This document discusses the measurable benefits of effective internal communications within organizations. It provides evidence that internal communications can improve employee job satisfaction, morale, productivity and commitment. Strong internal communications are also linked to increased business performance, higher quality and revenues, and reduced costs from issues like absenteeism and defects. The document cites several studies that found organizations with more engaged employees through better internal communications experienced higher retention rates, productivity and financial performance.
Aligning an organization for increased productivitySaugatan
This document discusses ways to increase productivity through better alignment between organizational departments. It proposes measuring interdepartmental relationships and implementing interventions to improve collaboration over time. Key steps include identifying each department's role in the organizational value chain, understanding expectations and realities of internal relationships, surveying employees, analyzing results, and creating action plans to address issues. Past experience applying this process in a large IT company found relationship issues and improved alignment after implementing recommendations.
This document outlines the objectives and key concepts of Chapter 18, which discusses the gaps model of service quality. It introduces the five gaps in the model - the customer gap and gaps 1 through 4 within the company. It then identifies and explains the major factors that can lead to each of the four provider gaps. The gaps model and its application to understanding service quality issues are the main topics covered.
The document discusses using data to improve student success. It explains that establishing a clear vision and goals aligned to that vision is important. Data should be used throughout the organizational processes to inform decision making and ensure continuous improvement. Performance measures are selected to monitor progress towards strategic goals. Key stakeholders should be involved in setting goals and reviewing progress data.
This document provides an overview of a Balanced Scorecard presentation. It includes an agenda that covers defining and framing the Balanced Scorecard, aligning it with Lean principles, establishing roadmaps, metrics, status reporting, and scoring. Examples are provided of Balanced Scorecards for higher education strategic plans. The presentation aims to help organizations successfully implement Balanced Scorecards.
Tricia Johnson is a CPA with experience leading teams and driving process improvements. As a manager, she performed full cycle accounting, developed budgets, mentored staff, oversaw SOX controls, and created metrics reporting. Her strengths include problem solving, assessing issues quickly, building new processes, communicating vision, and breaking down silos between departments.
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
This document discusses the measurable benefits of effective internal communications within organizations. It provides evidence that internal communications can improve employee job satisfaction, morale, productivity and commitment. Strong internal communications are also linked to increased business performance, higher quality and revenues, and reduced costs from issues like absenteeism and defects. The document cites several studies that found organizations with more engaged employees through better internal communications experienced higher retention rates, productivity and financial performance.
Aligning an organization for increased productivitySaugatan
This document discusses ways to increase productivity through better alignment between organizational departments. It proposes measuring interdepartmental relationships and implementing interventions to improve collaboration over time. Key steps include identifying each department's role in the organizational value chain, understanding expectations and realities of internal relationships, surveying employees, analyzing results, and creating action plans to address issues. Past experience applying this process in a large IT company found relationship issues and improved alignment after implementing recommendations.
This document outlines the objectives and key concepts of Chapter 18, which discusses the gaps model of service quality. It introduces the five gaps in the model - the customer gap and gaps 1 through 4 within the company. It then identifies and explains the major factors that can lead to each of the four provider gaps. The gaps model and its application to understanding service quality issues are the main topics covered.
The document discusses using data to improve student success. It explains that establishing a clear vision and goals aligned to that vision is important. Data should be used throughout the organizational processes to inform decision making and ensure continuous improvement. Performance measures are selected to monitor progress towards strategic goals. Key stakeholders should be involved in setting goals and reviewing progress data.
This document provides an overview of a Balanced Scorecard presentation. It includes an agenda that covers defining and framing the Balanced Scorecard, aligning it with Lean principles, establishing roadmaps, metrics, status reporting, and scoring. Examples are provided of Balanced Scorecards for higher education strategic plans. The presentation aims to help organizations successfully implement Balanced Scorecards.
Tricia Johnson is a CPA with experience leading teams and driving process improvements. As a manager, she performed full cycle accounting, developed budgets, mentored staff, oversaw SOX controls, and created metrics reporting. Her strengths include problem solving, assessing issues quickly, building new processes, communicating vision, and breaking down silos between departments.
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
The document discusses SAP's use of learning analytics and a data-driven strategy for measuring learning outcomes. It provides examples of metrics SAP uses, such as employee engagement, retention rates, and progression. It also discusses how SAP partners with performance consulting and data science teams to govern data, define metrics aligned with business goals, and conduct time-series analyses to predict learning program impacts and inform strategy. The overall aim is to quantify the impact and value of learning using metrics and drive priorities and decisions about learning programs.
This document discusses key performance indicators (KPIs) and knowledge management. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common mistakes in creating KPIs, such as having too many KPIs not linked to key result areas. It also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Additional resources on KPIs and performance management can be found on the provided website.
