The document is a survey from Chapman Gill International LLC that assesses organizational performance across several areas for an organization's CEO. The survey contains 19 questions divided into 6 sections: organizational stress, teamwork, recruitment and training, communication, personal peak performance, and contact information. The CEO is asked to rate their level of agreement with statements about each area on a scale of 1 to 5. The survey aims to evaluate how engaged employees are and how effectively various processes, skills, and leadership are being utilized within the organization.
21 Transitions to the New Employee EngagementDavid Zinger
Here are the slides from a presentation on the new employee engagement. This was from a webinar delivered January 10, 2018. Change begins with an end. Not all these transitions are applicable for everyone but hopefully they get you thinking about your approaches to employee engagement.
Finding and developing managers is one of the toughest challenges for growing organizations. In this webinar People leaders from Knotel and Hustle will explain how they attract and engage their managers.
Speakers:
Elliot Epstein, Head of People, Knotel
Kristin Hayward, Head of Recruiting, Hustle
Jack Altman, CEO, Lattice
HR Policies that will help you increase productivity. Main policies will be ready in 4 weeks. Best ROI. Practiced and proven HR rules that will improve your business.
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...Qualtrics
Engaged employees are more productive, contribute more to the bottom line, generate higher customer ratings, and help you attract new talent. On the flip side, actively disengaged employees cost the US approximately half a trillion dollars per year.
Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
Learn how to effective train your staff and get the most out of your front line managers. Hear from James Robbins on making the most out of your management team.
21 Transitions to the New Employee EngagementDavid Zinger
Here are the slides from a presentation on the new employee engagement. This was from a webinar delivered January 10, 2018. Change begins with an end. Not all these transitions are applicable for everyone but hopefully they get you thinking about your approaches to employee engagement.
Finding and developing managers is one of the toughest challenges for growing organizations. In this webinar People leaders from Knotel and Hustle will explain how they attract and engage their managers.
Speakers:
Elliot Epstein, Head of People, Knotel
Kristin Hayward, Head of Recruiting, Hustle
Jack Altman, CEO, Lattice
HR Policies that will help you increase productivity. Main policies will be ready in 4 weeks. Best ROI. Practiced and proven HR rules that will improve your business.
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...Qualtrics
Engaged employees are more productive, contribute more to the bottom line, generate higher customer ratings, and help you attract new talent. On the flip side, actively disengaged employees cost the US approximately half a trillion dollars per year.
Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
Learn how to effective train your staff and get the most out of your front line managers. Hear from James Robbins on making the most out of your management team.
Embedding the Culture of Continuous ImprovementDale Greenaway
Find out how to make business change truly sustainable. This is an overview of our master class on embedding cultural change from Manchester 2013 Continuous Improvement Conference.
Strategic Executioner - Managers at the centre of the Performance Management ...Sandrine Bardot
http://compensationinsider.com
CompensationInsider.com is a blog focused on Compensation & Benefits.
I write 3 times per week, on various C&B, Performance Management, Global Mobility and Governance topics.
I delivered this presentation at the Human Assets conference in Dubai in May 2012. Its premise is simple : to get better performance from your organisation, you don't need to lengthen or shorten your deadlines for appraisals, you don't need a new HRIS, you don't need to increase the on-target bonus or strengthen the link between pay and performance. You need to place line managers at the centre of your performance management system.
The presentation centers on the reasons why managers are so important for performance, motivation and engagement of your workforce.
Are You Facing Poor Work Performance?
An organization or an individual displays poor work performance when their actions, output and/or behavior don't meet their clearly defined responsibilities. The specific behaviors that constitute "poor performance" can vary by industry to industry. It includes missing deadlines, missing goals, constantly stressful environment, not enough skills to perform work accurately, and work expectations not clear, poor working relation with boss and colleagues.
Teres development 1st time leaders and managersRohan Davies
Being a new leader is an exciting and challenging period, it requires a cognitive shift from following directives to establishing direction. First time leaders are viewed differently from their more senior peers, have different development needs and generally have different workplace tasks, which leads to them to having different priorities. Here’s our top 10 tips to get you started in 2016
Giving and Receiving Feedback: A New ImperativeTechWell
Giving and receiving feedback are tough for everyone. Who wants to criticize others or be criticized? Although managers have a duty to give honest feedback to staff and peers, many people resist change or differ on how to change—leading to interpersonal conflicts and impacting deliverables. Omar Bermudez explains several techniques—Giving Positive Feedback, Acid Reflux (when you get that sick feeling), and SARA (Surprise, Anger, Rationalization, Acceptance)—that allow people to give and receive honest feedback to promote incremental improvements. Omar explains how to give accurate feedback to and receive the same from senior team members or direct superiors, a skill critical to career advancement. To increase self-esteem, happiness index, and your power to influence, Omar teaches you how to present feedback to your peers, your boss, or other colleagues in a diplomatic and efficient way. Take away key insights into how to create a healthy organizational culture with clear and constructive feedback.
