The document discusses employee engagement in organizations. It defines engagement as the commitment of employees to their work and organization, and how this commitment impacts their performance and retention. Highly engaged employees are more productive, loyal customers are more satisfied, and organizations see higher profits. The document outlines that organizations must hire the right employees, develop exceptional leaders, and implement strong HR systems to foster engagement among employees. When these factors are successfully implemented, employees become more committed and put in extra effort, leading to overall organizational success.
This document discusses employee engagement, defining it as how each individual employee connects with the company and customers. Research shows engaged employees are more productive, with engaged account executives generating 28% more revenue. Highly engaged employees also believe they can positively impact goals, customer service, and profits more than disengaged employees. Companies with engaged workforces of 60% or more achieved 5-year shareholder returns over 20%, compared to only 6% for companies with less engaged employees. The top drivers of engagement are senior management interest in employees' well-being and improving skills. Disengaged workplaces are characterized by employee anonymity, irrelevance of work, and lack of performance measurement.
The document discusses creating high performing work systems. It notes that past approaches focused on efficiency and extrinsic motivators like rewards and punishments, but these don't work for the current generation entering the workforce. Instead, work systems need to focus on intrinsic motivators like autonomy, mastery and purpose. They also need to address employees' psychological needs and shape the values and beliefs of the workforce to create a sustainable system aligned with the organization's values. Building people capabilities among managers is also important to translate good systems and processes into positive employee experiences.
Employee engagement involves committing employees to an organization's business goals and values. It starts with managers clearly sharing business information and seeking employee input to improve the business. Engaged employees are fully committed to the organization's success. Engagement boosts business outcomes like higher service levels, safer workplaces, and lower turnover. Factors that boost engagement include achievement, camaraderie among coworkers, and fair treatment. Benefits of engagement include higher performance, innovation, advocacy, and lower absenteeism. The study aims to evaluate engagement practices at a software company and understand how to increase engagement.
Siuberto Socarrás will be presenting on hot topics and trends in talent management and organizational development. The presentation will discuss challenges and trends in these areas based on industry experience, client engagements, research and social media. It will also cover the business context driving talent needs in 2014, including trends in the US, global markets, and certification programs. The Institute of Organizational Development will then discuss their 2014 offerings, including a talent management seminar series and certification programs.
This document discusses employee involvement and participation in organizations. It defines employee involvement as creating an environment where employees can impact decisions that affect their jobs. Employee participation means employees are part of teams and can suggest ideas and make decisions about their work. Involving employees can motivate workers and improve productivity, creativity, and commitment. The document outlines several methods for implementing employee participation, such as giving employees responsibility, training, communication, and rewards. It also discusses the objectives and benefits of participative management styles in organizations.
Employee separation, Career Development,Organizational Culture and Organizati...Shivam Shukla
Organizational Climate
Refers to meaningful interpretations of a work environment by the people in it. Organizational Climate is often referred to as Corporate Climate. Organization development (OD) is the study of successful organizational change and performance. organization Culture provides a sense of identity to members and increases their commitment to the organization. Separation of an employee exists when the service agreement between the employee and employer comes to an end and employees decides to leave organization. Career development is the series of activities or the on-going/lifelong process of developing one’s career.
High Performance And Workforce EngagmentRobert Ebers
This document introduces the High Performance-Workplace Engagement Model which combines measures of workplace engagement and performance excellence to predict organizational outcomes. Workplace engagement predicts staff commitment and effort based on how managers motivate bonding and learning. Performance excellence tracks views of product/service quality based on continuous improvement practices. The hybrid model claims to better predict outcomes than either measure alone and suggests organizations must optimize both.
Implementing a high performance work systemHelen Jekelle
The document discusses implementing a high performance work system (HPWS). It defines an HPWS as combining work, people, technology, and information to maximize employee performance. Key aspects of an HPWS include employee involvement, training, incentives, and technology. The document outlines principles for designing an HPWS and a five-step process for implementation, emphasizing communication. Successfully implementing an HPWS can provide competitive advantage through increased productivity, lower costs, and better responsiveness.
This document discusses employee engagement, defining it as how each individual employee connects with the company and customers. Research shows engaged employees are more productive, with engaged account executives generating 28% more revenue. Highly engaged employees also believe they can positively impact goals, customer service, and profits more than disengaged employees. Companies with engaged workforces of 60% or more achieved 5-year shareholder returns over 20%, compared to only 6% for companies with less engaged employees. The top drivers of engagement are senior management interest in employees' well-being and improving skills. Disengaged workplaces are characterized by employee anonymity, irrelevance of work, and lack of performance measurement.
The document discusses creating high performing work systems. It notes that past approaches focused on efficiency and extrinsic motivators like rewards and punishments, but these don't work for the current generation entering the workforce. Instead, work systems need to focus on intrinsic motivators like autonomy, mastery and purpose. They also need to address employees' psychological needs and shape the values and beliefs of the workforce to create a sustainable system aligned with the organization's values. Building people capabilities among managers is also important to translate good systems and processes into positive employee experiences.