The document summarizes an interview with Toni Mattison, an Associate Training Specialist for AT&T's Mobility Training and Delivery organization, about the structure and culture of the organization following mergers that formed the new AT&T. The goals of the organization are to provide effective training using strategic tools and platforms to ensure employees have the skills needed for their jobs. The merged company's history and leadership style have influenced the organizational culture, which utilizes a systematic approach and focuses on metrics. Major changes from the mergers required a change process that faced some resistance but was communicated effectively through leadership strategies and institutionalization of values and tools.
Solution Assessment Method Guide & Template by Expert ToolkitExpert Toolkit
The solution assessment method guide & template is a proven approach for evaluating business improvement solutions and initiatives across a range of essential dimensions.
The Queensland Building Services Authority plays a crucial role in regulating the building industry in Queensland. It has implemented an Integrated Systems Framework to strengthen its position as a people-oriented employer through learning and development. A Learning and Development Initiative was developed based on Kirkpatrick's evaluation model and adapted to include a fifth level measuring return on investment based on research. Evaluation of learning programs uses a methodology involving reaction, learning, application of skills, business impact, and return on investment metrics to demonstrate impact on customer satisfaction.
Organizational development is a planned, organization-wide intervention to increase effectiveness, managed from the top using behavioral science. It addresses needs like changing workforces, technologies, economies and trends. The process includes anticipating and diagnosing needed changes, planning and taking action, then evaluating and stabilizing. Interventions include behavioral, structural and technical strategies like training, team building and redesigning work. Successful change depends on readiness, high-quality solutions, acceptance and overcoming resistance through education, vision, participation and support. Outcomes are difficult to measure but change occurs in 25-50% of efforts.
The communication plan designed in AET/560 gives a vivid description of how change agents should effectively communicate and implement a new training program.
Performance management is defined as an ongoing process that aligns employee performance with organizational goals. It involves setting goals, providing feedback, observing performance, and evaluating results. The key aims of performance management are to encourage behaviors that further organizational objectives and redirect non-productive activities. It serves strategic, developmental, and administrative purposes for both the organization and employees.
Performance management is a subset of human resource management that focuses on facilitating employee development and organizational goals. The performance management cycle begins with establishing job descriptions and performance standards, then involves ongoing observation, feedback, and development. The goals of performance management are to assess and develop employee performance in order to meet organizational objectives, identify performance gaps, and provide continuous learning opportunities to improve employee capabilities. An effective performance management system communicates organizational vision and strategies, sets measurable individual and departmental goals, provides formal reviews, and links performance to rewards and career development.
This document is a resume for Selena Mitchell, who has over 25 years of experience in the pension benefits industry. She currently works as a Pension Processor at UFCW Midwest Benefits Fund, where her responsibilities include processing monthly pension checks, calculating pension payments, maintaining records, and assisting members. Previously, she worked as a Collections Secretary and Assistant Switchboard Operator at Midland Finance. She has a Bachelor's degree in Business Management and a diploma in massage therapy. Her core strengths include organizational skills, pension benefit management, customer service, and training.
This document discusses trends in change management for IT transformation projects. It covers objectives of IT transformations like increasing ROI and optimizing costs. The stages of the transformation cycle are presented, including reducing costs, charging back IT costs, and managing change. Frameworks for change management and assessing readiness for change are also summarized. The document concludes with best practices for change management from companies like Accenture and Wipro.
The document provides guidance on improving IT governance through establishing effective processes, policies, and procedures. It begins by outlining common challenges organizations face regarding IT decision-making and governance. It then describes tools available in the "Governing IT Toolbox" to help IT leaders address these challenges in three phases - managing processes, defining policies, and enforcing policies. The toolbox contains templates, guides, and other resources to help organizations inventory and assess current processes and policies, identify gaps, draft new policies and procedures, implement them, and ensure ongoing monitoring and improvement of IT governance.
1) The document discusses defining and improving accountability in organizations. It defines accountability as taking responsibility for one's actions and being answerable for resulting consequences.
2) Improving accountability is described as a transformation process that requires leadership commitment, passionate practitioners, and skilled staff. It involves identifying accountability gaps, developing strategies to address them, and taking action.
3) Different levels of ownership in accountability are identified, ranging from fully owning and being invested in accountability to resisting and resenting it. The goal is to have all staff above the bar at the higher levels of ownership.
This communication plan aims to improve employee performance at J.C. Penney through organizational change. It will be launched using Kurt Lewin's change management model in four phases: pre-change approval, creating need for change, midstream change through skills training, and confirming change. Effectiveness will be measured through surveys and feedback. Technology like meeting spaces and surveys will facilitate workshops to develop communication and coping skills. Leaders will address negative feedback openly and build trust through transparent, two-way communication to ensure continuous improvement. The goal is for employees to feel valued through involvement, leading to higher job performance, profits, and organizational success.
Brooke Shelley's 2019 AEA presentation about the importance of collaboration in creating effective program evaluations that help ensure project success.
