Common misconceptions about employee surveys in organizations and how decision makers may overcome them. The case for design and customization to context is contrasted with standard surveys with a few examples from professional experience.
These slides, developed by our Innovation Thought and Action Group give you some tools to see the connection between innovation and employee engagement. You can use the four enablers and their mapping to the enabler of innovation to make improvements in your organisation.
Driving Engagement: The Link Between Staff Buy-in and Quality CareCornerstone OnDemand
Employee engagement is good for both the employee as well as the organization; when employees are happy, they’re more productive, and the institution delivers higher levels of patient care while keeping overall costs down. As they say, it’s a win-win. Just 44% of healthcare workers are engaged (HBR) and engagement was the top variable for mortality rates (Forbes). What might be a good solution to boost engagement?
The crux of this issue is that employee engagement is 'over' defined. Search for the term on Google and you will get a myriad of definitions that lead to confusion about what you’re trying to solve and how to solve it. In this webinar, we will address the history of employee engagement, where the confusion lies, and implications for the clinical staff relevant to competency and patient outcomes. We will also propose some areas for immediate focus to get ahead of this issue.
In a similar format to Part 1 of this series, the webinar will address a strategic view of employee engagement, while attendees will receive an eBook describing some practical steps to increase overall employee engagement. Click here to access previous sessions:
Our presenters for Part 1 will be Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services and Lynn Howe, Regional Sales Manager for Cornerstone on Demand. Dr. Tonkin has over 25 years of experience in human resources challenges and focuses on the Healthcare sector for Cornerstone. Howe, RN, MS, CEN, and CCRN is a Registered Nurse, former Director of Education with 30 years of clinical experience, holds a graduate degree in Human Resource Management and is currently a regional sales manager in the healthcare vertical.
Common misconceptions about employee surveys in organizations and how decision makers may overcome them. The case for design and customization to context is contrasted with standard surveys with a few examples from professional experience.
These slides, developed by our Innovation Thought and Action Group give you some tools to see the connection between innovation and employee engagement. You can use the four enablers and their mapping to the enabler of innovation to make improvements in your organisation.
Driving Engagement: The Link Between Staff Buy-in and Quality CareCornerstone OnDemand
Employee engagement is good for both the employee as well as the organization; when employees are happy, they’re more productive, and the institution delivers higher levels of patient care while keeping overall costs down. As they say, it’s a win-win. Just 44% of healthcare workers are engaged (HBR) and engagement was the top variable for mortality rates (Forbes). What might be a good solution to boost engagement?
The crux of this issue is that employee engagement is 'over' defined. Search for the term on Google and you will get a myriad of definitions that lead to confusion about what you’re trying to solve and how to solve it. In this webinar, we will address the history of employee engagement, where the confusion lies, and implications for the clinical staff relevant to competency and patient outcomes. We will also propose some areas for immediate focus to get ahead of this issue.
In a similar format to Part 1 of this series, the webinar will address a strategic view of employee engagement, while attendees will receive an eBook describing some practical steps to increase overall employee engagement. Click here to access previous sessions:
Our presenters for Part 1 will be Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services and Lynn Howe, Regional Sales Manager for Cornerstone on Demand. Dr. Tonkin has over 25 years of experience in human resources challenges and focuses on the Healthcare sector for Cornerstone. Howe, RN, MS, CEN, and CCRN is a Registered Nurse, former Director of Education with 30 years of clinical experience, holds a graduate degree in Human Resource Management and is currently a regional sales manager in the healthcare vertical.
Presentation by Dr. David Guest on "Employee Engagement: A Path to Organisati...OECD Governance
This presentation by Dr. David Guest from King's College, was made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm
Its about building leadership and organizational effectiveness…Lean Leadership is - creating the Lean environment. It takes the organization to something better…different…new…Lean CULTURE.
3rd Chapter - Managment by Robbins & Coulter - Part 3Abrar Haseeb
Chap 3 organizational culture and environment; the constraints management by Robbins & Coulter
The Manager: Omnipotent or Symbolic
Define the omnipotent and symbolic views of management.
Contrast the action of manager according to the omnipotent and symbolic views.
Explain the parameters of managerial discretion.
The Organization’s Culture
Define organizational culture.
Explain what the definition of culture implies.
Describe the seven dimensions of organizational culture.
Define a strong culture.
A high performance culture is one with high employee engagement, transparent and open communications, timely information sharing, individual ownership, and one in which innovation and creativity is celebrated.
Creating a Caring Culture to Attract and Retain Talent -12/2/2019Limeade
The needs of the modern workplace have changed. Now, more than ever, organizations like yours are starting to think about how to retain top talent and show employees that their company cares. Care, after all, is the simplest yet most undervalued concept that can turn your workplace into a coveted employer.
Join Limeade and the HR Exchange Network for a webinar that dives deep into the research on the science of care and why it can become a company’s competitive advantage in the war for talent.
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I don't want to give myself grades. I will leave evaluation of my achievements to history.