Employee engagement involves committing employees to an organization's business goals and values. It starts with managers clearly sharing business information and seeking employee input to improve the business. Engaged employees are fully committed to the organization's success. Engagement boosts business outcomes like higher service levels, safer workplaces, and lower turnover. Factors that boost engagement include achievement, camaraderie among coworkers, and fair treatment. Benefits of engagement include higher performance, innovation, advocacy, and lower absenteeism. The study aims to evaluate engagement practices at a software company and understand how to increase engagement.
Siuberto Socarrás will be presenting on hot topics and trends in talent management and organizational development. The presentation will discuss challenges and trends in these areas based on industry experience, client engagements, research and social media. It will also cover the business context driving talent needs in 2014, including trends in the US, global markets, and certification programs. The Institute of Organizational Development will then discuss their 2014 offerings, including a talent management seminar series and certification programs.
This document discusses employee involvement and participation in organizations. It defines employee involvement as creating an environment where employees can impact decisions that affect their jobs. Employee participation means employees are part of teams and can suggest ideas and make decisions about their work. Involving employees can motivate workers and improve productivity, creativity, and commitment. The document outlines several methods for implementing employee participation, such as giving employees responsibility, training, communication, and rewards. It also discusses the objectives and benefits of participative management styles in organizations.
Employee separation, Career Development,Organizational Culture and Organizati...Shivam Shukla
Organizational Climate
Refers to meaningful interpretations of a work environment by the people in it. Organizational Climate is often referred to as Corporate Climate. Organization development (OD) is the study of successful organizational change and performance. organization Culture provides a sense of identity to members and increases their commitment to the organization. Separation of an employee exists when the service agreement between the employee and employer comes to an end and employees decides to leave organization. Career development is the series of activities or the on-going/lifelong process of developing one’s career.
High Performance And Workforce EngagmentRobert Ebers
This document introduces the High Performance-Workplace Engagement Model which combines measures of workplace engagement and performance excellence to predict organizational outcomes. Workplace engagement predicts staff commitment and effort based on how managers motivate bonding and learning. Performance excellence tracks views of product/service quality based on continuous improvement practices. The hybrid model claims to better predict outcomes than either measure alone and suggests organizations must optimize both.
Implementing a high performance work systemHelen Jekelle
The document discusses implementing a high performance work system (HPWS). It defines an HPWS as combining work, people, technology, and information to maximize employee performance. Key aspects of an HPWS include employee involvement, training, incentives, and technology. The document outlines principles for designing an HPWS and a five-step process for implementation, emphasizing communication. Successfully implementing an HPWS can provide competitive advantage through increased productivity, lower costs, and better responsiveness.
This document discusses natural work groups, which are teams organized around a common product, customer, or service. It explains that natural work groups follow the Deming cycle of plan, do, check, act to continually improve their work. The document provides examples of companies like Harley-Davidson and Ritz-Carlton that use natural work groups to increase employee empowerment, quality, and customer satisfaction. It argues natural work groups can improve morale, communication, and productivity within an organization.
This document discusses high performance work systems (HPWS) and their impact on employee satisfaction and organizational performance. It notes that HPWS aim to motivate employees through team building, good compensation and benefits. The implementation of HPWS can improve operational performance by increasing employee competency. It also positively impacts employee attitudes by enhancing job challenges, communication, trust, innovation and social cohesion within the workplace. Overall, the use of HPWS can transform organizational culture and human resource practices to boost employee satisfaction and company competitiveness.
The document introduces the concept of a High Performance Work System (HPWS) which uses human resource practices like self-managing teams, extensive training, and decentralized decision-making to empower employees and improve performance. Basic practices of an HPWS include self-managing teams, open communication, training, flexible work assignments, decentralized decision-making, employment security, and selective hiring. Selective hiring involves having a large applicant pool and carefully considering critical skills needed for each job. Decentralized decision-making delegates authority from top to middle and lower managers to empower employees and make decisions more efficiently. The document distinguishes between work practices focused on work system design and employment practices related to employment relations.
How do you engage your employees on the jobHireLabs Inc.
To improve employee engagement, organizations should:
1) Establish a clear, shared mission and ideology to give employees a sense of purpose and commitment beyond temporary business goals.
2) Develop trusting relationships between managers and employees through values-based hiring, training, and supervision.
3) Empower employees through decision-making authority, recognition of accomplishments, and open communication to increase pride, satisfaction, and engagement.