3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
This document provides an overview of a presentation given by Lena Etuk on why measuring social impact is important. It discusses key terms related to impact measurement like outputs, outcomes and impact. Measuring social impact is important to understand if interventions are making a difference and having their intended effects. The presentation outlines the steps in the impact measurement cycle, including understanding needs, developing a program model and logic map, creating an outcome measurement framework, developing data collection and analysis plans, and implementing measurement. The goal is to learn from measurement to improve programs and demonstrate their value.
This document discusses how to achieve corporate objectives through employee engagement. It outlines John Doe's presentation for the New Standard Corporation on implementing a comprehensive employee recognition program. The presentation covers key topics like understanding employee concerns, developing an engagement strategy, implementing a points-based recognition portal called Total Vision, and anticipated 3-year results including increased employee engagement, customer satisfaction, and profits.
CIPR Inside measurement summit - 23 July 2013CIPR Inside
Our second measurement summit took place on 23 July 2013. A lively and interesting discussion and presentations on how to measure internal communication and employee engagement
The document discusses SAP's use of learning analytics and a data-driven strategy for measuring learning outcomes. It provides examples of metrics SAP uses, such as employee engagement, retention rates, and progression. It also discusses how SAP partners with performance consulting and data science teams to govern data, define metrics aligned with business goals, and conduct time-series analyses to predict learning program impacts and inform strategy. The overall aim is to quantify the impact and value of learning using metrics and drive priorities and decisions about learning programs.
This document discusses key performance indicators (KPIs) and knowledge management. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common mistakes in creating KPIs, such as having too many KPIs not linked to key result areas. It also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Additional resources on KPIs and performance management can be found on the provided website.
The document summarizes an interview with Toni Mattison, an Associate Training Specialist for AT&T's Mobility Training and Delivery organization, about the structure and culture of the organization following mergers that formed the new AT&T. The goals of the organization are to provide effective training using strategic tools and platforms to ensure employees have the skills needed for their jobs. The merged company's history and leadership style have influenced the organizational culture, which utilizes a systematic approach and focuses on metrics. Major changes from the mergers required a change process that faced some resistance but was communicated effectively through leadership strategies and institutionalization of values and tools.
Solution Assessment Method Guide & Template by Expert ToolkitExpert Toolkit
The solution assessment method guide & template is a proven approach for evaluating business improvement solutions and initiatives across a range of essential dimensions.
The Queensland Building Services Authority plays a crucial role in regulating the building industry in Queensland. It has implemented an Integrated Systems Framework to strengthen its position as a people-oriented employer through learning and development. A Learning and Development Initiative was developed based on Kirkpatrick's evaluation model and adapted to include a fifth level measuring return on investment based on research. Evaluation of learning programs uses a methodology involving reaction, learning, application of skills, business impact, and return on investment metrics to demonstrate impact on customer satisfaction.
Organizational development is a planned, organization-wide intervention to increase effectiveness, managed from the top using behavioral science. It addresses needs like changing workforces, technologies, economies and trends. The process includes anticipating and diagnosing needed changes, planning and taking action, then evaluating and stabilizing. Interventions include behavioral, structural and technical strategies like training, team building and redesigning work. Successful change depends on readiness, high-quality solutions, acceptance and overcoming resistance through education, vision, participation and support. Outcomes are difficult to measure but change occurs in 25-50% of efforts.
The communication plan designed in AET/560 gives a vivid description of how change agents should effectively communicate and implement a new training program.
Performance management is defined as an ongoing process that aligns employee performance with organizational goals. It involves setting goals, providing feedback, observing performance, and evaluating results. The key aims of performance management are to encourage behaviors that further organizational objectives and redirect non-productive activities. It serves strategic, developmental, and administrative purposes for both the organization and employees.
Performance management is a subset of human resource management that focuses on facilitating employee development and organizational goals. The performance management cycle begins with establishing job descriptions and performance standards, then involves ongoing observation, feedback, and development. The goals of performance management are to assess and develop employee performance in order to meet organizational objectives, identify performance gaps, and provide continuous learning opportunities to improve employee capabilities. An effective performance management system communicates organizational vision and strategies, sets measurable individual and departmental goals, provides formal reviews, and links performance to rewards and career development.
This document is a resume for Selena Mitchell, who has over 25 years of experience in the pension benefits industry. She currently works as a Pension Processor at UFCW Midwest Benefits Fund, where her responsibilities include processing monthly pension checks, calculating pension payments, maintaining records, and assisting members. Previously, she worked as a Collections Secretary and Assistant Switchboard Operator at Midland Finance. She has a Bachelor's degree in Business Management and a diploma in massage therapy. Her core strengths include organizational skills, pension benefit management, customer service, and training.
This document discusses trends in change management for IT transformation projects. It covers objectives of IT transformations like increasing ROI and optimizing costs. The stages of the transformation cycle are presented, including reducing costs, charging back IT costs, and managing change. Frameworks for change management and assessing readiness for change are also summarized. The document concludes with best practices for change management from companies like Accenture and Wipro.
