2014 Trust, Engagement & Communication in the Workplace Survey - Singapore - ...The Oxford Group
An infographic depicting the Singapore results of the 2014 Trust, Engagement & Communication in the Workplace Survey. A must-read for leaders, managers and HR professionals.
2014 Trust, Engagement & Communication in the Workplace Report - USA - Infogr...The Oxford Group
An infographic depicting the US results for the 2014 Trust, Engagement & Communication in the Workplace Report - a must read for leaders, managers and HR professionals.
The State of One-on-Ones: Survey to 1000 managers and employeesBryan Rusche
Our survey of over 1,000 managers and employees reveals that while both managers and employees agree that one-on-one meetings are incredibly important, they disagree on how well they’re being done.
To download the full report, go to: http://info.soapboxhq.com/one-on-one-study
How do your leaders manage remote workers? It can be challenging for managers to coach a team they don’t see every day. Meet Brad. He’s not only a great leader, he’s a great coach, even from afar. View this infographic to see how you can be more like Brad.
Negativity affects your life on every level. It has the power to ruin relationships, decrease work performance, and increase stress levels. The good news is that you can fight it by changing your mindset.
https://www.softlifeskills.com/how-to-get-over-rejection/
2014 Trust, Engagement & Communication in the Workplace Survey - Singapore - ...The Oxford Group
An infographic depicting the Singapore results of the 2014 Trust, Engagement & Communication in the Workplace Survey. A must-read for leaders, managers and HR professionals.
2014 Trust, Engagement & Communication in the Workplace Report - USA - Infogr...The Oxford Group
An infographic depicting the US results for the 2014 Trust, Engagement & Communication in the Workplace Report - a must read for leaders, managers and HR professionals.
The State of One-on-Ones: Survey to 1000 managers and employeesBryan Rusche
Our survey of over 1,000 managers and employees reveals that while both managers and employees agree that one-on-one meetings are incredibly important, they disagree on how well they’re being done.
To download the full report, go to: http://info.soapboxhq.com/one-on-one-study
How do your leaders manage remote workers? It can be challenging for managers to coach a team they don’t see every day. Meet Brad. He’s not only a great leader, he’s a great coach, even from afar. View this infographic to see how you can be more like Brad.
Negativity affects your life on every level. It has the power to ruin relationships, decrease work performance, and increase stress levels. The good news is that you can fight it by changing your mindset.
https://www.softlifeskills.com/how-to-get-over-rejection/
High performance refers a set of beliefs and values which enable people to be highly focused on their goals and achieve superior results.
"Communication & concentration" is the third of four steps to underpinning your high performance.
Do you want in? Let's talk.
Learn how to effective train your staff and get the most out of your front line managers. Hear from James Robbins on making the most out of your management team.
How to deal with micromanagement in the workplaceSameerShaik43
Micromanaging is a common behavior in the workplace. No one likes a micromanaging boss and such behavior is likely to create workplace conflicts. You should be smart and address the
concerns and stress of your boss to reduce his/her’s micromanaging behavior.
Encouraging conversations are about challenging people to maintain or improve their performance. Through positive reinforcement and gentle, but firm encouragement, leaders are building commitment from team members. Commitment leads to better performance. In this unit we look at the ways and means to encourage higher performance through positive support.
Statistics On The Importance Of Employee FeedbackOfficevibe
Here's an infographic displaying some of the statistics behind employee feedback. Try using some form of employee recognition or employee feedback.
Content by Officevibe
The Importance of Employee Feedback - CU Suggestionscusuggestion
Feedbacks are critical to any organization’s success and you can gather it via CU Suggestions, which is an incredibly fast and secure method of receiving actionable data.
Presentation for the Indianapolis Employee Experience Conference 2016.
It covers employee engagement measurement.
Outline:
1. Why measure anything about the employee experience
2. Why measure employee engagement specifically
3. How to measure employee engagement in a valid way
4. How to measure employee engagement in a valuable way
Bert Freeman's appreciation and skillful use of language is a delight to experience. Like any other language it takes practice to learn, but knowing that this kind of communication is possible, is encouraging. Come and meet Bert Tuesday the 31st and this concept of Positive Direction.
Understanding Workplace Stress by Buddha TravelJames Brodie
Buddha Travel undertook a small sample anonymous survey to look at some of the factors that cause and help to eliminate workplace stress. Here are the results & outcomes from that survey.
State of Employee Engagement Report 2016DecisionWise
A comprehensive look at employee engagement best practices from over 200 organizations around the world.