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Strategic Human Resource Management Lecture 12RECONNECT
This is the lecture 12 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
Rights are reserved for this presentation. Please inbox 1st to get permission to use this
Effective employee performance management remains one of the biggest challenges for today’s organizations. On one hand, performance management is critical for the engagement, retention, and productivity of today’s workforce. On the other hand, it is becoming more and more clear that today’s performance management processes are almost never sufficient to support managers in driving the best possible performance from their employees.
First published In 1996, John P. Kotter's Leading Change became a classic outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. The Heart of Change Field Guide written by Dan Cohen and forwarded by John Kotter provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
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Presentation by Dr. David Guest on "Employee Engagement: A Path to Organisati...OECD Governance
This presentation by Dr. David Guest from King's College, was made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm
Its about building leadership and organizational effectiveness…Lean Leadership is - creating the Lean environment. It takes the organization to something better…different…new…Lean CULTURE.
3rd Chapter - Managment by Robbins & Coulter - Part 3Abrar Haseeb
Chap 3 organizational culture and environment; the constraints management by Robbins & Coulter
The Manager: Omnipotent or Symbolic
Define the omnipotent and symbolic views of management.
Contrast the action of manager according to the omnipotent and symbolic views.
Explain the parameters of managerial discretion.
The Organization’s Culture
Define organizational culture.
Explain what the definition of culture implies.
Describe the seven dimensions of organizational culture.
Define a strong culture.
A high performance culture is one with high employee engagement, transparent and open communications, timely information sharing, individual ownership, and one in which innovation and creativity is celebrated.
Creating a Caring Culture to Attract and Retain Talent -12/2/2019Limeade
The needs of the modern workplace have changed. Now, more than ever, organizations like yours are starting to think about how to retain top talent and show employees that their company cares. Care, after all, is the simplest yet most undervalued concept that can turn your workplace into a coveted employer.
Join Limeade and the HR Exchange Network for a webinar that dives deep into the research on the science of care and why it can become a company’s competitive advantage in the war for talent.
Transforming Organisational Development – A Case Study The HR Observer
A case study which shows how a structured methodology called IMPACT™ transforms one of the UAE’s best known organisations from the inside out. The results speak for themselves: Increased organisational effectiveness driven by internal staff and leadership in a period of less than 12 months. Incredible renewed enthusiasm, engagement and return on investment from a learning and development program initiative, which drives managers to become change champions and internal management consultants. This case study shows a practical approach to improving organisational effectiveness, engaging individual managers and use of internal talents to deliver superior financial results
Dr Richard Scott Taylor, Managing Partner and Founder, Innesskirk Global
Program Evaluation and Performance MeasurementSeta Wicaksana
Performance measurement data describes program achievement, and program evaluation explains why we see those results.
I don't want to give myself grades. I will leave evaluation of my achievements to history.
- Helmut Kohl
The Organizational Effectiveness (OE) approach within Boehringer Ingelheim Pharmaceuticals, Inc. (BIPI) involves surfacing issues that span multiple functions through questions, discussion and dialog. We then empower passionate people from across our company to work together to affect positive change.
Strategic Human Resource Management Lecture 12RECONNECT
This is the lecture 12 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
Rights are reserved for this presentation. Please inbox 1st to get permission to use this
Effective employee performance management remains one of the biggest challenges for today’s organizations. On one hand, performance management is critical for the engagement, retention, and productivity of today’s workforce. On the other hand, it is becoming more and more clear that today’s performance management processes are almost never sufficient to support managers in driving the best possible performance from their employees.
First published In 1996, John P. Kotter's Leading Change became a classic outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. The Heart of Change Field Guide written by Dan Cohen and forwarded by John Kotter provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
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This workshop by Mandy Williams, Participation Cymru Manager, gave the opportunity to explore the relationship between effective staff engagement and improved public engagement.
Participants looked at the benefits of effective staff engagement, explored what it felt like to be an engaged employee and identified ways of engaging staff better.
Fe wnaeth y gweithdy yma gan Mandy Williams, Rheolwr Cyfranogaeth Cymru, rhoi’r cyfle i edrych ar y berthynas rhwng ymgysylltu effeithiol gyda staff a gwell ymgysylltu gyda staff.
Edrychodd cyfranogwyr ar y manteision o ymgysylltu’n effeithiol gyda staff, wnaethon nhw ystyried sut beth yw bod yn weithiwr sy’n ymgysylltu ac fe wnaethon nhw glustnodi ffyrdd o ymgysylltu'n well gyda staff.
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• How to Apply for the Fortune Best Companies to Work For Lists
• Eligibility and Deadlines
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We've been studying employee engagement for the last 25 years. What have we learnt in that time and what is next for the study and practice of employee attitudes and leadership?
1. National context –are we making our mark?
• The UK National Strategy and Target for Outward Student Mobility
•International context: mobility rates by country
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• A picture of participation (who, what, where?)
