This document provides an overview and action plan for improving employee engagement at ABC based on its most recent survey results. The key points are:
1) ABC's overall engagement score increased to 62% but remains below the desired benchmark of 80%; the highest scoring drivers were direct supervisor and culture while development, compensation, and trust in senior leadership showed the most room for improvement.
2) An analysis of the highest and lowest rated questions found that direct managers are working well but the culture is not seen as safe or productive and compensation is an issue.
3) Action plans should focus on high-impact areas like trust in senior leadership, an inclusive culture, and openness to new ideas, using the SMART framework
You'll find valuable information about how to conduct successful employee surveys and best practices for implementing changes. This presentation is for leaders in small to mid-sized businesses, HR executives, COOs, and anyone who's interested in conducting employee surveys.
If you’re planning to launch an employee experience program, you’ll have more to do than choose survey questions. Creating an effective–and doable– employee communications strategy is essential. Prior to the survey, you should plan to deploy communication that increases awareness and inspires employees to participate. During the survey, you should seek to motivate employees to action within the given time-frame. After the survey, you’ll want to share what you learned and what you plan to do about it. Here’s how to do it.
This presentation is about Employee Engagement Survey process and how it is carried out in the organisation. This presentation takes demo figures for understanding of the presentation
This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
You'll find valuable information about how to conduct successful employee surveys and best practices for implementing changes. This presentation is for leaders in small to mid-sized businesses, HR executives, COOs, and anyone who's interested in conducting employee surveys.
If you’re planning to launch an employee experience program, you’ll have more to do than choose survey questions. Creating an effective–and doable– employee communications strategy is essential. Prior to the survey, you should plan to deploy communication that increases awareness and inspires employees to participate. During the survey, you should seek to motivate employees to action within the given time-frame. After the survey, you’ll want to share what you learned and what you plan to do about it. Here’s how to do it.
This presentation is about Employee Engagement Survey process and how it is carried out in the organisation. This presentation takes demo figures for understanding of the presentation
This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
Managing an employee engagement survey can be difficult. Learn how PULS can accelerate your employee engagement program by giving you constant feedback.
Have you ever wondered why is employee engagement important? What specific research, stats, and facts stand behind the importance of employee engagement?
Well, if yes, then you’ve come to the right place!
In the presentation, we’ve put together the most prominent employee engagement data available today.
Talent is Here to Stay: Best Practices for Employee EngagementCornerstone OnDemand
The million dollar question these days for HR is: how can companies keeping employees engaged over the long-term? It's not just about perks and benefits - check out these creative must-do's for building employee engagement at your organization.
For more information, visit www.csod.com.
Keeping Employees Engaged In The WorkplaceJumpstart:HR
Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.
Twitter: http://www.twitter.com/jumpstarthr
Facebook: https://www.facebook.com/jumpstarthr
LinkedIn: http://www.linkedin.com/company/jumpstart-hr
Sign up for our newsletter and learn "What HR Can Learn from Steve Jobs.": http://www.eepurl.com/jAbNf
Measurement is the first step that leads to control and eventually to improvement. If you cannot measure something, you cannot understand it. If you cannot understand it, you cannot control it. If you cannot control it, you cannot improve it.” ― H. James Harrington
Workplace surveys are one of the most common tools used to sense employee pulse and learn what is important to employees. They are generally used to measure satisfaction levels, concerns, and confidence at work. Surveys provide hidden insights on specific as well as broad issues that go unnoticed by the management.
However, conducting a survey is only the first step towards greater engagement. The biggest failure of a survey happens when a survey is conducted before any action is taken for the last survey conducted. Creating a plan to act on the results and implement changes that are visible to others is equally important.
Employee Engagement Best Practices: Survey Process Tips to Improve Trust, Acc...Qualtrics
To view the on-demand webinar for this presentation see the below link: https://success.qualtrics.com/survey-process-tips-watch.html?utm_source=slideshare
Measuring employee engagement can drive positive organizational change and increase revenue, retention, and overall productivity. However, mismanaging your employee engagement program can actually decrease trust, accountability, and empowerment amongst employees.
Join Qualtrics and Sarah Marrs, Employee Engagement Specialist, as we discuss common pitfalls that undermine engagement programs along with some practical tips to ensure a successful experience.
Developing your Employee Engagement Strategy for Business Success: Part 2People Lab
Employee Engagement is a term used in organisations around the world, but how do you actually do it? In part 2 of this presentation, People Lab's Director Emma Bridger looks at the key components of the concept, helping you to understand how you can create successful, sustainable engagement.
Building an Action Plan From the Federal Employee Viewpoint Survey: Steps to ...AchieveGlobal
AchieveGlobal proposes a five-step process that every agency can take to make improvements in workplace environments and productivity, and, at the same time, launch solutions that support long-term culture change initiatives.
Many research shows that employees who are more than satisfied, are engaged, bring a direct value to the bottom line of an organization.
Cultural chemistry aligns HR Processes to the desired organizational culture to increase employee engagement.
This presentation shows the focus areas and how to implement a strong employee engagement strategy.
Professional Growth and Employee Engagement (Part 1)Stephen Shinnan
Professional growth, career growth, and feeling one makes a contribution are consistently the most important drivers of employee engagement in most organizations. Get these right, and you have a much better chance of having a high level of engagement. However, the quintessential challenge faced by most organizations in today’s day and age is that the traditional approaches to career have changed, and there just aren’t enough positions to satisfy all of that talent that need a promotion to stay engaged.