Employee engagement continues to be a top concern for executives around the world. We conducted this study to understand why engagement is important to companies and what they are doing to improve the level of engagement of their workforce.
High performance refers a set of beliefs and values which enable people to be highly focused on their goals and achieve superior results.
"Communication & concentration" is the third of four steps to underpinning your high performance.
Do you want in? Let's talk.
Learn how to effective train your staff and get the most out of your front line managers. Hear from James Robbins on making the most out of your management team.
How to deal with micromanagement in the workplaceSameerShaik43
Micromanaging is a common behavior in the workplace. No one likes a micromanaging boss and such behavior is likely to create workplace conflicts. You should be smart and address the
concerns and stress of your boss to reduce his/her’s micromanaging behavior.
Encouraging conversations are about challenging people to maintain or improve their performance. Through positive reinforcement and gentle, but firm encouragement, leaders are building commitment from team members. Commitment leads to better performance. In this unit we look at the ways and means to encourage higher performance through positive support.
Statistics On The Importance Of Employee FeedbackOfficevibe
Here's an infographic displaying some of the statistics behind employee feedback. Try using some form of employee recognition or employee feedback.
Content by Officevibe
The Importance of Employee Feedback - CU Suggestionscusuggestion
Feedbacks are critical to any organization’s success and you can gather it via CU Suggestions, which is an incredibly fast and secure method of receiving actionable data.
Presentation for the Indianapolis Employee Experience Conference 2016.
It covers employee engagement measurement.
Outline:
1. Why measure anything about the employee experience
2. Why measure employee engagement specifically
3. How to measure employee engagement in a valid way
4. How to measure employee engagement in a valuable way
Bert Freeman's appreciation and skillful use of language is a delight to experience. Like any other language it takes practice to learn, but knowing that this kind of communication is possible, is encouraging. Come and meet Bert Tuesday the 31st and this concept of Positive Direction.
Understanding Workplace Stress by Buddha TravelJames Brodie
Buddha Travel undertook a small sample anonymous survey to look at some of the factors that cause and help to eliminate workplace stress. Here are the results & outcomes from that survey.
State of Employee Engagement Report 2016DecisionWise
A comprehensive look at employee engagement best practices from over 200 organizations around the world.
Employee engagement continues to be a top concern for executives around the world. We conducted this study to understand why engagement is important to companies and what they are doing to improve the level of engagement of their workforce.
Enhancing Employee Engagement - The Role of the Immediate SupervisorSteve Thomas, M.A.
Based on a MSW research study, learn the critical factors affecting employee engagement and how managers can use this information to directly impact morale and productivity though promoting a culture of collaboration.
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
Aż 56% pracowników aktywnie broni swoich firm przed krytyką i odgrywa rolę ich rzeczników, zarówno online jak i offline – wynika z najnowszego badania Weber Shandwick
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 관련 전문 리포트
글로벌 최대 PR커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick) 연구 조사 발표
-직원 5명 중 한 명꼴로 본인의 회사와 고용주 보호, 기업 브랜드 지지자 역할 수행
-아태지역 직원 5명 중 3명이 고용주에 대한 콘텐츠를 소셜 미디어에 올려
-6가지 유형의 ‘직장 행동주의 스펙트럼’ 모델, 직원 행동주의를 통한 기회 발굴에 도움
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
The importance of employee engagement and building executive and senior management buy into effective employee engagement programs. Focus on using Employee Engagement survey to drive positive workplace change.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
MBA 687 Employee Engagement Surveys Response Rate AbramMartino96
MBA 687: Employee Engagement Surveys
Response Rate
The survey response rate is the first indication of the level of employee engagement
in any organization. Of the 140 employees invited to take the survey, 40 responded,
which is a response rate of 28.5%. As a rule, rates higher than 50% are best, while
rates lower than 40% may indicate trust problems within the organization, lack of
faith in leadership, and employees’ reluctance to engage in improvement efforts
until leadership demonstrates a clear commitment to change.