The document provides guidance on improving IT governance through establishing effective processes, policies, and procedures. It begins by outlining common challenges organizations face regarding IT decision-making and governance. It then describes tools available in the "Governing IT Toolbox" to help IT leaders address these challenges in three phases - managing processes, defining policies, and enforcing policies. The toolbox contains templates, guides, and other resources to help organizations inventory and assess current processes and policies, identify gaps, draft new policies and procedures, implement them, and ensure ongoing monitoring and improvement of IT governance.
1) The document discusses defining and improving accountability in organizations. It defines accountability as taking responsibility for one's actions and being answerable for resulting consequences.
2) Improving accountability is described as a transformation process that requires leadership commitment, passionate practitioners, and skilled staff. It involves identifying accountability gaps, developing strategies to address them, and taking action.
3) Different levels of ownership in accountability are identified, ranging from fully owning and being invested in accountability to resisting and resenting it. The goal is to have all staff above the bar at the higher levels of ownership.
This communication plan aims to improve employee performance at J.C. Penney through organizational change. It will be launched using Kurt Lewin's change management model in four phases: pre-change approval, creating need for change, midstream change through skills training, and confirming change. Effectiveness will be measured through surveys and feedback. Technology like meeting spaces and surveys will facilitate workshops to develop communication and coping skills. Leaders will address negative feedback openly and build trust through transparent, two-way communication to ensure continuous improvement. The goal is for employees to feel valued through involvement, leading to higher job performance, profits, and organizational success.
Brooke Shelley's 2019 AEA presentation about the importance of collaboration in creating effective program evaluations that help ensure project success.
3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
This document provides an overview of a presentation given by Lena Etuk on why measuring social impact is important. It discusses key terms related to impact measurement like outputs, outcomes and impact. Measuring social impact is important to understand if interventions are making a difference and having their intended effects. The presentation outlines the steps in the impact measurement cycle, including understanding needs, developing a program model and logic map, creating an outcome measurement framework, developing data collection and analysis plans, and implementing measurement. The goal is to learn from measurement to improve programs and demonstrate their value.
This document discusses how to achieve corporate objectives through employee engagement. It outlines John Doe's presentation for the New Standard Corporation on implementing a comprehensive employee recognition program. The presentation covers key topics like understanding employee concerns, developing an engagement strategy, implementing a points-based recognition portal called Total Vision, and anticipated 3-year results including increased employee engagement, customer satisfaction, and profits.
CIPR Inside measurement summit - 23 July 2013CIPR Inside
Our second measurement summit took place on 23 July 2013. A lively and interesting discussion and presentations on how to measure internal communication and employee engagement
Performance Impact is a learning and development company that specializes in customized training programs around leadership, team performance, and service responsiveness. It provides blended learning solutions using case studies, simulations, and e-learning modules. Some of its programs include Managing@Merck, which is a three-month leadership development program used across Merck in multiple countries and languages. Performance Impact uses proprietary tools and methods to design, deliver, and measure the effectiveness of its customized learning solutions.
The document outlines an organization's strategic plan to advance membership value, governance, and finance over three goals. Goal I focuses on defining and marketing membership value through educational opportunities, an improved website, certification programs, and an inclusive membership. Goal II centers on governance restructuring and policies to enhance operations. Goal III aims to provide financial transparency and training to sections through reporting, credit monitoring, and an RFP process. Key outcomes are identified under each goal related to services, technology, recognition, and administration.
This document discusses the need for a balanced measurement system when evaluating workforce programs. It argues that solely using outcome measures like employment rates is insufficient and that measures focused on operations and processes are also needed. The document recommends using a balanced scorecard approach that considers multiple perspectives: customer, financial, internal processes, and learning/growth. This allows an organization to understand what activities and processes drive outcomes. It provides an example of how to develop objectives and measures for a customer-focused initiative around improving youth employment retention rates.
The document summarizes research conducted by Coca-Cola to understand the relationships between employee opinions, behaviors, and retention and the company's financial performance and reputation. The research found several key relationships: high employee engagement is related to improved financial results like revenue and expenses; employee retention drives higher sales volume and performance; and favorable employee opinions correlate with stronger consumer brand perception and higher market share. The results supported Coca-Cola's focus on employee experience or "People" initiatives to boost business outcomes.
Go Beyond: Going Beyond With Learning AnalyticsAggregage
This document provides an overview of an upcoming webinar titled "Going Beyond with Learning Analytics" hosted by Upside Learning. The webinar will be moderated by Rebecca Komathy and feature presentations from Amit Garg and David Wentworth. It will discuss measuring learning impact beyond basic satisfaction surveys by applying analytical models and industry examples. Attendees will learn about linking learning to business outcomes through approaches like Kirkpatrick's model, ROI analysis, and success case studies. Resources from the webinar on topics like compliance training, sales enablement, and correlating learning with job performance data will be compiled in an online toolkit.
