The document discusses communicating policies and procedures. It begins with introductions of Raymond Urgo, an expert in policies and procedures, and Maxwell Hoffmann from Adobe. The document then previews part one of a webinar by Urgo on common mistakes organizations make regarding policies and procedures and how to avoid them. It discusses the first six mistakes, which include having limited coverage of topics, information that is not useful, expecting one approach fits all situations, assuming packaged procedures can always be used as is, and not combining training with policies and procedures. It promotes Urgo's consulting services and resources for policies and procedures.
Raymond Urgo shares the 2nd half of the 13 most common mistakes made in communicating policies and procedures. These slides were used in an Adobe-sponsored Webinar held on JUne 14, 2012
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Raymond Urgo shares the 2nd half of the 13 most common mistakes made in communicating policies and procedures. These slides were used in an Adobe-sponsored Webinar held on JUne 14, 2012
Why do companies need social media guidelines? What are the challenges they meet?
With our recent experience in creating the official social media guidelines for UBA (Union of Belgian Advertisers), Hélène Debaisieux, Social Media Consultant at Cleverwood, will shine her light on essential points companies should consider when setting up social media guidelines for their employees.
iStrategy London - Social Media: Making it Work Globally and Locally Gemma Tr...iStrategy
A major challenge in social is deciding the right approach to globalising or localising content and conversations. Should brands control social media globally for easier management and brand consistency? Or work on a local level that can be more costly but allows responses to be tailored to local needs and therefore lead to better engagement?
Hosted by Gemma Trippas, Oracle’s Social Partnerships Manager and Jeremie Moritz, Social Media Manager at Pernod Ricard, this session will look at what brands can do to adopt the right balance for their social media efforts internationally, drawing on Pernod Ricard’s vast experience in managing many sub-brands across multiple territories.
Have you ever needed a way to measure your leadership IQ? Or been in a performance review where the majority of time was spent discussing your need to improve as a leader? If you have ever wondered what your core leadership competencies are and how to build on and improve them, Jennifer Bonine shares a toolkit to help you do just that. This toolkit includes a personal assessment of your leadership competencies, explores a set of eight dimensions of successful leaders, provides suggestions on how you can improve competencies that are not in your core set of strengths, and describes techniques for leveraging and building on your strengths. These tools can help you become a more effective and valued leader in your organization. Exercises help you gain an understanding of yourself and strive for balanced leadership through recognition of both your strengths and your “development opportunities.”
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Companies can't afford to miss these points but many do. Don't let your company be one of them that doesn't OODA!
For more information and a white paper on this topic, check this out: http://www.drnatalienews.com/blog/ooda-loop-and-how-to-use-social-media-for-business-part-5
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Innovation Thinking: Evolve and Expand Your CapabilitiesTechWell
Innovation is a word frequently tossed around in organizations today. The standard clichés are do more with less and be creative. Companies want to be innovative but often struggle with how to define, implement, prioritize, and track their innovation efforts. Using the Innovation to Types model, Jennifer Bonine will help you transform your thinking regarding innovation and understand if your team and company goals match their innovation efforts. Learn how to classify your activities as "core" (to the business) or "context" (essential, but non-revenue generating). Once you understand how your innovation activities are related to revenue generating activities, you can better decide how much of your effort should be spent on core or context activities. Take away tools including an Innovation to Types model for classifying innovation, a Core and Context model to classify your activities, and a way to map your innovation initiatives to different contexts.
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Are You Tempted to Use a Template to Expedite Policies & Procedure Development?Maxwell Hoffmann
When you or others in your organization mention the term “template” for policies and procedures (P&P), do you really know what type of template you or they are talking about? It is a fact: there is much confusion and misunderstanding about what is meant by “template” and the expectation of using a template for developing or communicating P&P content. Join the recognized P&P authority Raymond Urgo as he defines three types of templates and clarifies their purposes and limitations. He will reveal why people are tempted toward templates for solutions and fall victim to templates for the wrong reasons resulting in poor P&P content.
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4. About Raymond Urgo (Mr. P&P)
• Age 7: Wrote neighborhood club rules,
played telephone company
• Age 27: Methods & Procedures Analyst,
New York Telephone Company
• 1993: Founded Urgo & Associates,
management consultancy in P&P
• Professional career mission: To define
and promote P&P Communication as a
discipline and a way to transform
organizations
Copyright 2012 Raymond E. Urgo
5. 13 Common Mistakes about Communicating
13 Common Mistakes about Communicating
Policies & Procedures Information
Policies & Procedures Information
…and How to Avoid Them
…and How toof 2] Them
[Part 1
Avoid
[Part 1 of 2]
Raymond E. Urgo
Urgo & Associates
www.urgoconsulting.com
Copyright 2012 Raymond E. Urgo
6. Preview of Part 1 of 2
for Today’s Webinar
6 of 13 common mistakes and how to avoid them
• Understanding the Use of
Policies & Procedures Information (#1 and #2)
• Approaches to Developing
Policies & Procedures Information (#3 thru #6)
Free P&P resources AND a Special Offer!