Join Norm Baillie-David as he discusses the role of professional growth in employee engagement, and shares how the most successful organizations are meeting this challenge head on. The results may surprise you!
AOHC Webinar - How London InterCommunity Health Centre Used their Employee En...TalentMap
Join Michelle Hurtubise, Executive Director of the London InterCommunity Health Centre and Sean Fitzpatrick of TalentMap, as they take you through the reasons to conduct an Employee Engagement survey, the plan, communication, deployment, and how did they implement the action planning from the results to drive positive change.
ADDITIONAL TOPICS:
• TalentMap Offering to AOHC Members
• What’s In It For Me
• Employee Engagement for Dummies – Soft Copy
• Free Monthly Webinars On Organizational Hot Button Issues
Executive Briefing on the value of Employee Engagement and the dangers of dis-engaged and un-engaged employees. Contact Lighthouse Leadership Solutions at 800-592-6510 to learn how we can help you engage your employees.
The Engagement Roadmap
4 Ways to Improve Engagement Scores Using Your Own HR Strategy & Technology
With all the buzz about engagement over the past few years, the reality is that most programs are not generating measurable, bottom-line results. But the problem is not necessarily what you are doing, but rather how you are doing it!
While many of these engagement ideas sound great on the surface, the reality is "bolting on" various engagement tools only creates a more complicated, expensive and ineffective approach. It's time to stop forcing engagement and start integrating it.
In this informative, new webinar we will share relevant and realistic ways to improve your engagement scores using the HR strategies and technology you already use every day! No more bolting on software - no more engagement plans of the month - these are real-life case studies, statistics and strategies you can use today to integrate and improve your engagement scores.
Learn 4 ways strategic HR departments are using integrating engagement including:
1. Engaging Applicants - how to increase the number of quality hires with less work
2. Engaging Employees - the guaranteed way to cut turnover 20% in your first year!
3. Engaging Line Managers - how to get managers to embrace your engagement program
4. Engaging the C-Suite - how to get buy-in for your engagement goals
Plus, get the template for creating your own Engagement Roadmap! If you have an employee engagement initiative this year – you won’t want to miss this webinar. This content-packed webinar is great for HR leaders and management of virtually any sized company.
To learn more, visit http://hrsoft.com
Understand the difference between "satisfaction" and "engagement" plus what process I believe will get the most engagement levels for human capital within organisations.
After The Employee Engagement Survey: Now What? Best Practices in Communicati...Stephen Shinnan
The results are in. The presentation to the leadership team went well, and all eyes turn to you as the CEO utters those famous words: So, what are the next steps? You’ve been anticipating that, and have loads of questions:
How should we cascade the results to managers and staff? Is there are a right way and a wrong way? What are the best practices?
How do we go about action planning?
What should we focus on?
How do I deal with groups that don’t want to follow the organizational approach, i.e. they want to do their own thing?
How do I satisfy the people who don’t accept the organization’s results and think their group is different?
Join Norm Baillie-David, SVP Consulting, as he draws from numerous case studies and success stories to provide best practices in how to proceed after the survey to ensure that your survey investment is maximized and that you do the right things right to improve employee engagement in your organization.
When do you consider your employee survey to be complete?
Once all of your employees have taken the survey
Once your organization has received the data
After you’ve shared a couple of reports with senior management
Find out why employee surveys should be an ongoing process, where the actions taken post-survey are even more important than the survey itself. Ignoring post-survey steps can be more detrimental to Employee Engagement and Satisfaction than not conducting the survey in the first place. In this presentation, we discuss essential post-survey steps, the importance of creating an ongoing survey process, why Engagement matters, and how to create a culture of Engagement.
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
Managing an employee engagement survey can be difficult. Learn how PULS can accelerate your employee engagement program by giving you constant feedback.
Have you ever wondered why is employee engagement important? What specific research, stats, and facts stand behind the importance of employee engagement?
Well, if yes, then you’ve come to the right place!
In the presentation, we’ve put together the most prominent employee engagement data available today.
Talent is Here to Stay: Best Practices for Employee EngagementCornerstone OnDemand
The million dollar question these days for HR is: how can companies keeping employees engaged over the long-term? It's not just about perks and benefits - check out these creative must-do's for building employee engagement at your organization.
For more information, visit www.csod.com.
Keeping Employees Engaged In The WorkplaceJumpstart:HR
Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.
Twitter: http://www.twitter.com/jumpstarthr
Facebook: https://www.facebook.com/jumpstarthr
LinkedIn: http://www.linkedin.com/company/jumpstart-hr
Sign up for our newsletter and learn "What HR Can Learn from Steve Jobs.": http://www.eepurl.com/jAbNf
Measurement is the first step that leads to control and eventually to improvement. If you cannot measure something, you cannot understand it. If you cannot understand it, you cannot control it. If you cannot control it, you cannot improve it.” ― H. James Harrington
Workplace surveys are one of the most common tools used to sense employee pulse and learn what is important to employees. They are generally used to measure satisfaction levels, concerns, and confidence at work. Surveys provide hidden insights on specific as well as broad issues that go unnoticed by the management.
However, conducting a survey is only the first step towards greater engagement. The biggest failure of a survey happens when a survey is conducted before any action is taken for the last survey conducted. Creating a plan to act on the results and implement changes that are visible to others is equally important.