A presentation at the Outcomes, Value & Impact: Metrics for Library Success workshop at the University of Southern California, October 1st & 2nd discussing how performance measures can be used in conjunction with management frameworks to demonstrate organizational effectiveness
The document discusses using a Balanced Scorecard approach to help organizations better execute their strategies. It provides an overview of key challenges in strategic execution and explains how the Balanced Scorecard can help by translating strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. Examples of Balanced Scorecards for different organizations are also included to illustrate how objectives, measures, targets, and initiatives can be defined for each perspective.
August 2018 internal comms measurement hour preso Paine Publishing
The document provides best practices for measuring internal, organizational, and employee communications. It discusses defining clear goals and metrics, understanding where employees get information, establishing benchmarks, and selecting appropriate measurement tools. The key steps outlined are: 1) rethinking how communication is defined, 2) understanding the information environment, 3) agreeing on measurable goals, 4) selecting benchmarks, 5) defining criteria for success, and 6) choosing tools to collect data. Measurement is important to demonstrate the impact and ROI of communications functions.
Our task as CDFIs is to deploy our loan capital as effectively and quickly as possible to meet the needs of the community. "Sales" is not a bad word in nonprofits, because you are working to make capital access equal for all. Learn how you can implement this within your own organization.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
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
The document discusses the ROI (return on investment) methodology for evaluating coaching programs. It provides an overview of the ROI process, which generates data on reaction, learning, application, business impact, ROI, and intangible benefits. The methodology involves collecting data at multiple levels to determine the impact and ROI of coaching programs. Examples of objectives for evaluating coaching programs at different levels are also provided.
This document discusses how effective communication can engage employees and impact their willingness to stay, perform, influence, and recommend their employer. It begins by noting statistics showing high percentages of disengaged or dissatisfied employees. The document then outlines strategies for communication that build understanding and engagement among employees. It provides a framework for communicating information to meet employees' key needs. Finally, it analyzes case studies of how different organizations improved engagement and outcomes through strengthened internal communication.
Engage2Elevate guide to measuring performance engagement R.O.I.Alan Chippindale
The document discusses measuring return on investment (ROI) for performance engagement programs. It provides a 7-step process for achieving ROI: 1) defining clear business cases and measurable behaviors, 2) strategic activities to increase desired behaviors, 3) inspirational communications, 4) learning data on participants, 5) personalized experiences, 6) ongoing economic measurement, and 7) using a leading talent technology platform. The document emphasizes defining quantifiable outcomes, behaviors to achieve ROI, and continuously updating measurement as the key to evaluating a performance engagement program's ROI.
Similar to Barbara fagan smith iabc houston presentation on measurement, oct. 2013 - for distribution (20)
Efficient Website Management for Digital Marketing ProsLauren Polinsky
Learn how to optimize website projects, leverage SEO tactics effectively, and implement product-led marketing approaches for enhanced digital presence and ROI.
This session is your key to unlocking the secrets of successful digital marketing campaigns and maximizing your business's online potential.
Actionable tactics you can apply after this session:
- Streamlined Website Management: Discover techniques to streamline website development, manage day-to-day operations efficiently, and ensure smooth project execution.
- Effective SEO Practices: Gain valuable insights into optimizing your website for search engines, improving visibility, and driving organic traffic to your digital assets.
- Leverage Product-Led Marketing: Explore strategies for incorporating product-led marketing principles into your digital marketing efforts, enhancing user engagement and driving conversions.
Don't miss out on this opportunity to elevate your digital marketing game and achieve tangible results!
Top Strategies for Building High-Quality Backlinks in 2024 PPT.pdf1Solutions Pvt. Ltd.
As we move into 2024, the methods for building high-quality backlinks continue to evolve, demanding more sophisticated and strategic approaches. This presentation aims to explore the latest trends and proven strategies for acquiring high-quality backlinks that can elevate your SEO efforts.
Visit:- https://www.1solutions.biz/link-building-packages/
Dive deep into the cutting-edge strategies we're employing to revolutionize our web presence in the age of AI-driven search. As Gen Z reshapes the digital realm, discover how we can bridge the generational divide. Unlock the synergistic power of PPC, social media, and SEO, driving unparalleled revenues for our projects.
Can you kickstart content marketing when you have a small team or even a team of one? Why yes, you can! Dennis Shiao, founder of marketing agency Attention Retention will detail how to draw insights from subject matter experts (SMEs) and turn them into articles, bylines, blog posts, social media posts and more. He’ll also share tips on content licensing and how to establish a webinar program. Attend this session to learn how to make an impact with content marketing even when you have a small team and limited resources.
Key Takeaways:
- You don't need a large team to start a content marketing program
- A webinar program yields a "one-to-many" approach to content creation
- Use partnerships and licensing to create new content assets
From Hope to Despair The Top 10 Reasons Businesses Ditch SEO Tactics.pptxBoston SEO Services
From Hope to Despair: The Top 10 Reasons Businesses Ditch SEO Tactics
Are you tired of seeing your business's online visibility plummet from hope to despair? When it comes to SEO tactics, many businesses find themselves grappling with challenges that lead them to abandon their strategies altogether. In a digital landscape that's constantly evolving, staying on top of SEO best practices is crucial to maintaining a competitive edge.