Library and Information Centers Professionals Engagement: An Antecedent of Jo...RHIMRJ Journal
This document discusses employee engagement in library and information centers. It defines employee engagement as employees feeling a vested interest in an organization's success and being willing and motivated to exceed job requirements. The document outlines how employee engagement leads to benefits like improved customer satisfaction and organizational welfare. It discusses strategies for engaging employees, such as recognizing accomplishments, providing career growth opportunities, and inspiring leadership. Metrics for measuring engagement include surveys and business outcomes like profitability and customer satisfaction. The goal is to help employees form an emotional connection to feel passionate about their work and the organization's mission.
This document discusses managing the employment relationship in the Republic of Ireland through social partnerships between government, unions, and employees. It provides three key points:
1) Following the recession, a social partnership approach was adopted as a recovery strategy, with commitments to improve employee wealth, prioritize workplace partnerships, and establish welfare projects.
2) This approach achieved agreements on union recognition procedures, decreased unemployment, and increased spending on health, education, and social welfare, leading to economic competitiveness and stability.
3) For social partnerships to work in other countries like Indonesia requires sacrifices from all sides and must go along with multidimensional economic empowerment in order to change the shape of the nation.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document is a project report submitted by Akash Rana for his M.Com degree in 2015-16. The report examines the reward system and strategy of Tata Communications. It includes an introduction, objectives, company profile of Tata Group and Tata Communications, and an index of topics to be covered. The report aims to study various reward systems at Tata Communications, examine the linkage between performance management and rewards, identify gaps in the current system, and suggest measures to improve the reward system to fairly and consistently reward employee performance and value.
Engage is a UK-based employee engagement consulting firm with 40 employees. They specialize in measuring, thinking about, and delivering solutions to improve employee engagement for their clients. Their clients range from large FTSE 100 companies to innovative startups. Engage takes a strategic, data-driven approach to developing engagement programs tailored to each client's specific needs and objectives. Their goal is to enhance business performance by increasing employee engagement.
Mc kinsey – achieving the full potential of cooperative organizationsInformaEuropa
The document summarizes findings from a study comparing the organizational agility of cooperatives to publicly traded companies. It finds that cooperatives excel at internal alignment through shared ownership and values, but are less agile than companies in decision-making, pursuing new opportunities, and developing talent. Exemplary cooperatives improve in these areas by clarifying roles, fostering transparency, encouraging innovation, and strengthening leadership programs.
The document summarizes McKinsey & Company's research on promoting gender diversity in organizations over several years from 2007 to 2012. Some of the key findings include: (1) Companies with more women in top executive positions tend to have better financial performance; (2) Leadership behaviors more commonly seen in female leaders (such as people development) improve organizational health; (3) Getting more women into leadership requires action at societal, governmental, company and individual levels.
This document discusses reward systems and performance measurement in organizations. It makes three key points:
1. Reward systems are a critical part of organizational design that can influence employee attraction/retention, motivation, skills/knowledge, culture, structure, and costs if properly aligned with business strategy and organizational design.
2. Performance measurement provides quantitative data on products, services, and processes to understand, manage, and improve organizational performance against goals. Measures fall into categories like effectiveness, efficiency, quality, and timeliness.
3. Designing effective performance measurement systems presents challenges around measuring non-financial metrics, choosing appropriate measures aligned with goals/strategies, and using results to drive improvement. Proper goal-setting and
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
High Performance Work Systems (HPWS) are management systems that aim to increase employee empowerment, skills, and incentives to improve performance. Key elements of HPWS include self-managing teams, training, flexible work assignments, and reward systems. Implementing HPWS provides benefits like higher productivity, quality, and employee satisfaction for organizations and growth opportunities for employees. HPWS can be applied in manufacturing, services, and the public sector.
The document discusses organizational change and development. It describes different types of changes like strategic, cultural, structural, and technological changes. It also outlines Kurt Lewin's three step model of change - unfreezing, moving, and refreezing. Lastly, it discusses organizational development techniques like sensitivity training, team building, confrontation meetings, and survey research that are used to implement organizational changes.
This document discusses employee involvement and empowerment techniques. It defines employee involvement as soliciting employee input and valuing their contributions to help meet organizational goals. Employee empowerment provides employees with tools and authority to identify and solve problems. The objectives of these techniques are to increase employee motivation, creativity, productivity and commitment. They are implemented through training, communication, giving employees responsibility and authority, and providing rewards and recognition. Barriers like lack of job security, traditional job structures, and insincere management can undermine these techniques if not properly addressed.
The document discusses business-integrated quality management, which aims to seamlessly coordinate quality activities within an organization's normal business operations and management processes. It cannot be distinguished from normal business management. Key aspects include understanding the organization, management, quality, and quality management from the perspective of the specific organization. Popular quality management methodologies like Lean, Six Sigma, ISO standards, and performance excellence models can be embedded within an organization's overall business system and strategic and operational direction. The challenge is applying these concepts flexibly based on each organization's unique business needs and processes.