Employee Engagement Best Practices: Survey Process Tips to Improve Trust, Acc...Qualtrics
To view the on-demand webinar for this presentation see the below link: https://success.qualtrics.com/survey-process-tips-watch.html?utm_source=slideshare
Measuring employee engagement can drive positive organizational change and increase revenue, retention, and overall productivity. However, mismanaging your employee engagement program can actually decrease trust, accountability, and empowerment amongst employees.
Join Qualtrics and Sarah Marrs, Employee Engagement Specialist, as we discuss common pitfalls that undermine engagement programs along with some practical tips to ensure a successful experience.
Developing your Employee Engagement Strategy for Business Success: Part 2People Lab
Employee Engagement is a term used in organisations around the world, but how do you actually do it? In part 2 of this presentation, People Lab's Director Emma Bridger looks at the key components of the concept, helping you to understand how you can create successful, sustainable engagement.
Building an Action Plan From the Federal Employee Viewpoint Survey: Steps to ...AchieveGlobal
AchieveGlobal proposes a five-step process that every agency can take to make improvements in workplace environments and productivity, and, at the same time, launch solutions that support long-term culture change initiatives.
Many research shows that employees who are more than satisfied, are engaged, bring a direct value to the bottom line of an organization.
Cultural chemistry aligns HR Processes to the desired organizational culture to increase employee engagement.
This presentation shows the focus areas and how to implement a strong employee engagement strategy.
Professional Growth and Employee Engagement (Part 1)Stephen Shinnan
Professional growth, career growth, and feeling one makes a contribution are consistently the most important drivers of employee engagement in most organizations. Get these right, and you have a much better chance of having a high level of engagement. However, the quintessential challenge faced by most organizations in today’s day and age is that the traditional approaches to career have changed, and there just aren’t enough positions to satisfy all of that talent that need a promotion to stay engaged.
Join Norm Baillie-David as he discusses the role of professional growth in employee engagement, and shares how the most successful organizations are meeting this challenge head on. The results may surprise you!
AOHC Webinar - How London InterCommunity Health Centre Used their Employee En...TalentMap
Join Michelle Hurtubise, Executive Director of the London InterCommunity Health Centre and Sean Fitzpatrick of TalentMap, as they take you through the reasons to conduct an Employee Engagement survey, the plan, communication, deployment, and how did they implement the action planning from the results to drive positive change.
ADDITIONAL TOPICS:
• TalentMap Offering to AOHC Members
• What’s In It For Me
• Employee Engagement for Dummies – Soft Copy
• Free Monthly Webinars On Organizational Hot Button Issues
Executive Briefing on the value of Employee Engagement and the dangers of dis-engaged and un-engaged employees. Contact Lighthouse Leadership Solutions at 800-592-6510 to learn how we can help you engage your employees.
The Engagement Roadmap
4 Ways to Improve Engagement Scores Using Your Own HR Strategy & Technology
With all the buzz about engagement over the past few years, the reality is that most programs are not generating measurable, bottom-line results. But the problem is not necessarily what you are doing, but rather how you are doing it!
While many of these engagement ideas sound great on the surface, the reality is "bolting on" various engagement tools only creates a more complicated, expensive and ineffective approach. It's time to stop forcing engagement and start integrating it.
In this informative, new webinar we will share relevant and realistic ways to improve your engagement scores using the HR strategies and technology you already use every day! No more bolting on software - no more engagement plans of the month - these are real-life case studies, statistics and strategies you can use today to integrate and improve your engagement scores.
Learn 4 ways strategic HR departments are using integrating engagement including:
1. Engaging Applicants - how to increase the number of quality hires with less work
2. Engaging Employees - the guaranteed way to cut turnover 20% in your first year!
3. Engaging Line Managers - how to get managers to embrace your engagement program
4. Engaging the C-Suite - how to get buy-in for your engagement goals
Plus, get the template for creating your own Engagement Roadmap! If you have an employee engagement initiative this year – you won’t want to miss this webinar. This content-packed webinar is great for HR leaders and management of virtually any sized company.
To learn more, visit http://hrsoft.com
Understand the difference between "satisfaction" and "engagement" plus what process I believe will get the most engagement levels for human capital within organisations.
After The Employee Engagement Survey: Now What? Best Practices in Communicati...Stephen Shinnan
The results are in. The presentation to the leadership team went well, and all eyes turn to you as the CEO utters those famous words: So, what are the next steps? You’ve been anticipating that, and have loads of questions:
How should we cascade the results to managers and staff? Is there are a right way and a wrong way? What are the best practices?
How do we go about action planning?
What should we focus on?
How do I deal with groups that don’t want to follow the organizational approach, i.e. they want to do their own thing?
How do I satisfy the people who don’t accept the organization’s results and think their group is different?
Join Norm Baillie-David, SVP Consulting, as he draws from numerous case studies and success stories to provide best practices in how to proceed after the survey to ensure that your survey investment is maximized and that you do the right things right to improve employee engagement in your organization.
When do you consider your employee survey to be complete?
Once all of your employees have taken the survey
Once your organization has received the data
After you’ve shared a couple of reports with senior management
Find out why employee surveys should be an ongoing process, where the actions taken post-survey are even more important than the survey itself. Ignoring post-survey steps can be more detrimental to Employee Engagement and Satisfaction than not conducting the survey in the first place. In this presentation, we discuss essential post-survey steps, the importance of creating an ongoing survey process, why Engagement matters, and how to create a culture of Engagement.
For most of my career I had no idea how to stem passive-aggressive behavior, management insecurity, laziness, lack of foresight, pessimism, complaining, or poor quality work.
Second day of an in-house course delivered to line managers and departmental heads for a Midlands-based manufacturer, following positive feedback from the previous event .