In this blog, we delve deep into the top 10 reasons why businesses ditch SEO tactics, uncovering the pain points that may resonate with you:
1. Algorithm Changes: The ever-changing algorithms can leave businesses feeling like they're chasing a moving target. Search engines like Google frequently update their algorithms to improve user experience and provide more relevant search results. However, these updates can significantly impact your website's visibility and ranking if you're not prepared.
2. Lack of Results: Investing time and resources without seeing tangible results can be disheartening. The absence of immediate results often leads businesses to lose faith in their SEO strategies. It's important to remember that SEO is a long-term game that requires patience and consistent effort.
3. Technical Challenges: From site speed issues to complex metadata implementation, technical hurdles can be daunting. Overcoming these challenges is crucial for SEO success, as technical issues can hinder your website's performance and user experience.
4. Keyword Competition: Fierce competition for top keywords can make it hard to rank effectively. Businesses often struggle to find the right balance between targeting high-traffic keywords and finding less competitive, niche keywords that can still drive significant traffic.
5. Lack of Understanding of SEO Basics: Many businesses dive into the complex world of SEO without fully grasping the fundamental principles. This lack of understanding can lead to several issues:
Keyword Awareness: Failing to recognize the importance of keyword research and targeting the right keywords in content.
On-Page Optimization: Ignorance regarding crucial on-page elements such as meta tags, headers, and content structure.
Technical SEO Best Practices: Overlooking essential aspects like site speed, mobile responsiveness, and crawlability.
Backlinks: Not understanding the value of high-quality backlinks from reputable sources.
Analytics: Failing to track and analyze data prevents businesses from optimizing their SEO efforts effectively.
6. Unrealistic Expectations and Timeframe: Entrepreneurs often fall prey to the allure of quick fixes and overnight success. Unrealistic expectations can overshadow the reality of the time and effort needed to see tangible results in the highly competitive digital landscape. SEO is a long-term strategy, and setting realistic goals is crucial for success.
#SEO #DigitalMarketing #BusinessGrowth #OnlineVisibility #SEOChallenges #BostonSEO
Capstone Project: Luxury Handloom Saree Brand
As part of my college project, I applied my learning in brand strategy to create a comprehensive project for a luxury handloom saree brand. Key aspects of this project included:
- *Competitor Analysis:* Conducted in-depth competitor analysis to identify market position and differentiation opportunities.
- *Target Audience:* Defined and segmented the target audience to tailor brand messages effectively.
- *Brand Strategy:* Developed a detailed brand strategy to enhance market presence and appeal.
- *Brand Perception:* Analyzed and shaped the brand perception to align with luxury and heritage values.
- *Brand Ladder:* Created a brand ladder to outline the brand's core values, benefits, and attributes.
- *Brand Architecture:* Established a cohesive brand architecture to ensure consistency across all brand touchpoints.
This project helped me gain practical experience in brand strategy, from research and analysis to strategic planning and implementation.
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Basic Management Concepts., “Management is the art of getting things done thr...DilanThennakoon
The managers achieve organizational objectives by getting work from
others and not performing in the tasks themselves.
Management is an art and science of getting work done through people.
It is the process of giving direction and controlling the various activities
of the people to achieve the objectives of an organization Management is a universal process in all organized, social and economic activities. Wherever
there is human activity there is management.
Management is a vital aspect of the economic life of man, which is an organized group activity. A
central directing and controlling agency is indispensable for a business concern. The productive
resources –material, labour, capital etc. are entrusted to the organizing skill, administrative ability
and enterprising initiative of the management. Thus, management provides leadership to a
business enterprise. Without able managers and effective managerial leadership the resources of
production remain merely resources and never become production. Management occupies such an
important place in the modern world that the welfare of the people and the destiny of the country
are very much influenced by it.
1.2 MEANING OF MANAGEMENT
Management is a technique of extracting work from others in an integrated and co-ordinated
manner for realizing the specific objectives through productive use of material resources.
Mobilising the physical, human and financial resources and planning their utilization for business
operations in such a manner as to reach the defined goals can be benefited to as management.
1.3 DEFINITION OF MANAGEMENT
Management may be defined in many different ways. Many eminent authors on the subject have
defined the term "management". Some of these definitions are reproduced below:
In the words of George R Terry - "Management is a distinct process consisting of planning,
organising, actuating and controlling performed to determine and accomplish the objectives by the
use of people and resources".
According to James L Lundy - "Management is principally the task of planning, co¬ordinating,
motivating and controlling the efforts of others towards a specific objective",
In the words of Henry Fayol - "To manage is to forecast and to plan, to organise, to command, to
co-ordinate and to control".
According to Peter F Drucker - "Management is a multipurpose organ that manages a business and
manages managers and manages worker and work".
In the words of J.N. Schulze - "Management is the force which leads, guides and directs an
organisation in the accomplishment of a pre-determined object".