Copyright 2012 Raymond E. Urgo
7. Teach vs. Think
I cannot teach anybody
anything,
I can only make them
think.
Socrates
(469 - 399 BC)
Athenian Philosopher
Copyright 2012 Raymond E. Urgo
8. Mistake #1:
Limited coverage of subject areas
Assuming policies and procedures
are about an organization’s
employment practices only.
Copyright 2012 Raymond E. Urgo
9. Avoid Mistake #1:
Limited coverage of subject areas
Realize possibilities with P&P
Examples
• Unlimited subjects/needs -- Property management
-- Accounting
• Hidden, scattered, silos -- Purchasing (procurement)
• Different names -- Mystery shopping
-- Hospital operating room
• Informal (tribal) to formal -- Financial investments
• Uncontrolled to controlled -- University registrar
-- Information technology
• Zero or more people/ -- Opening charter schools,
groups managing P&P branch offices, chain of stores
Copyright 2012 Raymond E. Urgo
10. Mistake #2:
Having information that’s not useful
Assuming that P&P is merely
paper-based information that is
stored in binders collecting dust
because no one ever uses the
information.
Copyright 2012 Raymond E. Urgo
11. Avoid Mistake #2:
Having information that’s not useful
What to do
• Plan a P&P program/function
• Implement P&P content
development process
• Adopt a documentation
methodology
• Develop single-source content
and for online use
• Combine use of content for
P&P and training
Copyright 2012 Raymond E. Urgo
12. Mistake #3:
Expecting one approach fits all
Assuming there is only one
right way to invest in
policies and procedures
communication.
Copyright 2012 Raymond E. Urgo
13. Avoid Mistake #3:
Expecting one approach fits all
What to do
• Remember your P&P situation You can't solve a
and needs are unique problem with the
same mind that
• Determine where you are now created it.
and need to be
• Determine level and type of Albert Einstein,
commitment and resources Theoretical
physicist,
• Take caution on self-learning, philosopher,
P&P books, and P&P case- author
study talks (1879-1955)
• Seek advice of a P&P specialist
Copyright 2012 Raymond E. Urgo
14. Mistake #4:
Expecting that packaged procedures
are always useful
An organization purchases
packaged policies and
procedures from a vendor to be
used “as is” or
modified “as needed”.
=
Copyright 2012 Raymond E. Urgo
15. Avoid Mistake #4:
Expecting that packaged procedures
are always useful
What to do
• Know the two types available
• Know the usefulness of content
• Know the usability of content
• Prepare to modify, administer,
promote, and maintain
• Be flexible to change to model
• Know expected value or ROI
Copyright 2012 Raymond E. Urgo
16. Mistake #5:
Not combining training and P&P
An organization
maintains two sets of
policies and procedures
information: one for
training and another for
on-going reference.
On-going
Training
reference
Copyright 2012 Raymond E. Urgo
17. Avoid Mistake #5:
Not combining training and P&P
What to do
• Focus investment as organization’s training curriculum
• Apply principles of instructional design and performance-
based communication
Benefits
• Users prefer one set
• Less chance of
conflicting information + =
Training
• Less content to and
develop, store, On-going On-going
Training reference
reference
access, and maintain
Copyright 2012 Raymond E. Urgo
18. Mistake #6:
Having multi-source documents
An organization develops its
P&P information in a short document
(one to several pages) on a given subject
or standard as needed, assigns a number
to it, and then files it in a binder.
These documents may reside together;
they just don’t relate, match, and fit together.
Copyright 2012 Raymond E. Urgo
19. Avoid Mistake #6:
Having multi-source documents
What to do
• Create an information plan
• Create manuals not binders
Information
matches, relates,
• Create libraries of topics that fits, and resides
together
begin and end together
comprehensively
(beginning to end)
Benefits: Less redundancy; easier to under the same
plan.
access, find, understand, and maintain;
and offers greater value (ROI)
Copyright 2012 Raymond E. Urgo
20. Preview of Part 2 of 2 of this Webinar
June 14, 2012
Seven more common mistakes and how to avoid them
• Process for Developing P&P Information (#7 and #8)
• Standards for Developing P&P Information (#9 and #10)
• Talents for Developing P&P Information (#11, #12, and #13)
Copyright 2012 Raymond E. Urgo
21. Urgo & Associates
Policies & Procedures Consulting Services
• Provide assessments and strategic advice
on P&P programs and resources
• Lead P&P content development projects
to simplify complex practices and content
• Teach and mentor in P&P Communication
• Advise P&P product and service providers
in the P&P Marketplace on trends
Copyright 2012 Raymond E. Urgo
22. Urgo & Associates
P&P Resources and Special Offer
Free P&P resources at www.urgoconsulting.com
• Articles, book reviews, white papers, presentations
• Award-winning e-newsletter
The Policies & Procedures Authority
Special offer !
Complimentary consultation (first 10 requests by email)
Contact information
Raymond Urgo rurgo@urgoconsulting
Urgo & Associates www.urgoconsulting.com
323-851-6600
Copyright 2012 Raymond E. Urgo