Dokumen ini menganjurkan pembaca untuk menyebarkan kabar baik tentang Yesus seperti lilin yang menyala di tengah kegelapan, dengan menyalakan lilin-lilin lain untuk menerangi orang lain dan membantu menerangi dunia di tengah kegelapan.
How to raise money and build innovative start-ups | Founder Institute Waydev, Inc.
This document provides advice on raising money and building startups. It begins by introducing Alex Circei and his experience founding multiple successful startups. It then asks three questions: 1) Are you really an entrepreneur?, 2) Do you have the right product or service?, 3) Are you ready to receive funding? For each question, it provides tips on passion, vision, sales skills, and other qualities of successful entrepreneurs. It emphasizes the importance of solving problems, team-building, traction, and bootstrapping before seeking funding.
Dokumen tersebut memberikan informasi tentang mind mapping sebagai alat untuk belajar dengan cara yang lebih efektif dibandingkan cara belajar konvensional. Mind mapping dapat membantu memahami materi secara menyeluruh, menghemat waktu dan tenaga dalam belajar, serta dapat menstimulasi kreativitas dan pemikiran holistik. Alat ini sesuai dengan cara kerja alami otak dan banyak digunakan di berbagai belahan dunia.
This document discusses natural work groups, which are teams organized around a common product, customer, or service. It explains that natural work groups follow the Deming cycle of plan, do, check, act to continually improve their work. The document provides examples of companies like Harley-Davidson and Ritz-Carlton that use natural work groups to increase employee empowerment, quality, and customer satisfaction. It argues natural work groups can improve morale, communication, and productivity within an organization.
This document discusses high performance work systems (HPWS) and their impact on employee satisfaction and organizational performance. It notes that HPWS aim to motivate employees through team building, good compensation and benefits. The implementation of HPWS can improve operational performance by increasing employee competency. It also positively impacts employee attitudes by enhancing job challenges, communication, trust, innovation and social cohesion within the workplace. Overall, the use of HPWS can transform organizational culture and human resource practices to boost employee satisfaction and company competitiveness.
The document introduces the concept of a High Performance Work System (HPWS) which uses human resource practices like self-managing teams, extensive training, and decentralized decision-making to empower employees and improve performance. Basic practices of an HPWS include self-managing teams, open communication, training, flexible work assignments, decentralized decision-making, employment security, and selective hiring. Selective hiring involves having a large applicant pool and carefully considering critical skills needed for each job. Decentralized decision-making delegates authority from top to middle and lower managers to empower employees and make decisions more efficiently. The document distinguishes between work practices focused on work system design and employment practices related to employment relations.
How do you engage your employees on the jobHireLabs Inc.
To improve employee engagement, organizations should:
1) Establish a clear, shared mission and ideology to give employees a sense of purpose and commitment beyond temporary business goals.
2) Develop trusting relationships between managers and employees through values-based hiring, training, and supervision.
3) Empower employees through decision-making authority, recognition of accomplishments, and open communication to increase pride, satisfaction, and engagement.
Library and Information Centers Professionals Engagement: An Antecedent of Jo...RHIMRJ Journal
This document discusses employee engagement in library and information centers. It defines employee engagement as employees feeling a vested interest in an organization's success and being willing and motivated to exceed job requirements. The document outlines how employee engagement leads to benefits like improved customer satisfaction and organizational welfare. It discusses strategies for engaging employees, such as recognizing accomplishments, providing career growth opportunities, and inspiring leadership. Metrics for measuring engagement include surveys and business outcomes like profitability and customer satisfaction. The goal is to help employees form an emotional connection to feel passionate about their work and the organization's mission.
This document discusses managing the employment relationship in the Republic of Ireland through social partnerships between government, unions, and employees. It provides three key points:
1) Following the recession, a social partnership approach was adopted as a recovery strategy, with commitments to improve employee wealth, prioritize workplace partnerships, and establish welfare projects.
2) This approach achieved agreements on union recognition procedures, decreased unemployment, and increased spending on health, education, and social welfare, leading to economic competitiveness and stability.
3) For social partnerships to work in other countries like Indonesia requires sacrifices from all sides and must go along with multidimensional economic empowerment in order to change the shape of the nation.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document is a project report submitted by Akash Rana for his M.Com degree in 2015-16. The report examines the reward system and strategy of Tata Communications. It includes an introduction, objectives, company profile of Tata Group and Tata Communications, and an index of topics to be covered. The report aims to study various reward systems at Tata Communications, examine the linkage between performance management and rewards, identify gaps in the current system, and suggest measures to improve the reward system to fairly and consistently reward employee performance and value.
Engage is a UK-based employee engagement consulting firm with 40 employees. They specialize in measuring, thinking about, and delivering solutions to improve employee engagement for their clients. Their clients range from large FTSE 100 companies to innovative startups. Engage takes a strategic, data-driven approach to developing engagement programs tailored to each client's specific needs and objectives. Their goal is to enhance business performance by increasing employee engagement.