In the words of Koontz and O'Donnel - "Management is defined as the creation and maintenance
of an internal environment in an enterprise where individuals working together in groups can
perform efficiently and effectively towards the attainment of group goals".
According to Ordway Tead - "Management is the process and agency which directs and guides the
operations of an organisation in realising of established aim
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Barbara fagan smith iabc houston presentation on measurement, oct. 2013 - for distribution
1. Welcome
"We Have Metrics on This?"
Building Executive Support with
Measurement
Barbara Fagan-Smith
IABC Southern Region
Mini-Conference
October 25, 2013
8. Value of measurement
Understand:
•
How you are performing in support of the business
objectives
•
How you are performing in support of your
communication objectives
•
How you are performing in comparison to peers
•
What you need to do more of, less of and differently
8
9. Levels of measurement for communication
Level 5 Financial Impact
Level 4 Business Impact
How did it impact the
bottom line?
Actual financial
savings or gains
Did the actions have
the desired impact?
Changes in program
success metrics
Did they
Level 3 Application/Behavior Change
take action?
Level 2 Knowledge Transfer
Level 1 Access/Usage
Increase in
participation, usage
and activity
What did
they learn?
Knowledge, perceptio
n change
Did the audience
receive the message?
Hits, views, attendanc
e
12. 4-step process to measure communication
4
3
2
1
Define
communication
success
Identify what
should be
measured
Identify current
metrics
Create
measurement
strategy
16. Communication dashboard questions
•
What do you hope to accomplish?
•
Who is the audience?
•
How will it be shared?
•
What actions will emerge from the information?
•
What categories of information are interesting?
•
Business objectives
•
Communication objectives
•
Employee engagement
•
Channel and vehicle performance
•
Employee satisfaction
17. Steps to build a dashboard
Based on your measurement strategy:
1.
Identify what data and information you want to track
2.
Determine what data you currently have access to and
what data you need to collect
3.
Decide how you will collect new or additional data
4.
Determine how you will assemble, design, update and
maintain the dashboard
19. The ROI Communication Benchmark
An annual survey that measures
the scope and effectiveness of
employee communication at the
world’s leading companies and
the impact of such
communication on their financial
performance.
The study’s goal is to help
companies quantify, understand
and increase the impact of their
employee communication to
deepen engagement and improve
business results.
19
21. The ROI Employee Communication Model™
A strategic planning and
management framework that
helps organizations improve the
performance of their employee
communication function.
Three core areas critical to employee communication
21
25. Our approach to the analysis
Outcome variables
Predictor variables
Survey data
3 Areas of Focus
Identify which
elements of employee
communication have
the greatest impact on
company performance
Leader and Manager Communication
Communication Infrastructure
Open Communication Culture
10 Categories
We only reported data
with a statistically
meaningful
relationship
Trust and Engagement
Message Type and Quality
Governance and Oversight
Information Sharing and Feedback
Collected data
Revenue
Change in Revenue
Profits
Change in Profits
Earnings per Share
Total Return to Investors
Social Business, etc.
60 Survey Questions
My company has a robust employee
communication measurement program.
Senior leaders regularly talk with and
listen to employees.
Managers provide recognition and
appreciation for a job well done., etc.
25
26. ROI Communication Benchmark –
staffing and budget data
Ratio of Employee Communication Professionals Per 10K Employees
25
6.2
.1
Lowest
0.1
: 10K Employees
1 : 100K Employees
Average
6.2
: 10K Employees
62 : 100K Employees
Highest
25
: 10K Employees
250 : 100K Employees
Average budget per 10K employees is $421,352
26
32. Trouble for managers
Managers understand their communication roles and responsibilities.
The employee communication team is actively involved in communication training for managers.
Managers regularly ask employees for their opinions.
Communication effectiveness among people managers is a meaningful part of the performance
management process.
32
36. Overarching recommendations
Invest in your employee communication staff
Strengthen leader and manager communication
systems, training and accountability
Measure your overall communication effectiveness
Do a custom report to see how you compare with
the benchmark
36
38. 1. Understand what your leaders care about
2. Identify communication goals that support the business go
3. Develop a measurement strategy
4. Create a dashboard
38
To start, I’d like to tell you a true story about the history of navigation at sea, which will help show the relevance and importance of measurement.Back in the early 1700s and before that, sailors could not be certain of their location at sea, not until they hit land, at least – and sometimes not even then.Even sailors with great intuition and great skills.There are any number of explorers who thought they were somewhere they weren’t. Columbus is an example of that! When he arrived in the Caribbean, he thought he was in India. That’s why those islands are called the West Indies.
Why? Well back then sailors only knew their latitude. That’s the distance one is from the equator.They had the tools to figure out how far they were in relation to the equator, but, they didn’t know their longitude – that is, how far east or west they were.So, they didn’t know how far north or south they may be. Basically, they had to guesstimate, and were often wrong.