Company Data
1. Years of service with this organization
Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15% of respondents
6–10: 2.5% of respondents
11–15: 0
16+: 0
Prefer not to answer: 2.5% of respondents
2. My race/ethnic identification
African American or Black: 60% of respondents
Hispanic or Latino/a/x: 12.5% of respondents
Anglo American or White: 12.5% of respondents
Asian: 5% of respondents
American Indian or Pacific Islander: 0
Multiracial or Other: 7.5% of respondents
Prefer not to answer: 2.5% of respondents
3. I am currently in a supervisory role
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
4. I received a merit increase during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 5% of respondents
5. I received a promotion during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
6. I plan to be working for this organization in one year
Yes: 60% of respondents
No: 12.5% of respondents
Prefer not to answer: 27.5% of respondents
Employee Engagement Questions
Professional Development:
• In the last six months, my manager has talked to me about my progress, and
we developed goals to help me grow.
o 36% agreement
• I am satisfied with the on-the-job training I have received.
o 27% agreement
• There is adequate cross-training in my department.
o 36% agreement
Company Vision, Values, and Mission:
• I am familiar with the company’s vision and values.
o 26% agreement
• I have a clear understanding of the organization’s direction.
o 36% agreement
• The organization is changing for the better.
o 26% agreement
Teamwork or Workgroup:
• I receive the support I need from employees in my workgroup to do my job
effectively.
o 89% agreement
• My coworkers make me feel that I am part of the team.
o 78% agreement
• I trust my coworkers.
o 83% agreement
• My workgroup cooperates to get the job done.
o 73% agreement
Senior Leader/Middle Manager:
• Senior leaders focus on creating a positive team atmosphere.
o 36% agreement
• Senior leaders are open, honest, and transparent.
o 36% agreement
• Senior leaders encourage and empower me to take initiative and suggest
improvements.
o 26% agreement
• My middle manager is open, honest, and transparent. ...
MBA 687 Employee Engagement Surveys Response Rate CicelyBourqueju
MBA 687: Employee Engagement Surveys
Response Rate
The survey response rate is the first indication of the level of employee engagement
in any organization. Of the 140 employees invited to take the survey, 40 responded,
which is a response rate of 28.5%. As a rule, rates higher than 50% are best, while
rates lower than 40% may indicate trust problems within the organization, lack of
faith in leadership, and employees’ reluctance to engage in improvement efforts
until leadership demonstrates a clear commitment to change.
Company Data
1. Years of service with this organization
Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15% of respondents
6–10: 2.5% of respondents
11–15: 0
16+: 0
Prefer not to answer: 2.5% of respondents
2. My race/ethnic identification
African American or Black: 60% of respondents
Hispanic or Latino/a/x: 12.5% of respondents
Anglo American or White: 12.5% of respondents
Asian: 5% of respondents
American Indian or Pacific Islander: 0
Multiracial or Other: 7.5% of respondents
Prefer not to answer: 2.5% of respondents
3. I am currently in a supervisory role
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
4. I received a merit increase during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 5% of respondents
5. I received a promotion during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
6. I plan to be working for this organization in one year
Yes: 60% of respondents
No: 12.5% of respondents
Prefer not to answer: 27.5% of respondents
Employee Engagement Questions
Professional Development:
• In the last six months, my manager has talked to me about my progress, and
we developed goals to help me grow.
o 36% agreement
• I am satisfied with the on-the-job training I have received.
o 27% agreement
• There is adequate cross-training in my department.
o 36% agreement
Company Vision, Values, and Mission:
• I am familiar with the company’s vision and values.
o 26% agreement
• I have a clear understanding of the organization’s direction.
o 36% agreement
• The organization is changing for the better.
o 26% agreement
Teamwork or Workgroup:
• I receive the support I need from employees in my workgroup to do my job
effectively.
o 89% agreement
• My coworkers make me feel that I am part of the team.
o 78% agreement
• I trust my coworkers.
o 83% agreement
• My workgroup cooperates to get the job done.
o 73% agreement
Senior Leader/Middle Manager:
• Senior leaders focus on creating a positive team atmosphere.
o 36% agreement
• Senior leaders are open, honest, and transparent.
o 36% agreement
• Senior leaders encourage and empower me to take initiative and suggest
improvements.
o 26% agreement
• My middle manager is open, honest, and transparent. ...
Who is the ideal boss and company among Vietnamese? Here is the report of Q&Me survey asking to more than 1000 Vietnamese about their value of work, company and bosses
The coronavirus crisis has had a tremendous impact on workforces in the UK, as it has in many nations around the world. Rules put in place to slow the spread of the infection have resulted in a mass transition to remote working, rewriting the idea of ‘normalcy’ and forcing many businesses to adapt in the face of new challenges. At Tiger, we wanted to learn more about how employers and employees are reacting to this unprecedented event to help shed light on an uncertain situation.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com