Murmur 15 is a free employee engagement survey and people intelligence platform. This guide will walk you through your account setup, how to deploy the Murmur 15 survey and how to understand what the data means.
Webinar Slides: How Nestlé Waters Launched an Employee Engagement Program to ...SocialChorus
In this webinar, you will learn from Brad Wentz, Internal Communications Manager at Nestlé Waters, on how he uses a mobile communication solution to connect all employees with the essential company news and information they need to thrive.
Employee engagement is not an exact science. So far, the whole concept has been built on HR experience, positive phycology and business models that engage a company’s talent towards a productive culture of success.
At the core of employee engagement, similar to any company’s foundation, are some values. These values determine the why, how and what of that company, presumably.
In today’s economy, you’re building your company brand both through external as well as internal efforts. Playing two battlefields at the same time can prove to be tricky, that’s why some companies decide to focus their resources only on the external branding front. Meanwhile, they neglect their internal environment, failing to provide an engaging, challenging and appealing workplace.
Enters talent management. A grey area where an HR manager meets a Talent Manager/Chief Happiness Officer. Confusing? Yes. And if it’s confusing for the person actually holding that position, imagine what it does to the employees he or she is supposed to be engaging.
So, we came up with 25 ideas that can save a manager in need of some inspiration. Enjoy!
15 Employee Engagement activities that you can start doing nowHppy
Trying to find new employee engagement activities to boost productivity in your company?
We thought you might, now that these long summer days make it difficult to focus and give 110% at work. But we also thought this is a great time to plan a proper employee engagement strategy that focuses on long-term growth and retention.
Whether you’re simply browsing for some ideas that might boost up morale or if you’re putting down the final details for your HR strategy, here are 15 employee engagement activities that you should try!
The Trick to Employee Engagement—It’s Not What You ThinkTKMG, Inc.
Recorded webinar: http://slidesha.re/1jKoeY6
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Much of what you read about employee engagement is filled with feel-good advice, the effects of which are largely immeasurable, intangible, and…frankly, ineffective. Even the most popular employee engagement surveys miss the mark in measuring what truly matters.
Outstanding organizations have a unique way of helping each employee realize his or her full potential, while generating significant business results. In this webinar, business performance expert and author of The Outstanding Organization Karen Martin, and Jostle CEO Brad Palmer gave a lively and thought-provoking presentation.
You'll learn:
-The three essential conditions for realizing high levels of engagement:
-Why employee selection and onboarding is the SINGLE MOST IMPORTANT process to nail in any business
-How to use continuous improvement, critical thinking and problem solving as your central means to engage employees
-How to prepare leaders for a new way of operating
38 Employee Engagement Ideas Your Team Will LoveElodie A.
Team building is an important part of making employees happy. Here are 38 employee engagement ideas you can use right away with your team.
Read more on Officevibe blog:
https://www.officevibe.com/blog/employee-engagement-ideas-team-will-love
Learn more about Officevibe, the simplest tool for a greater workplace:
https://www.officevibe.com/
Download the FREE guide about the 10 pillars of employee engagement:
http://hs.officevibe.com/complete-guide-employee-engagement?utm_source=slideshare&utm_medium=social&utm_campaign=38-engagement-ideas-your-team-will-love&utm_content=employee-engagement-ebook
TEDx Manchester: AI & The Future of WorkVolker Hirsch
TEDx Manchester talk on artificial intelligence (AI) and how the ascent of AI and robotics impacts our future work environments.
The video of the talk is now also available here: https://youtu.be/dRw4d2Si8LA
3 Things Every Sales Team Needs to Be Thinking About in 2017Drift
Thinking about your sales team's goals for 2017? Drift's VP of Sales shares 3 things you can do to improve conversion rates and drive more revenue.
Read the full story on the Drift blog here: http://blog.drift.com/sales-team-tips
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.
Deloitte Core Beliefs and Culture Surveyadigaskell
The 2013 Deloitte Core Beliefs & Culture Survey is designed to explore the concept
of workplace culture, as defined by a set of timeless core values and beliefs, as a
business driver
Giving and receiving feedback can be intimidating, but that doesn't make it any less important for leaders, employees and the business. But how do you make feedback discussions an effective driver of employee engagement, retention and productivity?
Join us for this one-hour webinar where we'll share real-world strategies for fostering a culture of feedback in your organization.
You'll gain insights into:
How continuous coaching strengthens work relationships
The role of feedback in ongoing performance management
Tips for giving, receiving and interpreting feedback
Financial services & Performance Management - what works, what's BLAH, what t...Hedda Bird
Appraisals, performance reviews - call it what you like, the financial services sector is under huge pressure to deliver culture change. A critical part of the solution is building performance management processes and practice with the goals, behaviours and measures that will drive the ethics and cultures demanded from regulatory bodies. every HR or OD professional in the sector is grappling with this challenge - here's an overview of research showing what works in practice.