The consequences of not knowing longitude were significant. Ships would sail to the latitude of their destination. This prevented a ship from taking the most direct route or a route with the most favorable winds and currents. This extended the voyage by days or even weeks, increasing the likelihood of short rations,which could lead to poor health or even death for members of the crew due to scurvy or starvation.As a result, such skeleton crews could put a ship at risk.Errors in navigation also resulted in many shipwrecks.Suffice it to say that the British Navy was highly motivated to find a solution, and offered a prize to whomever figured it out.
The solution was finally invented in 1773 by John Harrison who developed a mechanical timepiece know as a Marine chronometer Appropriately, the key to discovering longitude was the development of a precise measurement tool.
This development enabled safe ocean navigation. Sailors knew where they were, so they could get to where they were going in the most efficient way. It transformed sea travel.And that brings me back to effectively measuring the work we do in communication in a way that is relevant and helpful for our success and for executives.
If you can help executives know where they are today, and how they can get to where they want to go, you become indispensable.So, how do we do that. Let’s first talk a bit more about measurement, what is it and how do we do it.
The true value of measurement is understanding how we are performing against key objectives, how we compare to our peers and the competition and what we need to change to improve.
There are five levels of measurement:Level 1, which is access and usage, measures whether or not the message was received. Though this is the most basic level of measurement, it still has a place and is important.Level 2, knowledge transfer, measures learningLevel 3 is critical because it gets to the heart of the matter, did the information or event change behavior?Levels 4 and 5 are more advanced but absolutely attainable.Level 4 is Impact, did the actions taken in level 3 have the desired impact?And Level 5 can’t always be measured directly, but there is a lot of data out there that supports the fact that effective communication does have a financial impact. In micro communication efforts, direct financial impact can also measured.
There are a few basic tools we use to measure, and those include surveys, interviews, focus groups, benchmarking against other organizations and audits of our existing practices, tools and vehicles.
And what we measure falls along the continuum of levels of measurement from views and attendance, vehicles, channels, knowledge to actions, behaviors and ultimately impact.
Define communication successWhat does success look like? How will you know if changes have occurred?What will change? What stays the same?Identify what should be measuredDefine what data you need to collect?Do you improve employee engagement, increase collaboration, improve messaging alignment, create ambassadors of the brand?Identify current metricsWhat baseline data do we have? How can we define our current state?Can we collect existing data from other functions or programs?Does any qualitative data exist to complement the quantitative data?Are there industry benchmarks?Create measurement strategyIdentify measurement approaches – quantitative and qualitativeDesign measurement output (e.g., dashboard)Draft key topics and questions Identify audiencesSelect measurement timing and intervalsProcess for ongoing data collection
Modern ships have sophisticated and clear ways of understanding where they are and how to get to where they want to go. Generally, key information is shown on some form of dashboard.Of course, ships are not the only things to use dashboards, but I’m sticking with my nautical analogy.
Similarly, communication groups who want to track their progress in a sophisticated and clear way use dashboards. Here is a sample dashboard, which is also on one of our handouts.
And if it’s a race, which it is, you better know where you are in relation to others. Hence the importance of benchmarking
As communication professionals we have grappled with putting structure and measurement around the work we do. And even more importantly, we have struggled with answering the question – what business value are we bringing to the table? With the ROI Communication Benchmark we set out to find what solid, predictive, data we could find between excellence in our work and the bottom line. The data also gives us a strong benchmark of how large companies around the world are doing employee communication today. And ultimately, it helps us determine how to improve the work we are doing and the impact we have on the business.
We invited more than 600 public and private companies that are at the Fortune 500 level of revenue, to participate in this benchmark study. 25% of those companies signed up to participate, which as you know in the survey world is a significant level of interest. Ultimately, we used data from near 100 companies to form our results. Most of those companies are shown here. Each participating company got a copy of the detailed benchmark report free of change as well as other benefits such as attending the webinars and a discount on a custom report.
The framework for the ROI Communication Benchmark Survey has been in development for several years. ROI regularly convenes a Global forum of communication professionals from the Fortune 200, and as a group we spent time identifying what the critical areas of our profession are. This work started seven years ago, At ROI Communication, we have translated and further developed that research into this model for our profession to use to give us structure as we develop our plans and manage the function.
Here is some great data. Some information that is requested of us often. What is the staff and budget for employee communication at other companies. Here is the data we got from the ROI Communication Benchmark Study:For every 10,000 employees, the average number of employee communication team members is 6.2. So, if you have 100,000 employees, that would be 62 team members – on average. The low end is very low and the high end is super high, but it gives you a solid benchmark to work from.And, another big one, the average budget per 10K employees is $421,352. So, if you have 25K employees, the average budget would be over a million dollars. If you have 100K employees, it would be 4.2 million dollars.
As the modern navigators for communication effectiveness, these are the key next steps to take as communication professionals to build a successful measurement approach.Understand what your leaders care about – influencing is more than just numbers, it’s political and emotional too. For instance, what companies do you leaders want to be benchmarked against?