Give More Feedback to Enhance ProductivityHilary Potts
High performing teams are feedback-rich environments. Unfortunately, in many organizations, employees want feedback from their managers, but say they don’t receive enough of it. Here are tips to provide more positive and constructive feedback to your colleagues.
27 Retention Tips from the Best Seasonal Employers
3 Things You Will Learn:
1) The importance of EMPLOYEE retention on CUSTOMER retention and your bottom line. “The cost of replacing an employee is roughly 20% of their annual salary” – Center for American Progress
2) The 9 Areas to Focus On for Retention. “Working in an industry that lives and dies by seasonal employment, it is my job to be able to develop a seasonal-specific approach to retention, while ensuring that I retain the best of the best staff while meeting the needs that will ultimately keep staff returning year after year.” – Ian Roberts, Colorado Mountain Camp Director
3) Tips, Tricks, & Best Practices. Here’s a preview of a great tip inside the presentation… “We send birthday cards, signed by our year round team, each week to all of our staff throughout the year. It’s a small thing, but we have heard that it really means a lot of the staff to get hand-signed snail mail!”
2014 Trust, Engagement & Communication in the Workplace Survey - Singapore - ...The Oxford Group
An infographic depicting the Singapore results of the 2014 Trust, Engagement & Communication in the Workplace Survey. A must-read for leaders, managers and HR professionals.
Fostering a culture of agility in teams requires certain preconditions. Agility in teams is more important then ever before. Join me to discuss the preconditions for agility for high performance.
The proactive paradox describes the situation where the manager expects the employee to use independent judgment and the employee wants to use independent judgment.
However, both the employee and manager are frustrated because they believe the other to be at fault.
What causes this frustration?
What are the circumstances that cause the proactive paradox?
Why is being compliant and reactive behavior favored over using independent judgment?
We consider this dynamic in this presentation.
Embedding the Culture of Continuous ImprovementDale Greenaway
Find out how to make business change truly sustainable. This is an overview of our master class on embedding cultural change from Manchester 2013 Continuous Improvement Conference.
Strategic Executioner - Managers at the centre of the Performance Management ...Sandrine Bardot
http://compensationinsider.com
CompensationInsider.com is a blog focused on Compensation & Benefits.
I write 3 times per week, on various C&B, Performance Management, Global Mobility and Governance topics.
I delivered this presentation at the Human Assets conference in Dubai in May 2012. Its premise is simple : to get better performance from your organisation, you don't need to lengthen or shorten your deadlines for appraisals, you don't need a new HRIS, you don't need to increase the on-target bonus or strengthen the link between pay and performance. You need to place line managers at the centre of your performance management system.
The presentation centers on the reasons why managers are so important for performance, motivation and engagement of your workforce.
Are You Facing Poor Work Performance?
An organization or an individual displays poor work performance when their actions, output and/or behavior don't meet their clearly defined responsibilities. The specific behaviors that constitute "poor performance" can vary by industry to industry. It includes missing deadlines, missing goals, constantly stressful environment, not enough skills to perform work accurately, and work expectations not clear, poor working relation with boss and colleagues.
Teres development 1st time leaders and managersRohan Davies
Being a new leader is an exciting and challenging period, it requires a cognitive shift from following directives to establishing direction. First time leaders are viewed differently from their more senior peers, have different development needs and generally have different workplace tasks, which leads to them to having different priorities. Here’s our top 10 tips to get you started in 2016
Giving and Receiving Feedback: A New ImperativeTechWell
Giving and receiving feedback are tough for everyone. Who wants to criticize others or be criticized? Although managers have a duty to give honest feedback to staff and peers, many people resist change or differ on how to change—leading to interpersonal conflicts and impacting deliverables. Omar Bermudez explains several techniques—Giving Positive Feedback, Acid Reflux (when you get that sick feeling), and SARA (Surprise, Anger, Rationalization, Acceptance)—that allow people to give and receive honest feedback to promote incremental improvements. Omar explains how to give accurate feedback to and receive the same from senior team members or direct superiors, a skill critical to career advancement. To increase self-esteem, happiness index, and your power to influence, Omar teaches you how to present feedback to your peers, your boss, or other colleagues in a diplomatic and efficient way. Take away key insights into how to create a healthy organizational culture with clear and constructive feedback.
Give More Feedback to Enhance ProductivityHilary Potts
High performing teams are feedback-rich environments. Unfortunately, in many organizations, employees want feedback from their managers, but say they don’t receive enough of it. Here are tips to provide more positive and constructive feedback to your colleagues.