Mc kinsey – achieving the full potential of cooperative organizationsInformaEuropa
The document summarizes findings from a study comparing the organizational agility of cooperatives to publicly traded companies. It finds that cooperatives excel at internal alignment through shared ownership and values, but are less agile than companies in decision-making, pursuing new opportunities, and developing talent. Exemplary cooperatives improve in these areas by clarifying roles, fostering transparency, encouraging innovation, and strengthening leadership programs.
The document summarizes McKinsey & Company's research on promoting gender diversity in organizations over several years from 2007 to 2012. Some of the key findings include: (1) Companies with more women in top executive positions tend to have better financial performance; (2) Leadership behaviors more commonly seen in female leaders (such as people development) improve organizational health; (3) Getting more women into leadership requires action at societal, governmental, company and individual levels.
This document discusses reward systems and performance measurement in organizations. It makes three key points:
1. Reward systems are a critical part of organizational design that can influence employee attraction/retention, motivation, skills/knowledge, culture, structure, and costs if properly aligned with business strategy and organizational design.
2. Performance measurement provides quantitative data on products, services, and processes to understand, manage, and improve organizational performance against goals. Measures fall into categories like effectiveness, efficiency, quality, and timeliness.
3. Designing effective performance measurement systems presents challenges around measuring non-financial metrics, choosing appropriate measures aligned with goals/strategies, and using results to drive improvement. Proper goal-setting and
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
High Performance Work Systems (HPWS) are management systems that aim to increase employee empowerment, skills, and incentives to improve performance. Key elements of HPWS include self-managing teams, training, flexible work assignments, and reward systems. Implementing HPWS provides benefits like higher productivity, quality, and employee satisfaction for organizations and growth opportunities for employees. HPWS can be applied in manufacturing, services, and the public sector.
The document discusses organizational change and development. It describes different types of changes like strategic, cultural, structural, and technological changes. It also outlines Kurt Lewin's three step model of change - unfreezing, moving, and refreezing. Lastly, it discusses organizational development techniques like sensitivity training, team building, confrontation meetings, and survey research that are used to implement organizational changes.
This document discusses employee involvement and empowerment techniques. It defines employee involvement as soliciting employee input and valuing their contributions to help meet organizational goals. Employee empowerment provides employees with tools and authority to identify and solve problems. The objectives of these techniques are to increase employee motivation, creativity, productivity and commitment. They are implemented through training, communication, giving employees responsibility and authority, and providing rewards and recognition. Barriers like lack of job security, traditional job structures, and insincere management can undermine these techniques if not properly addressed.
The document discusses business-integrated quality management, which aims to seamlessly coordinate quality activities within an organization's normal business operations and management processes. It cannot be distinguished from normal business management. Key aspects include understanding the organization, management, quality, and quality management from the perspective of the specific organization. Popular quality management methodologies like Lean, Six Sigma, ISO standards, and performance excellence models can be embedded within an organization's overall business system and strategic and operational direction. The challenge is applying these concepts flexibly based on each organization's unique business needs and processes.
Dokumen ini menganjurkan pembaca untuk menyebarkan kabar baik tentang Yesus seperti lilin yang menyala di tengah kegelapan, dengan menyalakan lilin-lilin lain untuk menerangi orang lain dan membantu menerangi dunia di tengah kegelapan.
How to raise money and build innovative start-ups | Founder Institute Waydev, Inc.
This document provides advice on raising money and building startups. It begins by introducing Alex Circei and his experience founding multiple successful startups. It then asks three questions: 1) Are you really an entrepreneur?, 2) Do you have the right product or service?, 3) Are you ready to receive funding? For each question, it provides tips on passion, vision, sales skills, and other qualities of successful entrepreneurs. It emphasizes the importance of solving problems, team-building, traction, and bootstrapping before seeking funding.
Dokumen tersebut memberikan informasi tentang mind mapping sebagai alat untuk belajar dengan cara yang lebih efektif dibandingkan cara belajar konvensional. Mind mapping dapat membantu memahami materi secara menyeluruh, menghemat waktu dan tenaga dalam belajar, serta dapat menstimulasi kreativitas dan pemikiran holistik. Alat ini sesuai dengan cara kerja alami otak dan banyak digunakan di berbagai belahan dunia.
Social Media Marketing Strategy for Grasping Huge CustomerFandy Yasin
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Kdb+ is a database and analytics software designed for processing large, diverse financial and market data in real-time. It uses the q programming language which allows for less code and faster execution compared to other languages. Kdb+ includes components for ingesting data from multiple sources, storing real-time and historical data, performing analytics using triggers without slowing performance, and returning query results in various formats. The q language provides SQL-like and time series querying capabilities along with built-in functions to minimize programming and data transferred over networks for efficient analytics. Users can get started with kdb+ by downloading and installing it, then executing queries from the command line or IDE.