Determine the organizational structure and design with the help of Organizational Planning PowerPoint Presentation Slides. Showcase various levels of company leadership hierarchy which assist in setting goals, monitoring results, and building a strong company. Utilize our content-ready organization management PPT slide deck and depict the current situation to analyze problem areas and company performance indicators. Effectively discuss the objectives of the management with the present level and target level task responsibilities. You can present an organizational development action plan based on themes like values and culture, people, structure, and system. This business planning PPT slideshow covers processes for the development of organizations with directions and tools to be used. We have also listed management styles with their features and their impact on organization and success rate. Also, management skills training with employees name, goals of training, need for training, and estimated cost. Furthermore, these organizational framework PPT visuals cover topics like leadership and control, communication at the workplace, work culture improvement plan, etc. Also depict the role of HR consulting in redesigning organizational structure, the role of team members, etc. by downloading ready-to-use organization structure PowerPoint infographics. https://bit.ly/3tCGrzG
Prezentare Doru Dima 2 - The Leader’s Guide to Motivating Employees Without M...Computaris
Prezentare Doru Dima 2 - The Leader’s Guide to Motivating Employees Without Money
Conferinta Internationala "Great People Choose Best Practices", editia a VIII-a, 5-7 octombrie 2011, Brasov
Sursa: Profiles International
5 Essentials to Modern Performance ManagementSaba Software
The way we work today has changed. When it comes to modernizing the performance management process in an organization, annual reviews and competencies don’t cut it anymore. Focusing on informal performance check-ins is a start, but it’s not enough.
In this presentation, we discuss how you can make a strategic shift in your performance management program with the 5 essential elements to creating a high-performance culture.
Gain insights into:
• Why—and how—organizations that engage in strategic performance management outperform their competitors
• Best practices for implementing performance processes that align, engage and inspire your people
• And how it all integrates into your talent management framework
As performance management continues to evolve from an isolated HR-driven process to an intrinsic part of everyday business rhythms, discover why you should emphasize increased engagement through employee satisfaction and contribution.
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.
This presentation was presented by Rami Barqouni on how to manage and develop your field service techs into talents benefitting your business and organizational strategy
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
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.
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Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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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Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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2. Topics for Discussion
•
Engagement Principles.
•
Financial and Environmental Impact of High Engagement.
•
ABC Engagement Trending Analysis.
•
Highest and Lowest Items.
•
Summary Observations.
•
Creating Engagement Action Plans.
3. Outline of Engagement
Definition of Engagement - The degree to which employees are willing to expend discretionary effort on
behalf of that with which they have an significant affinity.
The 8 Drivers
Direct Supervisor
Senior Leadership
Rewards/Compensation
Benefits
Selection and On-Boarding
Work and Environment
Development
Culture
Engagement is primarily a function of the number and strength of connections an employee has with their employer. It is especially important to foster a culture where employees can have opportunities to see
their employer as more than a paycheck and their work as something that they do not somewhere that they go.
Two Levels of Engagement
Elevated
Employees value, enjoy, and believe in their work and the organization
Engagement
Employees believe the organization, manager, and team supports them - basic financial,
Foundational
Engagement
performance, and support exists
4. Outline of Engagement- continued
High Engagement drives higher financial performance
For example, in 2010, organizations with engagement levels of 65 percent or greater outperformed the total stock market index and posted total shareholder
returns 22 percent higher than average. On the other hand, companies with engagement of 45 percent or less had a total shareholder return that was 28 percent
lower than the average return in 2010. –Aon Hewitt
Low Engagement drives higher attrition
* Source DecisionWise.com
Attrition within the disengaged departments of high tech companies is nearly twice as high as those with high engagement scores.
The Importance of Senior Leadership
High engagement involves effort from everyone but begins with the C-Suite executives. These leaders cast a long shadow and set the tone for the organization’s habits,
emotional intelligence, and culture. For this reason, leaders need to become the biggest engagement strategy enthusiasts in the company.
Aon Hewitt Global Engagement Trends - “Employee engagement has a
lagged relationship with key economic indicators”
5. ABC Trend Analysis
ABC has 62% Engagement Overall. This is an increase of 8 points over 2011. Our scores are now on par with global benchmarks but below the world class engagement we are seeking of 80% plus. Each
score measures the portion of respondents selecting “Strongly Agree” or “Agree” to each question.
Individual driver scores are as follows:
Driver
2012
Score
2011
Score
YoY
Change
Driver
2012
Score
2011
Score
YoY
Change
Direct Supervisor
72%
65%
7%
Selection
61%
57%
4%
Sr. Leadership
57%
47%
10%
Work /
Environment
68%
64%
4%
Development
51%
45%
6%
Compensation*
51%
44%
7%
Culture
61%
55%
6%
Benefits
65%
60%
5%
The biggest improvements were in Sr. Leadership (+10%), Compensation (+7%), and Direct Supervisor (+7%). Despite significant improvements Development, Compensation*, and Sr.
Leadership continue to be the areas with the greatest potential for improvement.
The executive staff and extended leadership team will be responsible for creating action plans based on internal and external suggestions but we as leaders need to facilitate conversations with
employees to tap their potential for great ideas to improve our workplace.