27 Retention Tips from the Best Seasonal Employers
3 Things You Will Learn:
1) The importance of EMPLOYEE retention on CUSTOMER retention and your bottom line. “The cost of replacing an employee is roughly 20% of their annual salary” – Center for American Progress
2) The 9 Areas to Focus On for Retention. “Working in an industry that lives and dies by seasonal employment, it is my job to be able to develop a seasonal-specific approach to retention, while ensuring that I retain the best of the best staff while meeting the needs that will ultimately keep staff returning year after year.” – Ian Roberts, Colorado Mountain Camp Director
3) Tips, Tricks, & Best Practices. Here’s a preview of a great tip inside the presentation… “We send birthday cards, signed by our year round team, each week to all of our staff throughout the year. It’s a small thing, but we have heard that it really means a lot of the staff to get hand-signed snail mail!”
2014 Trust, Engagement & Communication in the Workplace Survey - Singapore - ...The Oxford Group
An infographic depicting the Singapore results of the 2014 Trust, Engagement & Communication in the Workplace Survey. A must-read for leaders, managers and HR professionals.
Fostering a culture of agility in teams requires certain preconditions. Agility in teams is more important then ever before. Join me to discuss the preconditions for agility for high performance.
The proactive paradox describes the situation where the manager expects the employee to use independent judgment and the employee wants to use independent judgment.
However, both the employee and manager are frustrated because they believe the other to be at fault.
What causes this frustration?
What are the circumstances that cause the proactive paradox?
Why is being compliant and reactive behavior favored over using independent judgment?
We consider this dynamic in this presentation.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
This presentation contains a list of close to 180 questions under 11 HR / Organisational drivers which can impact an employee.
The questions are highly objective in nature and leave no room for assumptions.
Please leave your feedback for improvisation and further updates.
The Secret Sauce to a Successful Workplace - Being a Micro ManagerTravis Smith
The term micro manager is often misused. Successful leaders focus on supporting and serving their employees while having successful performance management programs in place. When done correctly performance, development and company initiatives can all be achieved in parallel with one another.
Technical skill is important but building great teams requires a lot more than that. This brief breakfast presentation for the Australian Institute of Credit Management shares some of our thoughts and ideas covered in our more extensive workshops
I have put my opinions on Leadership via this presentation slides. I have highlighted the major areas that needs to be considered and practiced by every leaders in today's corporate world.
It takes a village to operate a successful catering and events company, but the village
people must share the same value, vision, and purpose. Often there is one or
more members of a leadership team that simply can’t adopt the company’s culture
and will cause the entire team to be disjointed or dysfunctional. In this session based
on the principals in Patrick Lencioni’s book, The Advantage, Warren will teach
how to define a company’s culture, how to get your team to embrace that culture,
and how to face the hard decisions that must be made when a talented and loyal
team member just can’t fit into the model.
How to Improve Your Bottom-Line Through Employee EngagementDrake International
Employee engagement is a hot topic and a key concern for many companies. Despite the heightened focus, companies still struggle with these questions: Why should we invest in employee engagement? Where do we invest for the greatest impact? What is the tangible business value of internal communication?
In this webinar, we will explore how to improve employee engagement, ways to initiate strategic discussions in your organization, and the impact it has on your bottom-line.
Similar to Ceo 20 Question People Scorecard V2 (20)
2. Organizational Stress 4. We are great at negotiating strategic contracts & agreements 5. Our organization structure is a great fit with our business model & people strengths 3. Our senior management team is cohesive & working well 2. All of our Exec Committee planning, coordination, communication & control processes are working well 1. All of our strategic change programs are on track. Organizational stress is under control Please rate your response to each question 5 = Strongly Agree 4= Agree 3= Neutral 2= Disagree 1= Strongly Disagree
3. Teamwork 9. We are great at measuring & nurturing the engagement of our people 10. We retain a high % of our top performers. I have no worries about future retention 8. Openness & trust promotes high performance team behavior & innovation in our organization 7. Our employee performance review system works well 6. Our employee meetings improve client service & employee engagement Please rate your response to each question 5 = Strongly Agree 4= Agree 3= Neutral 2= Disagree 1= Strongly Disagree
4. Recruitment & Training 14. Our employees adhere to high standards of workplace & business etiquette 15. Our management & leadership training meets employee needs & organizational goals 13. Our new hires get a great orientation to our organization including the required attitudes, behaviors & actions 12. I am satisfied with the quality & return on investment of our new hires 11. We have all the people with all the skills & strengths needed for our business success Please rate your response to each question 5 = Strongly Agree 4= Agree 3= Neutral 2= Disagree 1= Strongly Disagree
5. Communication 17. Our employees are satisfied with how we are communicating 16. I am satisfied with the systems & content of our management communication in fast changing environments Please rate your response to each question 5 = Strongly Agree 4= Agree 3= Neutral 2= Disagree 1= Strongly Disagree
6. Personal Peak Performance 19. I know my strengths & spend most of my time using them 20. I have deep conversations about leadership & the big picture 18. My energy & time is spent on what matters most. I have time to think & evaluate possibilities Please rate your response to each question 5 = Strongly Agree 4= Agree 3= Neutral 2= Disagree 1= Strongly Disagree