Informacion Para Estudiantes De Administracionguest634f79a
El documento es una comunicación de un profesor llamado Adolfo Alvis informando a sus estudiantes sobre las notas del último corte académico y las fechas de las pruebas de nivelación y exámenes finales para varias asignaturas de matemáticas aplicadas en programas de tecnología en administración.
Peter I the Great was the Tsar and later Emperor of Russia who ruled from 1682 until his death in 1725. He implemented sweeping reforms that modernized Russia and brought it closer to Western culture and traditions. Some of his major achievements included establishing Russia's access to seas and ports, creating a regular army and navy, founding new cities like St. Petersburg, and establishing higher education institutions and the Russian Academy of Sciences. Though his reforms were far-reaching, his rule was also harsh and expanded serfdom and forced labor.
This document discusses code coverage tools and JaCoCo in particular. It summarizes that JaCoCo is an open-source Java code coverage library that collects execution data for Java applications and libraries. JaCoCo can collect data both offline from Java byte code or online by instrumenting Java applications dynamically. The document compares JaCoCo to other code coverage tools and outlines JaCoCo's integrations, metrics, and features to help developers test code coverage.
Leveraging ip and patent strategy for business growthIQPC
IBM and Dako take different approaches to patent strategy based on their business models. IBM generates $1 billion annually from licensing its large patent portfolio through centralized licensing and joint development agreements, even with competitors. For smaller companies like Dako, the focus is on using intellectual property to enable business growth, either through internal innovations or combining external technologies.
impianBESARku.com | Proactive Learning Coach - Memberikan bimbingan dalam mencapai mimpi-mimpi besar Anda melalui penggunaan filosofi dan tools manajemen terkini. Didirikan oleh professional marketing planner dari perusahaan otomotif #1 dunia.
Power point Règlement de conflits en milieur de travailSelexionLapointe
Les conflits en milieu de travail sont inévitables et peuvent se présenter sous plusieurs formes. Il est primordial d’être capable de bien les identifier et de bien les gérer afin d’éviter des conséquences négatives sur les individus et l’organisation en cause. Il existe plusieurs méthodes de résolution de conflits en milieu de travail et chacune d’entre elles comporte des caractéristiques qui leur sont propres. La formation Règlement des différends en milieu de travail est une formation juridique portant sur les trois principales méthodes de règlement de différends en milieu de travail, à savoir le litige, l’arbitrage et la médiation. Dans le cadre d’une formule diner‐conférence, un panel d’avocats membres de la plateforme Selexion.ca vous instruira sur ces trois différentes méthodes de règlement de conflits afin de développer votre sens critique quant aux avantages et inconvénients de chacune d’entre elles et de savoir opter pour la méthode la plus appropriée en fonction des circonstances particulières d’un conflit donné.
Conférence Social Media par So-Buzz au MuCEM #SoBuzzConfSo-Buzz
Présentation de la conférence Social Media organisée par So-Buzz au MuCEM avec une introduction sur les solutions So-Buzz, le contexte Social Media avec quelques chiffres clés, les bonnes pratiques du Social Media Marketing et les témoignages des Community Managers du MuCEM et de l'Olympique de Marseille.
Le web marketing ou comment bien communiquer sur la toileSylvie de Meeûs
Découvrons, en 4 étapes, les meilleurs outils et les bonnes pratiques pour :
Etape 1 : attirer les prospects
Etape 2 : convertir ses visiteurs en clients
Etape 3 : fidéliser et augmenter le panier moyen
Etape 4 : soigner sa communauté d’ambassadeurs et sa réputation.
Employee engagement is important for organizations to realize value. Engagement is defined as the commitment of employees to their work and organization, and how this commitment impacts performance and intent to stay. Highly engaged employees lead to lower turnover and absenteeism, as well as improved operating income. Engagement is driven by rational commitment from benefits and career growth, and emotional commitment from enjoying one's job and believing in the organization's values. Organizations can improve engagement through hiring the right employees, developing exceptional leaders, and implementing supportive systems and strategies.
How To Increase Your Culture of Employee EngagementMonster
Is it 5 o’clock yet? As a manager, that is probably not your favorite thing to hear around the office. Although employees show up on time and get their work done, many are counting down the hours, minutes and seconds until they can go home.
Wouldn’t it be great if employees enjoyed their job more? As a manager, there is only so much you can do to Engage an employee who has no interest in being Engaged. The real solution is for the employee to want to be more Engaged. When the responsibility for increasing Engagement is shared, outcomes are much more favorable for the employee and employer.
In this informative online session, participants will learn:
• The joint model of Engagement
• How an Engaged workforce affects business outcomes
• How to educate employees on Engagement
• Employee benefits of being Engaged
• Tips for employees to increase their own Engagement
• How managers can support employees in joint ownership of Engagement
Employees will go from watching the clock to wondering where the day went.
