikehenrysr/butterfly-engagement-dr-eli-sopow-lead-change-group-presentation-11192009 mikehenrysr@slideshare.net(mikehenrysr) Butterfly Engagement Dr. Eli Sopow Lead Change Group Presentation 11/19/2009 mikehenrysr Employee Engagement and the Butterfly Effect by Dr. Eli Sopow presented to the Lead Change Group in the November 2009 conference call. <img src="http://cdn.slidesharecdn.com/butterflyengagement-drelisopowpresentationandnotes11-2009-091122055126-phpapp01-thumbnail-2?1258890708" alt ="" style="border:1px solid #C3E6D8;float:right;" /> Employee Engagement and the Butterfly Effect by Dr. Eli Sopow presented to the Lead Change Group in the November 2009 conference call. Butterfly Engagement Dr. Eli Sopow Lead Change Group Presentation 11/19/2009

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Neuroscience Implications for Leadership http://www.slideshare.net/michaelleestallard/neuroscience-implications-for-leadership
Michael Lee Stallard’s slides and audio from a webcast to members of the American Society for Training and Development (ASTD), the world’s largest association of training professionals. The webcast looks at findings in the field of neuroscience and their implications for the leadership of teams and organizations.]]>
Michael Lee Stallard’s slides and audio from a webcast to members of the American Society for Training and Development (ASTD), the world’s largest association of training professionals. The webcast looks at findings in the field of neuroscience and their implications for the leadership of teams and organizations.]]> Fri, 13 Nov 2009 14:02:35 GMT http://www.slideshare.net/michaelleestallard/neuroscience-implications-for-leadership michaelleestallard@slideshare.net(michaelleestallard) Neuroscience Implications for Leadership michaelleestallard Michael Lee Stallard’s slides and audio from a webcast to members of the American Society for Training and Development (ASTD), the world’s largest association of training professionals. The webcast looks at findings in the field of neuroscience and their implications for the leadership of teams and organizations. <img src="http://cdn.slidesharecdn.com/stallardastdwebcast-091113080404-phpapp02-thumbnail-2?1258685730" alt ="" style="border:1px solid #C3E6D8;float:right;" /> Michael Lee Stallard’s slides and audio from a webcast to members of the American Society for Training and Development (ASTD), the world’s largest association of training professionals. The webcast looks at findings in the field of neuroscience and their implications for the leadership of teams and organizations. Neuroscience Implications for Leadership

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The Coming Change in Social Media Business Applications http://www.slideshare.net/PingElizabeth/the-coming-change-in-social-media-business-applications-2476421
Social Media Today presents a whitepaper on the coming change in social media business applications. From the intro: Companies have been using social media primarily as a general communications tool—mostly for public relations and marketing. That’s about to change, as businesses discover its value as an essential tool for customer engagement— providing lead generation, immediate customer contact, and customer interaction. http://socialmediatoday.com/submitform/socialmediabusinesswhitepaper50109]]>
Social Media Today presents a whitepaper on the coming change in social media business applications. From the intro: Companies have been using social media primarily as a general communications tool—mostly for public relations and marketing. That’s about to change, as businesses discover its value as an essential tool for customer engagement— providing lead generation, immediate customer contact, and customer interaction. http://socialmediatoday.com/submitform/socialmediabusinesswhitepaper50109]]> Wed, 11 Nov 2009 18:02:20 GMT http://www.slideshare.net/PingElizabeth/the-coming-change-in-social-media-business-applications-2476421 PingElizabeth@slideshare.net(PingElizabeth) The Coming Change in Social Media Business Applications PingElizabeth Social Media Today presents a whitepaper on the coming change in social media business applications. From the intro: Companies have been using social media primarily as a general communications tool—mostly for public relations and marketing. That’s about to change, as businesses discover its value as an essential tool for customer engagement— providing lead generation, immediate customer contact, and customer interaction. http://socialmediatoday.com/submitform/socialmediabusinesswhitepaper50109 <img src="http://cdn.slidesharecdn.com/smtwhitepaperbiz-091111120232-phpapp02-thumbnail-2?1257962559" alt ="" style="border:1px solid #C3E6D8;float:right;" /> Social Media Today presents a whitepaper on the coming change in social media business applications. From the intro: Companies have been using social media primarily as a general communications tool—mostly for public relations and marketing. That’s about to change, as businesses discover its value as an essential tool for customer engagement— providing lead generation, immediate customer contact, and customer interaction. http://socialmediatoday.com/submitform/socialmediabusinesswhitepaper50109 The Coming Change in Social Media Business Applications

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JCasey Creating a Flexible and Inclusive Work Culture to Drive Employee Engagement http://www.slideshare.net/caseyjt/jcasey-creating-a-flexible-and-inclusive-work-culture-to-drive-employee-engagement
Creating a Flexible and Inclusive Work Culture to Drive Employee Engagement: This session will focus on creating a flexible and inclusive work culture as a business strategy to drive employee engagement and competitive advantage. Judi Casey, Director of the Sloan Work and Family Research Network, will review research data linking flexible work cultures with positive returns on investment such as productivity, retention and being seen as an employer of choice. With Amy Munichiello, Inclusiveness Strategy Consultant at Ernst & Young.]]>
Creating a Flexible and Inclusive Work Culture to Drive Employee Engagement: This session will focus on creating a flexible and inclusive work culture as a business strategy to drive employee engagement and competitive advantage. Judi Casey, Director of the Sloan Work and Family Research Network, will review research data linking flexible work cultures with positive returns on investment such as productivity, retention and being seen as an employer of choice. With Amy Munichiello, Inclusiveness Strategy Consultant at Ernst & Young.]]> Mon, 09 Nov 2009 18:47:52 GMT http://www.slideshare.net/caseyjt/jcasey-creating-a-flexible-and-inclusive-work-culture-to-drive-employee-engagement caseyjt@slideshare.net(caseyjt) JCasey Creating a Flexible and Inclusive Work Culture to Drive Employee Engagement caseyjt Creating a Flexible and Inclusive Work Culture to Drive Employee Engagement: This session will focus on creating a flexible and inclusive work culture as a business strategy to drive employee engagement and competitive advantage. Judi Casey, Director of the Sloan Work and Family Research Network, will review research data linking flexible work cultures with positive returns on investment such as productivity, retention and being seen as an employer of choice. With Amy Munichiello, Inclusiveness Strategy Consultant at Ernst & Young. <img src="http://cdn.slidesharecdn.com/jcaseyfinalhcislildes10-26-09-091109124805-phpapp01-thumbnail-2?1257792519" alt ="" style="border:1px solid #C3E6D8;float:right;" /> Creating a Flexible and Inclusive Work Culture to Drive Employee Engagement: This session will focus on creating a flexible and inclusive work culture as a business strategy to drive employee engagement and competitive advantage. Judi Casey, Director of the Sloan Work and Family Research Network, will review research data linking flexible work cultures with positive returns on investment such as productivity, retention and being seen as an employer of choice. With Amy Munichiello, Inclusiveness Strategy Consultant at Ernst & Young. JCasey Creating a Flexible and Inclusive Work Culture to Drive Employee Engagement

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