*Compensation driver has traditionally low normative data associated with it
6. Lowest and Highest Rated
Lowest Rated
Driver
2012
2011
I receive an appropriate amount of training to perform my job responsibilities
At my company it is safe to take business risks
Development
Culture
38%
39%
31%
33%
YoY
Change
7%
6%
My compensation is fair and equitable with the marketplace based on my job level
and experience
Compensation
42%
36%
6%
I feel my compensation is fair based on the company's compensation program*
Compensation
47%
41%
6%
I have an effective coach or mentor for my professional development
My company is inclusive and recognizes the contributions of everyone*
Senior leadership is committed to employee development
I have a challenging professional development plan*
Development
Culture
Sr. Leadership
Development
48%
49%
49%
51%
40%
43%
37%
46%
8%
6%
12%
5%
Question
Highest Rated
Question
Driver
2012
2011
YoY
Change
I believe my company has a culture of integrity
Culture
74%
70%
4%
Benefits
Supervisor
Culture
Supervisor
Supervisor
Work/Environment
Supervisor
74%
75%
76%
76%
78%
79%
85%
70%
69%
69%
68%
72%
78%
80%
4%
6%
7%
8%
6%
1%
5%
I understand my company’s benefits options
My manager encourages and supports innovative ideas
My company cares deeply about customer satisfaction
My manager clearly communicates departmental priorities and goals
My manager treats everyone fairly
My work makes a difference at my company
I am given an appropriate amount of freedom to do my job
* New to the list in 2012
+ ABC is a better place to work this year than last year, I had an opportunity to discuss the previous organizational survey results with a member of management, and I trust Senior Leadership to keep the interests of employees in mind
all came off the lowest rated list for 2012
7. Lowest and Highest Agreement
Lowest Agreement (Highest Standard Deviation)
•
I trust senior leadership to keep the interests of the employees in mind.
•
I receive an appropriate amount of training to perform my job responsibilities.
•
My compensation is fair and equitable with the marketplace based on my job level and experience.
•
I had an opportunity to discuss the previous organizational survey results with a member of management.
•
I have an effective coach or mentor for my professional development.
Highest Agreement (Lowest Standard Deviation)
•
My work makes a difference at my company.
•
I understand my company’s benefits options.
•
I am given an appropriate amount of freedom to do my job.
•
Our senior leaders have shared the company's vision and strategy.
•
Job candidates are given an honest and balanced view of the company during the hiring process.
8. Summary Observations
On Highest/Lowest Rating
•
Direct managers generally are working well with their employees on day to day issues.
•
The culture is not seen as safe and productive.
•
Compensation is an issue for some employees.
•
Customer satisfaction is seen as a top priority.
•
Many people feel overworked.
•
There is a perception of bureaucracy and complexity interfering with productivity.
•
People enjoy their direct team.
On Highest/Lowest Deviation
•
Most people understand the direction of the company.
•
Most employees feel they understand the company benefits available to them.
•
There is a large divide between employee experiences.
•
Only certain people feel they are being developed.
•
Some people do not feel safe in the ABC environment.
According to Performance Point, the following items have the closest correlation with overall engagement at ABC :
•
I trust senior leadership to keep the interest of employees in mind (52%)
•
Senior leadership is open to new ideas (56%)
•
My company is inclusive and recognizes the contributions of everyone (49%)
•
Senior leadership is committed to employee development (49%)
•
I believe my company has a culture of integrity * (74%)
*New to the list in 2012
+ I work for an innovative company is the only factor removed from 2011 closest correlation list
9. Company Wide Focus Areas
High Return on Investment Ranking
Top Targets (low rating, high impact)
I trust senior leadership to keep the interests of the employees in mind.
My company is inclusive and recognizes the contributions of everyone.
High Priorities (higher rating, high impact)
• Senior Leadership is open to new ideas. *
• I believe my company has a culture of integrity.
When creating team/department action plans, ask yourself, is it SMART?
Specific
• The company keeps me informed of what I need to know.*
Measurable
• My company cares deeply about customer satisfaction.
Attainable
Relevant
• Focusing on plans bound by these criteria increases both the likelihood that they will be adopted and
Time Bound
that they will be successful.
•
Select a very few number of goals, 1-3 preferably. The more goals a team sets the more their results
will be diminished until gridlock prevents any change.
•
High Priorities
* New to list at the
Starting for 2012 top left work in a “Z” as shown in the figure. Focus on those items you determine to be
the most capable of yielding the highest return. Don’t neglect high priorities just because they have a
Z
Average Priorities
Low Return on Investment Ranking
Low Priorities
High Rating Score
Senior Leadership is committed to employee development.
Low Rating Score
•
•
•
Top
Targets
10. Managing Engagement Conversation
Leaders must recognize engagement feedback as a gift. Even when someone receives a birthday or holiday gift they
don’t immediately like, it is important to recognize that someone expended the time and effort to deliver it.
10 Steps for mediating Employee Engagement follow up conversations
1. Thank group for participation.
2. Explain purpose of meeting.
3. Create ground rules to ensure a safe environment.
4. Review the data in a logical manner.
5. Ask participants for clarification on the feedback.
6. Explore the reasons why these challenges and successes are happening.
7. Brainstorm alternative solutions.
Remember to communicate and celebrate successes as they occur!
8. Explore specific idea and courses of action. Define lead and lag indicators.
9. Create a concrete plan including milestones or metrics.
11. Managing Engagement Conversation-continued
To ensure a collaborative process it is helpful to use simple charts such as those shown below to
drive your engagement follow up conversations.
Use this table to organize your sharing and information gathering portion of the engagement follow up.
Strengths
Items:
1.
2.
3.
Comments:
1.
2.
3.
Clarifications:
1.
2.
3.
Improvement
Areas
Use this table to create actionable goals to address the highest priority / lowest rated areas of engagement in your team or function.
Issue
Actions
Owner
Milestone
Dates
Success
Criteria
12. Frequently Asked Questions
Q. If I want to compare my score with that of my overall department how do I get that information?
A. For reports which do not include an entire department (i.e. a specific leader in the Finance organization) there will be a column that shows the overall department (Finance) score.
Q. Who is responsible for creating an action plan?
A. Every manager regardless of their team size should be working on trying to improve engagement. If your team is too small for an independent report, work with your supervisor to get involved in the
one-over-one plan. Sr. Leaders will have formal action plans and along with their HR Business Partners should use discretion for which plans further down the organization need to be documented and
tracked.