This document discusses employee engagement and its importance for organizational success. It makes three key points:
1. Employee engagement has a direct correlation with improved financial results, customer satisfaction, productivity, and employee retention. It is a vital element for organizational survival.
2. There are three levels of employee engagement - actively disengaged, not engaged, and actively engaged. Actively engaged employees are strongly aligned with organizational goals and care about the company's success.
3. Establishing true employee engagement requires a comprehensive, strategic approach that creates lasting positive results. It encourages productive, dedicated employees who are invested in the company's success.
Mercer: What's Working Research on Employee EngagementElizabeth Lupfer
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
This document discusses employee engagement. It begins by defining employee engagement as a state of emotional and intellectual involvement that workers have in an organization. It then covers drivers of engagement such as recognition, support from management, teamwork, and opportunities for growth. Several models of employee engagement are presented that see engagement as resulting from factors like basic needs being met, discretionary effort, and emotional commitment. The document discusses who holds the key to engagement, identifying organizations, managers and employees. It concludes by outlining some basic pillars for engagement, including security as the number one driver and the need for managing both highs and lows.
This document provides an overview of Equitas, a microfinance institution in India. It discusses the history and growth of microfinance in India before detailing Equitas' background as a non-deposit taking NBFC focused on lending to women's joint liability groups. The company has expanded into vehicle financing and housing finance through subsidiaries. The document outlines Equitas' mission to improve lives through accessible financial products and its vision to be a leader in Indian microfinance through transparent practices and use of technology.
Human Resources - Performance, Engagement, Reward & RecognitionSaloni Agarwal
This document discusses human resources topics related to performance, engagement, reward, and recognition. It covers performance management approaches focused on strengths rather than weaknesses. Key components of performance include mindset, environment, and teamwork. Employee engagement is important for business performance and can be built through leadership, managers, employee voice, and organizational integrity. Remuneration includes both financial rewards like base pay and benefits, as well as non-financial rewards from work itself. Total reward strategies consider all aspects of the working experience.
The document discusses ways to re-engage disengaged employees during difficult times. It notes that engagement levels have dropped significantly for companies that have laid off workers. Top drivers of engagement include actions of senior leadership and direct supervisors. The document provides several suggestions for re-engaging employees, such as asking them what they need to be successful, focusing on their strengths, and using recognition. It also stresses the important role of senior leaders in communicating vision, building trust, and responding to feedback. Organizations can measure the impact of engagement efforts through surveys, anecdotal feedback, and business data.
This document discusses employee engagement in an organization. It begins by listing employee names and then defines engagement as unlocking employee potential to strengthen performance and company performance. Engagement results from commitment and involvement in the organization and its values. Satisfied employees do the minimum required while engaged employees are motivated to do more. The document outlines different frameworks and models for measuring engagement, including engagement with the organization, with managers, strategic alignment, and competency. It discusses actively engaged, not engaged, and actively disengaged employees. Key drivers of engagement include work, people, total rewards, opportunities, company practices, and quality of life. Effective managers both manage an employee's work and performance as well as their relationship with the company. The
Engaged employees demonstrate belief in their organization, desire to improve it, understand its context, respect colleagues, go above their job duties, and keep updated. The strongest driver of engagement is feeling valued and involved through decision-making opportunities, voice being heard, job development chances, and concern for wellbeing. Engagement is the leader's challenge to create through strategic vision ownership, engaging managers who empower rather than control, giving employees voice, and consistent behavior matching stated values.
The document discusses employee engagement, including its definition, importance, and ways to measure and improve it. Specifically:
- Employee engagement refers to an employee's positive attachment and enthusiasm for their work, colleagues, and organization that influences their performance and willingness to contribute further.
- Highly engaged employees benefit organizations through improved performance, communication, customer satisfaction, teamwork and lower turnover.
- Managers play a key role in driving engagement through recruiting the right people, coaching, communicating clear objectives, and showing appreciation for good work.
- Engagement can be measured through surveys that assess employees' pride, motivation, and likelihood to recommend the organization to others. Regular measurement helps identify areas for improvement.
Employee engagement refers to a psychological state where employees have a vested interest in the company's success and are willing to perform beyond basic job requirements. The document proposes conducting a survey to measure employee engagement levels within an organization, covering all employee types, in order to identify areas for improving engagement through modified strategies or training programs. The periodic re-administration of the survey would assess the effectiveness of engagement enhancement measures.
What is the Importance of Organizational Behaviour for an Employee.pdfMr. Business Magazine
The importance of organizational behaviour affects the most to an employee. It deals with the study of human behaviour within group settings and how this behaviour can be modelled through analysis to make a positive impact.