• Widening participation in outward mobility (findings and current practice)
• The value of outward student mobility: UUKi’sGone International cohort studies
3. The Go International: Stand Out campaign
• activities and how to get involved
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We have all been told about the benefits of building a network of contacts, but what can you do if you don’t like ‘networking’? In this talk I will show how I used social media and external organisations to build up my list of contacts and gain a good reputation in HE for my work in data management.
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
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Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
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2. Why should HE managers be
interested in engagement?
• Employee engagement is seen as key to
improved business performance and employee
wellbeing.
• CIPD research has repeatedly shown the links
between the way people are
managed, employee attitudes and business
performance.
• When employers deliver on their commitments to
employees they reinforce employees’ sense of
fairness and trust in the organisation.
• Line managers are key to the link between
employee performance and ‘discretionary
behaviour’ by employees.
3. Why should HE managers be
interested in engagement?
A poorly engaged workforce tends to:
• Have lower performance levels
• Pay lower attention to quality issues
• Be less innovative
• Have higher levels of absenteeism
• Has higher labour turnover
• Be less likely to recommend their workplace (or
its products) to others
4. 2009 McLeod Review
The McLeod Review of employee engagement –
conducted for the UK government in 2009 –
recommended:
• The government should work to raise awareness
of the benefits of engagement and the
techniques to achieve these.
• A senior sponsor group should be set up to
boost understanding.
• The government and its agencies should work
together to ensure that support is tailored to the
needs of different sectors.
6. What do we mean by employee
engagement?
• ‘A combination of commitment to the
organisation and its values and a willingness to
help out colleagues (organisational citizenship).
• It goes beyond job satisfaction and is not simply
about motivation.
• Engagement is something an employee has to
offer; it cannot be required as part of the
employment contract’.
CIPD
7. What does research show?
• CIPD engaged a research team led by Kingston
University to measure and analyse levels of
engagement.
• Three main measures – social, affective and
intellectual engagement.
• Social engagement is actively seeking
opportunities to discuss work with colleagues.
• Affective engagement is feeling positive about
doing a good job
• Intellectual engagement is thinking hard about
the job and how it could be done better.
8. CIPD Research Findings
The research measured these factors in terms of both degree
(how engaged was the employee?) and frequency (how
often was the employee engaged?).
Degree of engagement
• 8% strongly engaged
• 70% moderately engaged
• 1% very weakly engaged
• 21% neither engaged nor disengaged
Frequency of engagement
• 18% engaged on a daily basis
• 59% engaged ‘once a week’
• 22% engaged ‘a few times a year’
• 1% report never being engaged
9. CIPD Research Findings
• Scores for social engagement were lowest
• Scores for affective engagement were highest
• Scores for intellectual engagement were
intermediate.
Why do we think this might be the case?
10. More CIPD research findings
• Women more likely to be engaged than men
• Older workers are more engaged than younger
• New recruits more engaged than long stayers
• Managers are more engaged than other staff
• Those on flexible contracts more engaged than
those who are not.
• Public sector workers show higher levels of
social and intellectual engagement while private
sector workers are more engaged affectively.
• Question: What are employees engaging with
and what are implications for the organisation?
11. What are employees engaged
with?
• Tasks, work or the job
• Colleagues and work teams
• Line managers
• Their profession
• The organisation
• Clients and customers
• Their families and friends
12. Sectors with the most engaged
and disengaged employees
Engaged employees
• HR consulting and training (46%)
• Energy/utilities (40%)
• Legal and business services (34%)
• Association/not for profit (34%)
Disengaged employees
• Academia and HE (23%)
• High technology (24%)
• Chemicals (24%)
• Retail (24%)
• Government (25%)
Blessing White (2008)
13. Drivers of engagement
• Opportunities to feed your views upwards
• Feeling well informed about what is happening in the
organisation
• Believing that your manager is committed to the
organisation.
• Involvement in decision making
• Freedom to voice ideas, to which managers listen
• Feeling enabled to perform well
• Having opportunities to develop your job or role
• Feeling the organisation cares about your health and
wellbeing
• Matching people to the right jobs.
15. Assessment tools
• The engagement survey
• The employee survey
• The manager’s interview
• Customer surveys
16. Manager strategies for
engaging employees
• Allowing workers to feed their views (employee
voice) up the organisation.
• Keeping employees informed about what is
going on in the organisation.
• Employees need to see that their managers are
engaged with the organisation’s values and
objectives in order to feel engaged.
• Having fair and just management processes for
dealing with performance issues.
17. Strategies for engagement:
CIPD research findings
• ‘Meaningfulness’ is the most important driver of
engagement for all employee groups.
• Two-thirds of employees found meaning in their
work.
• Senior management vision and communication
are key drivers whereas senior management
effectiveness is negatively related to
engagement.
• Positive perceptions of one’s line manager are
strongly linked with engagement.
18. Conclusions? What can you do to be
effective in engaging employees?
• Involve employees in decisions affecting their
work.
• Be prepared to listen to employee voice and act
upon it
• Communicate key organisational messages
• Provide a motivational model – show enthusiasm
for own work
• Think about job design and new methods of
working to engage colleagues
• Offer help with job development opportunities