Q. Are international action plans the responsibility of the function head or regional head?
A. Responsibility lies with both the functional leaders and the RLT. Functional heads will work with direct reports in different geographies to discuss individual leader and team scores. RLT leaders will be
provided with the overall regional score and should conduct focus meetings to help push overall geographic engagement.
Q. Are the most impactful action items ABC specific or industry general?
A. These are ABC specific action items resulting from Performance Point’s analysis of individual questions versus our overall engagement index.
Q. How do I determine the most impactful items for my region or function?
A. The fewer action items you develop, the greater chance you have of executing them with excellence. Look to the ABC companywide focus areas for inspiration and analyze questions where your region /
functions severely lack and select items that if enacted at your level you feel confident you could make an impact.
15. The Next Steps
Event
Date
Survey results briefing with the Executive team
12/11/2012
VP call to review high level survey results
12/19/2012
Survey results made available to all ABC leaders with scores
12/19/2012
Mandatory all ABC Manager global call(s) hosted by HR
Early January
HR Business Partners attend SVP staff meetings
•For Staff that includes international leaders Regional HR partners
to dial in by phone
Mid January
Global and Regional HR business partners follow up with the next
levels down in leadership to answer questions and advise
Late January / Early February
Action Plans completed, submitted, and reviewed by Functional,
Regional, and HR business partners
HR meets with SVPs to monitor and report on progress
Mid February
Quarterly
17. ABC Overall
Question by Question Results Sorted by Driver
ABC OVERALL ENGAGEMENT SCORE
Culture
The company keeps me informed of what I need to know
I believe my company has a culture of integrity
I work for an innovative company
My company cares deeply about customer satisfaction
62%
61%
66%
74%
60%
76%
2012
Benchmark
56%
56%
58%
65%
60%
70%
My company is inclusive and recognizes the contributions of everyone
49%
44%
43%
At my company it is safe to take business risks
Development
I have a challenging professional development plan
I receive an appropriate amount of training to perform my job
responsibilities
39%
51%
51%
37%
52%
50%
33%
45%
46%
38%
34%
31%
There are challenging opportunities and assignments for me to take on
68%
58%
63%
I have an effective coach or mentor for my professional development
48%
65%
40%
Senior Leadership
Senior leadership is open to new ideas
57%
56%
53%
60%
47%
48%
I trust senior leadership to keep the interests of the employees in mind
52%
70%
41%
Senior leadership is committed to employee development
Our senior leaders have shared the company's vision and strategy
49%
73%
44%
37%
37%
61%
Question/Driver
2012 ABC
2011 ABC
54%
55%
57%
70%
58%
69%
18. ABC Overall
Question by Question Results Sorted by Driver (continued)
Question/Driver
Manager
My manager treats everyone fairly
My manager clearly communicates departmental priorities and goals
My manager sets challenging but fair performance expectations
My manager encourages and supports innovative ideas
I regularly receive valuable feedback regarding my performance from my manager
My manager supports my development
I am given an appropriate amount of freedom to do my job
My manager recognizes and rewards me for my achievements
Benefits
Our benefits are competitive with the marketplace
I have easy access to sufficient information on all company benefits
I understand my company’s benefits options
My company has benefit options that fit my lifestyle
Selection and On-boarding
The candidate selection process is fair and objective
Job candidates are given an honest and balanced view of the company during the
hiring process
New hires are provided a strong orientation to the company, key people,
departments, and their teams
72%
78%
76%
72%
75%
62%
69%
85%
59%
65%
54%
72%
74%
61%
61%
65%
2012
Benchmark
48%
50%
34%
63%
44%
49%
43%
40%
63%
69%
73%
68%
65%
68%
64%
57%
65%
61%
60%
54%
74%
48%
2012 ABC
2011 ABC
65%
72%
68%
65%
69%
54%
59%
80%
50%
60%
47%
68%
70%
55%
57%
61%
19. ABC Overall
Question by Question Results Sorted by Driver (continued)
Question/Driver
2012 ABC
2012
2011 ABC
Benchmark
Compensation
51%
55%
44%
I understand the company's compensation program
64%
50%
56%
I feel my compensation is fair based on the company's compensation program
47%
48%
41%
My compensation is fair and equitable with the marketplace based on my job level
and experience
42%
68%
36%
Work and Environment
68%
62%
64%
My work makes a difference at my company
79%
69%
78%
There is strong collaboration and cross functional teamwork in this organization
58%
56%
53%
Working with my current team is the best way for me to grow as an employee
66%
60%
61%
Engagement Index
59%
53%
46%
I am confident ABC is moving in the right direction
68%
61%
58%
I have a promising future here
54%
48%
45%
I had an opportunity to discuss the previous organizational survey results with a
member of management
64%
N/A
39%
ABC is a better place to work this year than it was last year
53%
58%
37%
I would proudly recommend working at ABC to a friend or relative
58%
43%
49%
20. “In the modern world of business, it is useless to be a creative,
original thinker unless you can also sell what you create.”
– David Ogilvy
Former CEO of Ogilvy & Mather
“If you have built castles in the air, your work need not be lost; that
is where they should be. Now put the foundations under them."
- Henry David Thoreau
Former Author, Poet, Philosopher
21. The Art of Scalability
A Scalable Business:
Increased revenues cost less to deliver than current revenues
Cost of growing is far outweighed by resulting profits
Tries to keep its variable costs -- or the costs incurred with each
customer they gain -- low
May allow you to take on new clients without increasing your
own workload
Includes scalable ideas such as products and franchising
Includes professionals that do not have an individual mindset,
but a business mindset
22. Scalability
Service/Product Project
# of people to be trained 1000
Certification 10 people/3 days
Consulting – 2 days
$100 x 1000 = $100,000
10 x $3,000 = $30,000
Consulting $10,000
Total Revenue: $140,000
Consulting Project
$140,000
700 hours
87.5 days
$140,000 = 87.5 days versus 5 days
Which way would you rather grow?
23. Our Responsibilities
To continuously learn about industries in which we
work
– Differentiate ourselves from our competition by proving
we are more knowledgeable about our client’s
industries
– Consultants need to broaden their knowledge base
across all industries we practice in
To maintain strong business acumen
– Constantly stay updated on market/industry trends and
current events
To tailor our approach and solutions to individual
clients
– Solutions should be client-specific
– What works for one client may not work for another
24. Our Responsibilities
To push our clients to think differently about their
business
– Challenge clients to think in non-traditional ways
– Offer clients a fresh perspective to their problems
To provide higher value solutions than our
competitors
– Our clients will gain more value out of our solutions
To speak the language of our clients
– Demonstrate our knowledge by knowing industryspecific terminology
25. Our Internal Plan
Hold quarterly education sessions via video conferencing
capability and invite clients to share their knowledge with our
consultants
Administer annual client surveys to obtain feedback
Read articles and/or books as a company that relate to clients,
industries or key subject matters
Continuously share knowledge and expertise with each other in
a structured manner
Goal: Every FHSG consultant should be knowledgeable about all
of our client’s industries
26. Our Mission/Vision
We aim to help clients find the intersection between:
–
–
–
PEOPLE
CULTURE
PERFORMANCE
We should not strive to provide a product or service, or strive
to be service-oriented; we should strive to provide a real
solution with impact…and sometimes, that means challenging
our client’s mindsets.
27. Our Strategy
We will utilize our expertise to strengthen our clients
We have the essential building blocks to create healthier
organizations.
We have built the foundation needed for organizations to
succeed, but we can also transform organizations to levels they
have never seen before.
We provide companies with the opportunity to create a best in
class environment, build a better brand for its people, and
develop a culture that leads to possibilities.
28. Our Values
We will know your business and recognize your needs.
We will use our best resources to strengthen your company and
culture.
We will be accessible, responsive and most importantly,
proactive.
We will manage your costs and focus on top line growth as if it
were our own business.
We will help make your job easier.
29. Our Internal Structure
HR Foundations – Jerry, Team Lead
– Absence Management – Maria Reed
– HR Audits/Compensation – Joe Godwin
– HR Policies/Outsourcing – Richard Reinhardt
– Labor Solutions – Dave Pincus
– Recruiting – Yulanda Scott
Culture Building – Brad,Team Lead
– Culture and Employee Engagement - Brad
– Customer Engagement – To be hired
– Inclusion – Jennifer Melton
– Leadership – To be hired
30. Building Our “Practice Champions”
Each practice area will have a “champion,” who will be the principal
contact with our Marketing Coordinator and other consultants
The “Practice Champion” will:
– Work with the Marketing Coordinator and FHSG as a whole to grow
the internal practices areas by XX
– Coordinate with other “champions” and the Marketing Coordinator
to ensure consistency in developing:
–
Training materials
Marketing collateral
Products
Internal materials for training and business development
Determine ROI on new or existing products
Ex: What do we need to charge for a specific product and how many
clients do we need to have in order for us to breakeven?
31. Our Business Development Goals
Monthly
Number of Face to Face Meetings
Number of Referrals
Quarterly
Analyze the pipeline to determine where we have opportunities to
leverage
Number of Case Studies/Articles
Number of Webinars
Annually
Number of Conference Speaking Engagements
32. Our Marketing Strategy
Periodic meetings to discuss relevant marketing topics to our
business
Quarterly:
Two webinars
At least one article in a major trade publication
Hold 1-2 open sessions (per quarter) in a FordHarrison office
– We will market specific programs
– Charge more than it would typically cost per person
– 15-20 representatives from each company go through the
program
– We try to earn them as clients
Our first open session will be with Strategic Selection
33. Our Organizational Measurements
Metrics, metrics, metrics!
– Analyze the metrics and see if there are any “low hanging
fruits” to determine where we can grow
–
Our goals include:
To measure the size of client relationships (through invoices)
To measure product and service area portfolios
To maintain an annual revenue growth rate of at least 20%
To maintain a total profit percentage of 25%
To have the client retention rate of XX
To increase clients engagement to XX
34. Our Internal Education Materials
Pricing Sheets – for every product and training program
Standards – for marketing materials, participant materials,
trainer materials
Product overviews to help us understand and ask the right
questions:
– Who is impacted? How can we help? What are the benefits
of our products and services?
– Includes case studies, metrics on how our products impact
clients and client’s pain-points (how does this problem
impact the client? e.g. turnover, lawsuits)
We would also like to license material
– Invest in certifications, so that we can certify others train
37. Next 90 days
Next 90 days
– Restructure
– Set goals
– Work with accounting to changes reports and what we
measure
– Develop internal education materials
– Develop standards for training materials
– Recruit 2 business development individuals
After 90 days
– Develop standards for on-line training
– Develop product pipeline
– Develop standard pricing
– Institute the client engagement survey
– Develop staffing plan for growth