This document discusses reducing absenteeism through improving employee engagement. It notes that research shows strong correlations between absenteeism and engagement as well as engagement and profitability. It then provides examples of what other organizations are doing to build workplace culture and engagement. Finally, it discusses various strategies that can be used to improve engagement such as focusing on trust, career growth opportunities, and corporate social responsibility. The overall goal is to create an engaged workforce in order to realize benefits like increased satisfaction and reduced costs.
This document discusses employee engagement and provides information on defining engagement, measuring engagement, and strategies for improving engagement. Some key points:
- Employee engagement refers to an employee's emotional commitment and positive attachment to their organization. Highly engaged employees are enthusiastic about their work and further the interests of the organization.
- Common models for measuring engagement include the Gallup Q12 survey, which measures 12 factors like clear expectations, resources, development opportunities, and praise. Other models look at engagement drivers like career development, leadership, rewards, and work-life balance.
- Managers play a critical role in driving engagement through coaching, communicating goals, team development initiatives, and believing in employees' abilities. Regular communication, feedback
This workshop by Mandy Williams, Participation Cymru Manager, gave the opportunity to explore the relationship between effective staff engagement and improved public engagement.
Participants looked at the benefits of effective staff engagement, explored what it felt like to be an engaged employee and identified ways of engaging staff better.
Fe wnaeth y gweithdy yma gan Mandy Williams, Rheolwr Cyfranogaeth Cymru, rhoi’r cyfle i edrych ar y berthynas rhwng ymgysylltu effeithiol gyda staff a gwell ymgysylltu gyda staff.
Edrychodd cyfranogwyr ar y manteision o ymgysylltu’n effeithiol gyda staff, wnaethon nhw ystyried sut beth yw bod yn weithiwr sy’n ymgysylltu ac fe wnaethon nhw glustnodi ffyrdd o ymgysylltu'n well gyda staff.
Organizations seek to maximize the productivity and profitability of their staff !
Individuals seek satisfaction from their work !
If both can be achieved concurrently , there is a true Win-Win !
The impact of an ‘engaged’ workforce over an ‘unengaged’ one is dramatic
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Portion sizes are important to control for healthy eating. The plate method recommends filling half your plate with vegetables, one-quarter with protein, and one-quarter with starches. Comparisons like a baseball or deck of cards can help estimate serving sizes for a variety of foods like meat, grains, fruits and vegetables, dairy, and fats. Maintaining proper portion sizes helps manage weight and nutrition.
The document discusses how managing inflammation through diet can help alleviate symptoms for those with lupus, providing an anti-inflammatory food pyramid and lists of foods to eat and avoid. It recommends eating a diet high in fruits, vegetables, whole grains, nuts and fish while avoiding processed foods and provides tips on shopping for and cooking whole foods to maximize their anti-inflammatory benefits.
This document provides a checklist of key aspects of two important Indian labour laws:
1. The Apprentices Act, 1961 which aims to regulate apprenticeship training and promote skilled labour. It details qualifications for apprentices, obligations of employers and apprentices, regulation of contracts and compensation.
2. The Contract Labour (Regulation & Abolition) Act, 1970 which regulates employment of contract labour in certain establishments and provides for registration of contractors and establishments, welfare measures for contract workers and prohibition of contract labour in some cases. It gives powers to appropriate state governments to regulate and abolish contract labour.
This document explores possible futures for the workplace and people management in 2020. It identifies three plausible scenarios or "worlds" that may exist:
1. The "Blue World" where large corporations dominate society and take on prominent social roles.
2. The "Green World" where businesses are forced to change fundamentally due to environmental and social pressures.
3. The "Orange World" characterized by specialization and collaborative networks.
It argues that people management will be one of the greatest challenges for businesses in this future. Radical changes in business models will impact how companies support their employees' work-life balance, social welfare, and skills development. The role of HR will also undergo significant change and will
Gratuity is an amount given to employees upon leaving a job after 5+ years or retirement. It is calculated as basic pay + dearness allowance divided by 26 times number of years of service times 15. Gratuity received by employees is taxable as salaries, with an exemption for those covered by the Gratuity Act of the minimum of gratuity received, 15 days salary per year of service (partial years count as full), or Rs. 350,000. The Employees' State Insurance Act provides medical, sickness, maternity, disability and funeral benefits to covered employees, funded by contributions from employers at 4.75% and employees at 1.75% of gross salary up to Rs. 15,000.
The document provides guidance on salary negotiation. It discusses preparing for negotiations by researching your market value and comparable salaries. When making an offer, employers aim to hire the best candidate at a fair salary. You should discuss salary in future terms and identify your value. During negotiations, compromise while reiterating your worth. Counteroffers from current employers may not address underlying issues and your loyalty could now be suspect.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
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What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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“After being the most listed dog breed in the United States for 31
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Top mailing list providers in the USA.pptxJeremyPeirce1
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
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How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations