Sanoma Media Group conducted an extensive employee engagement survey involving 44 questions in 12 languages to better understand their employees and engage them. The survey had a high response rate of 75% and provided valuable insights into both strengths and areas for improvement. As part of efforts to engage employees and adopt new vision and values, Sanoma launched a cultural change initiative that top management was held accountable for through survey results being tied to incentives. The transformation is progressing well according to Jacqueline Cuthbert, and regular surveys will continue to track progress and discuss results alongside financials.
After The Employee Engagement Survey: Now What? Best Practices in Communicati...Stephen Shinnan
The results are in. The presentation to the leadership team went well, and all eyes turn to you as the CEO utters those famous words: So, what are the next steps? You’ve been anticipating that, and have loads of questions:
How should we cascade the results to managers and staff? Is there are a right way and a wrong way? What are the best practices?
How do we go about action planning?
What should we focus on?
How do I deal with groups that don’t want to follow the organizational approach, i.e. they want to do their own thing?
How do I satisfy the people who don’t accept the organization’s results and think their group is different?
Join Norm Baillie-David, SVP Consulting, as he draws from numerous case studies and success stories to provide best practices in how to proceed after the survey to ensure that your survey investment is maximized and that you do the right things right to improve employee engagement in your organization.
HR Process Strategy - Determine process priority and maturityRustin Richburg
A structured approach to set HR / Talent Process Strategy. Includes an evaluation of process relative maturity. Provides survey template to assess customer feedback regarding process priorities, quality, and importance.
"Thoughts" Ltd. completed a "U-turn" in its history as a company. From a losing, weak and dispersed company it became a successful, profitable and growing company again. This process occurred in three years thanks to the alignment and focus of the management team and the whole company.
Putting the "Strategic" in Strategic Business PartnerVisier
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics? Find out how to put the "strategic" in Strategic Business Partner.
View the full webinar recording here:
http://www.visier.com/lp/putting-strategic-in-strategic-business-partner/
After The Employee Engagement Survey: Now What? Best Practices in Communicati...Stephen Shinnan
The results are in. The presentation to the leadership team went well, and all eyes turn to you as the CEO utters those famous words: So, what are the next steps? You’ve been anticipating that, and have loads of questions:
How should we cascade the results to managers and staff? Is there are a right way and a wrong way? What are the best practices?
How do we go about action planning?
What should we focus on?
How do I deal with groups that don’t want to follow the organizational approach, i.e. they want to do their own thing?
How do I satisfy the people who don’t accept the organization’s results and think their group is different?
Join Norm Baillie-David, SVP Consulting, as he draws from numerous case studies and success stories to provide best practices in how to proceed after the survey to ensure that your survey investment is maximized and that you do the right things right to improve employee engagement in your organization.
HR Process Strategy - Determine process priority and maturityRustin Richburg
A structured approach to set HR / Talent Process Strategy. Includes an evaluation of process relative maturity. Provides survey template to assess customer feedback regarding process priorities, quality, and importance.
"Thoughts" Ltd. completed a "U-turn" in its history as a company. From a losing, weak and dispersed company it became a successful, profitable and growing company again. This process occurred in three years thanks to the alignment and focus of the management team and the whole company.
Putting the "Strategic" in Strategic Business PartnerVisier
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics? Find out how to put the "strategic" in Strategic Business Partner.
View the full webinar recording here:
http://www.visier.com/lp/putting-strategic-in-strategic-business-partner/
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And more…
Culture: The Byproduct of Your Story and StrategyJames O'Gara
This presentation is one of several that are part of The Future of the CMO/CXP Executive Education Series. An educational series hosted by OnMessage.
----
Culture: The Byproduct of Your Story and Strategy.
To truly develop a culture that creates value, lasting
business results and a differentiated customer experience,
executives need to rethink how culture is formed. It’s
not about Ping-Pong tables, free lunches and cool office
spaces. It’s about clarity. Clarity in the company’s story —
and in the company’s strategy.
HR Trends 2020 should be diverse. After all, it is all about employees or people. Diverse approaches can bring in little yet an impactful change in the day-to-day work of employees.
Read Blog: https://www.openhrms.com/blog/hr-trends-2020
What is Indian Pharma Thinking about Digital? A Research ProjectAnup Soans
First Ever Indian Pharma Centric Survey: A CredoWeb India – #MedicinMan Research Project
As a part of Digital Excellence Pharma Academy , we initiated a research project with a detailed survey to understand the current status and issues faced by Indian Pharma companies in adopting digital to bridge the pharma – physicians disconnect.
You can know more about the scope and scale of this research project and survey at https://lnkd.in/gR5JMer
Consult Group - Recruitment Process Outsourcing - BrochureOLIVER DRAPER
The benefits of using Consult Group’s RPO service include:
• Higher number of quality candidates identified quicker
• Reduced time to recruit staff
• Reduced recruitment costs
• Removal of the administrative burdens of recruitment
• Improved retention of staff
• Mitigation of operational risks
• Accessing the best available technology
The next generation of HR transformation will see a strategic shift that incorporates services either new or non-traditional to HR functions, like – workforce planning, talent management, mergers and acquisitions, global workforce security, change management and global mobility.
With many solutions available on the cloud now – end-users have more choice than ever, so are there particular value add functions that you offer which tends to get people engaged?
When management opens the books and reveals the financials to the workforce, it is a sign of good faith, entrusting employees with the tools to make business improvements. It is also evidence of a commitment to collaboration, giving employees the broadest and deepest exposure to major changes in the business.
What Is Talent Mapping? SGA Talent explainsSGA Talent
What Is Talent Mapping? Talent Mapping is the process where a company analyzes their current and future talent needs, and then maps out talent pools of potential candidate talent to meet those needs
Talent Mapping - Provides talent intelligence and insight into a competitor’s organization
Talent Mapping - Produces valuable data used for proactive recruiting efforts to build candidate pipelines for current and future roles
Talent Mapping - Used as a great tool to create engaged talent communities
Talent Mapping - Provides the recruiting team with the entire talent pool ensuring completeness and access to the potential talent universe reducing the chance of missing out on the “right candidate.”
Talent Mapping - Is often delivered in organization chart format, proving a visual of relationships of who is who and who does what within an organization, taking the guesswork out of the equation
Talent Mapping - The go-to resource to understand a competitor’s structure after the pandemic
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And more…
Culture: The Byproduct of Your Story and StrategyJames O'Gara
This presentation is one of several that are part of The Future of the CMO/CXP Executive Education Series. An educational series hosted by OnMessage.
----
Culture: The Byproduct of Your Story and Strategy.
To truly develop a culture that creates value, lasting
business results and a differentiated customer experience,
executives need to rethink how culture is formed. It’s
not about Ping-Pong tables, free lunches and cool office
spaces. It’s about clarity. Clarity in the company’s story —
and in the company’s strategy.
HR Trends 2020 should be diverse. After all, it is all about employees or people. Diverse approaches can bring in little yet an impactful change in the day-to-day work of employees.
Read Blog: https://www.openhrms.com/blog/hr-trends-2020
What is Indian Pharma Thinking about Digital? A Research ProjectAnup Soans
First Ever Indian Pharma Centric Survey: A CredoWeb India – #MedicinMan Research Project
As a part of Digital Excellence Pharma Academy , we initiated a research project with a detailed survey to understand the current status and issues faced by Indian Pharma companies in adopting digital to bridge the pharma – physicians disconnect.
You can know more about the scope and scale of this research project and survey at https://lnkd.in/gR5JMer
Consult Group - Recruitment Process Outsourcing - BrochureOLIVER DRAPER
The benefits of using Consult Group’s RPO service include:
• Higher number of quality candidates identified quicker
• Reduced time to recruit staff
• Reduced recruitment costs
• Removal of the administrative burdens of recruitment
• Improved retention of staff
• Mitigation of operational risks
• Accessing the best available technology
The next generation of HR transformation will see a strategic shift that incorporates services either new or non-traditional to HR functions, like – workforce planning, talent management, mergers and acquisitions, global workforce security, change management and global mobility.
With many solutions available on the cloud now – end-users have more choice than ever, so are there particular value add functions that you offer which tends to get people engaged?
When management opens the books and reveals the financials to the workforce, it is a sign of good faith, entrusting employees with the tools to make business improvements. It is also evidence of a commitment to collaboration, giving employees the broadest and deepest exposure to major changes in the business.
What Is Talent Mapping? SGA Talent explainsSGA Talent
What Is Talent Mapping? Talent Mapping is the process where a company analyzes their current and future talent needs, and then maps out talent pools of potential candidate talent to meet those needs
Talent Mapping - Provides talent intelligence and insight into a competitor’s organization
Talent Mapping - Produces valuable data used for proactive recruiting efforts to build candidate pipelines for current and future roles
Talent Mapping - Used as a great tool to create engaged talent communities
Talent Mapping - Provides the recruiting team with the entire talent pool ensuring completeness and access to the potential talent universe reducing the chance of missing out on the “right candidate.”
Talent Mapping - Is often delivered in organization chart format, proving a visual of relationships of who is who and who does what within an organization, taking the guesswork out of the equation
Talent Mapping - The go-to resource to understand a competitor’s structure after the pandemic
NTHEMIND OF GREATCOMPANIESBy Scott BlanchardThe.docxhenrymartin15260
NTHE
MIND OF GREAT
COMPANIES?
By Scott Blanchard
T
he old saying, "money isn't
everything," rings hollow in
today's business world.
where rninute-by-minute
stock quotes scroll across
our computer monitors, and
careers are won or lost based
on Wall Street's analysis of a
company's perforniance. Throw in giob-
al competition, outdated products and
services, increased costs, corporate silos
and other business challenges, and it's
no wonder that tnatiy of today's compa-
nies focus solely on their bottom line,
ofteti at the expense of customer service
and employee satisfaction.
It need not be this way. Great compa
nies focus on more than one bottom
line when gauging their perforniance.
Ttiey choose to be not only the invest-
ment of choice, but also the provider of
choice for their products or services, as
well as the employer of choice for work-
ers in their industry. By looking beyond
immediate, short term results and focus-
ing on strategies to make their compa-
nies successful for the long-term, they
recognize challenges sooner, identify
solutions more quickly and deliver re-
sults ahead of their competitors. In short,
they learn to lead at a higher level.
A clear warning sign that your busi-
ness is trapped in a short-term mindset
is the presence of an "either/or" philoso-
phy. Managers either believe they can
achieve profitability or they can develop
a great workplace, but not both. These
leaders don't always take morale and job
satisfaction into consideration. Their
focus is only their financial bottom line.
From there, it's a short leap to the false
notion tlrat making money is the sole
reason to be in business.
A NEW APPROACH
Contrary to the either/or philosophy,
leading at a higher level requires man-
agers to embrace a "both/and" approach.
In great companies, the development of
people is of equal importance to finan-
cial performance. As a result, the focus
is on long-term results and human satis-
faction. Accordingly, great companies
begin by both creating and nurturing a
vision of the future, and then measuring
progress against that vision.
There are three questions to ask,
which represent the main components
of a corporate vision. By focusing on
these questions, companies are more
likely to ensure they don't lose sight of
their path to success. They are:
• What business are you in? This will
help you identify your company's signif-
icant purpose.
• What will the future look like if you
are successful?
• What guides your behavior and deci-
sions on a daily basis? This will help
you identify clear values.
Great companies keep al! three of
these ideas clearly in mind and make
necessary course corrections when they
realize they are off track.
The next step is to create a corporate
culture that both reflects and reinforces
the corporate vision. The culture con-
sists of the values, attitudes, beliefs,
behaviors and practices of the organiza-
tion's members. Culture is an organiza-
tion's personality, and it can help or hin-
.
Helping people to be ‘net better off’ with Accenture + WorkdayAccenture Technology
Discover how Accenture and Workday can help seamlessly evolve with your organization and position it as a driver of business growth. Read more: https://accntu.re/34wlYU0
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
Strategic Onboarding is an approach to Talent Onboarding that addresses the long-term needs of
the employee while also addressing the business needs of the organization. It creates a win-win
situation, providing value to both the business and the employee.
Similar to Corporate Spirit Newsletter 2/2013 (20)
Corporate Spiritin asiakaslehti 4/2017. Lehdessä asiakkaamme Martela ja Oras Group kertovat henkilöstötutkimuksen hyödyntämisestä liiketoiminnan kehittämisessä. Engaging People for Success.
Käsittelemme lehdessä organisaatioiden toiminnan tuloksellisuuteen liittyviä asioita kertomalla mm. henkilöstö- ja johtamistutkimusten ja niihin liittyvän konsultoinnin uusista tuulista. Kerromme myös yrityksemme ja yhteistyökumppaneidemme kehittymisestä ja yhteistyömme mukanaan tuomasta lisäarvosta.
Otavamedia: Menestys tehdään yhdessä
Näkökulma: Yhteistyössä on voimaa!
Yksiköiden välistä yhteistyötä tehostamalla parannetaan kilpailukykyä!
Tekoäly tukee kehittämistä teknologian huipulla
Hyvin toteutettu henkilöstötutkimus ja
sen pohjalta laaditut toimenpiteet ovat
kustannustehokas tapa muutoksen toteutuksessa
ja seurannassa. Johto osoittaa
halunsa kuulla henkilöstön mielipiteitä
fokusoidakseen toimenpiteitä. Etenkin
muutostilanteissa tarvitaan tietoa; onhan
toisaalta korkeasuhdanteessa paljon helpompi
johtaa.
Henkilöstötutkimusten tuloksista kehittämishankkeisiin
pääseminen on usein haastavaa, koska eri tilanteissa
ja ympäristöissä tuloksille voi olla erilaisia tulkintoja.
Usein kehityshankkeiden onnistumisessa on tärkeää
pystyä tukemaan eri tasoilla toimivia esimiehiä.
Työnantajan imagon merkitys korostuu
entisestään muuttuvassa toimintaympäristössä.
Lukuisat tutkimuksemme ovat
osoittaneet, että työnantajamielikuva
koetaan yhdeksi keskeisimmistä henkilöstön omistautuneisuuteen vaikuttavista tekijöistä.
Olemme uudistaneet asiakaslehtemme ulkoasun ja antaneet sille uuden nimen: ”Spirit”. Me Corporate Spiritissä pyrimme aktiivisesti uudistumaan tuottaaksemme lisäarvoa ja uusia näkökulmia asiakkaidemme uudistumisprosesseihin.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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VAT Registration Outlined In UAE: Benefits and Requirements
Corporate Spirit Newsletter 2/2013
1. “The transformation from print to digital has
been perhaps the most significant megatrend
affecting our business so far”, Jacqueline
Cuthbert explains. “To survive and even
exceed that, we’ve had to grow and innovate
continuously. Ways to improve our overall
performance have been developed, and a new
kind of win-win culture is being created.”
Engaging people has been one of the corner-
stones. However, managing a process of this
magnitude in a multinational company that
operates in a constantly evolving industry is
by no means an easy task. For this particular
purpose, Corporate Spirit carried out an
extensive employee engagement survey for
Sanoma Media Group, involving 44 questions
in 12 languages.
“We wanted to do our best to engage people
in our Sanoma way”, Jacqueline Cuthbert
explains the background for the research.
“Getting feedback from employees is essential
in winning their hearts and minds – as is
listening and acting upon what they say. In
Sanoma’s case, the survey also helped us to get
valuable insight from both our strengths and
improvement areas.”
As part of Sanoma’s effort to win those hearts
and minds – and to help employees adopt
the Sanoma way – the company launched
its new vision and values. Their contents and
meaning were explained and discussed to
ensure that everyone would understand the
reasons behind the direction the company
was heading to.
According to Jacqueline Cuthbert, an employee
engagement survey is essential for any company
wanting to become a high performance
organisation. Furthermore, utilising the survey
in a way that makes the most of gathered data
needs to be the entire company’s responsibility.
Especially when a significant cultural change
needs to be established – as in Sanoma’s case –
the managers need to be held accountable for
turning results into tangible action.
“To be able to help the organisation improve
its performance, employee engagement survey
results need to be anchored into the management’s
incentives”, Jacqueline Cuthbert emphasises.
The achieved response rate of 75 % is a clear
sign of high engagement level at Sanoma
Media Group. People are committed and
motivated to express their opinions in a
constructive way to be able to contribute
to the organisation’s overall performance.
The progress is now being tracked on a
group-wide level, and the results are being
discussed in quarterly reviews, along with
financial results. According to Jacqueline
Cuthbert, the transformation is on a good
run, and the road towards that winning
culture is open. Then again, the journey has
just begun – a new survey has been booked
for the autumn of 2013!
Sanoma inspires, informs and connects
Sanoma is a leading European group focusing on consumer
mediaandlearning,andonbringinginformation,experiences,
education and entertainment to millions of people every day.
Employing over 10,000 professionals in six strategic business
units, the group’s net sales totalled EUR 2.4 billion in 2012.
Corporate Spirit CS Ltd | HR Intelligence to support business success. | 2/2013
“With engaged employees
change is a new opportunityto flourish”
Jacqueline Cuthbert, Chief HR & Communications Officer, Sanoma Media Group
Operating at the forefront of the constantly evolving media industry, Sanoma Media Group has recently gone through significant changes. According to
Chief HR & Communications Officer Jacqueline Cuthbert, Sanoma makes every effort to turn these changes into opportunities to further strengthen
one of the company’s core advantages: engaged people who are committed to reach the common goals.
2. EMPLOYEE ENGAGEMENT
Today’s demands for employees to succeed
in high-performing organisations require
constant setting of targets and reviewing
achievement. How do organisations in turn
foster engagement – the will and the ability
to exceed expectations?
Now, I’ve been around.
I’ve worked for about ten different companies.
I’ve had close to twenty bosses and I’ve
had dozens of people reporting to me. I’ve
been able to observe what does and doesn’t
make me and my co-workers tick. It’s not
rocket science or brain surgery, but rather
straightforward, really.
It’s the little things.
It’s about daily recognition and concern – a
simple “thank you” or “how are you” every
now and then, keeping mutual deadlines or
asking for a helping hand. It’s the knowledge
that I have the tools, the time and the mental
support of my colleagues to do my job well.
In short, it’s fostering common courtesy and
common sense for the common good.
It’s also the big things.
It’s about continuity and direction –
affirmation of the reason I’m doing my job,
and the link of my role to the vision and
strategy of my organisation. It’s also about
the state of leadership: Creating commitment
by setting an example, keeping promises and
communicating success. When that works,
employees follow suit.
I’ve been at my most content in organisations
that have respected the mutual agreement
of giving and receiving. Commitment and
engagement are two-way streets, and when
the traffic flows in both directions, the
prerequisites for outstanding performance
culture are there to be employed.
EXCHANGE
ECONOMY
HR PLANNING CYCLEEDITORIAL
TheOptimal
Frequencyof
HRDInitiatives
Mari Kaarnavaara-Puutio
Communications Manager
Companies with fast growth or major changes often
want to complement their annual engagement survey
with light pulse surveys. Those characterised by a more
stable business environment sometimes favour longer
intervals. However, almost two-thirds of all companies
conduct their HRD initiatives on an annual basis – and for
a good reason.
HRD initiatives are an integral part of a
company’s management systems. Nearly
all of those systems, such as performance
appraisals, work on an annual basis. To make
the most of soft people metrics in different
systems such as Balanced Scorecard or
leadership targets, an annual input that takes
place preferably at the same time every
year is clearly the most efficient. Regular
collection of feedback makes it possible
to create an organisation culture that uses
feedback actively to be able to learn, develop
and grow. To sum up, a systematic annual
cycle builds a solid platform for the efficient
utilisation of results.
Furthermore, cost savings in communication,
planning and running the survey can be best
achieved with annual initiatives as most
employees are familiar with the procedures
and know what to expect. Repetitiveness
also creates motivation as managers
understand they can’t forget about the
critical results – since they’re bound to
appear again next year.
The entire survey/assessment process should
be planned in a professional way, utilising
available experience and knowledge from
best practices. Together, the customer and
the supplier can compress the process
time from planning to implementation in
various ways:
• The planning and survey preparation
phase can be kept short with efficient
planning and organisation mapping tools
• No extra time for data collection will be
needed for units with low response rates,
as they can be handled during the process
with a good online data collection monitor
• The survey company minimises the time
between the end of data collection and
finalised reporting
• The customer has complete confidence
on the date when the survey reporting will
be ready. The first meetings to act on the
results can be pre-scheduled.
• The schedules for communicating and
handling the results are made well before
the reports are ready.
• The processing times for reporting, action
planning, action implementation and
follow-up are kept short.
When the entire process of annual HRD
initiatives is professionally planned and
implemented, employee engagement surveys,
360° assessments and performance appraisals
can all build on each other. This way, they all
contribute efficiently to enhancing leadership,
engagement and profitability.
3. HR PLANNING CYCLE
JanuaryDecember
July
Business planning helps organisations make better use of their resources
In today’s environment of complexity,
challenge and competition, it’s only
the consistent, focused and efficient
organisations that can survive. Ensuring
that the activities of everyone in the
organisation are properly connected to
the needs of the business is an important
ingredient of success.
Dr Richard Plenty has over 25 years of
experience in examining the relationship
between business planning and organisational
performance. According to him the ability
to connect HR to overall business strategy
is in fact the key to both business success
and successful people engagement. By
adopting a systematic annual process, the
link between what people do and what the
overall business needs remains clear at all
times.
“Business strategy is ultimately implemented
through the efforts and the know-how of
employees. An effective process ensures there is
a clear ‘line of sight’ between what the business
is trying to do and individual objectives”,
Richard Plenty emphasises.
When the process is carried out on a
regular, systematic basis it creates the ideal
environment for a learning organisation.
Expectations are set and met, habits are
formed, good performance recognised and
rewarded. It’s about aligning employees so
that they’re going to the same direction.
An annual business planning cycle helps
improve motivation and engagement as
employees realise how they are able to
contribute to the organisation’s goals. At the
same time, development programmes can
be efficiently aligned, creating opportunities
for both sales increase and cost reduction.
Any organisation that introduces such an
annual performance management process in
a systematic way is likely to see improvements
in both productivity and profitability.
As every employee is aware of both personal
and organisational goals – as well as of the
available means to achieve them – strategy
can be efficiently executed. To ensure that
everyone is pulling to the same direction,
regular monitoring is required.This takes place
in the context of overall business performance
evaluation.
Richard Plenty points out that successful
performance evaluation depends on
encouraging good dialogue between
employees and their supervisors at all levels
of the organisation. “Having meaningful
and relevant targets in place helps these
performanceconversationstobemoreobjective
and useful as part of an effective performance
management system.”
According to Richard Plenty, a well-planned
and implemented business planning process
provides a straightforward way of translating
strategy into action.
Reviewing
and rewarding
performance
Monitoring and
communicating progress,
giving feedback and
adjusting performance
Business planning and
the setting of strategic
objectives
Translating strategic
business objectives
into departmental and
individual goals and targets
Planningthe
Next Cycle
Action
Implementing
360°
assessments
Action
Planning
Performance
Appraisals
Employee
Engagement
Survey
Personal Action
Planning &
Implementing
4. Valkjärventie 7 A, 02130 Espoo, Finland, ☎ +358 9 452 0730
Läntinen Pitkäkatu 33, 20100Turku, Finland, ☎ +358 2 274 3100
Birger Jarlsgatan 2, 5 tr, 114 34 Stockholm, Sweden, ☎ + 46 8 505 65 171
Dronning Eufemias Gate 16, 0191 Oslo, Norway, ☎ +47 2 389 8880
20 Broadwick Street, Soho,W1F 8HT, London, UK, ☎ +44 870 366 93 35
employee surveys
360°assessments
managementteam assessments
solutions for utilisingthe surveys
and assessments
www.corporatespirit.eu
Editor-in-chief:JukkaPohjola | Editor:MariKaarnavaara-Puutio | Layout:MainostoimistoDynastia | Printedby:TEMA-TEAM11116-13 | Circulation:7000
Corporate
Spirit
CSLtd
Faces & Places Corporate Spirit has appointed the following specialists:
Marianna
Väre
Researcher
Espoo
Mari
Kaarnavaara-Puutio
CommunicationsManager
Turku
Niina
Lallukka
ProjectAssistant
Turku
Corporate Spirit’s traditional Back-to-Basics seminar was held this year in Innopoli’s
inspiring setting in Espoo, Finland. A recognised group of speakers shared their
insights and opinions about trends in talent management and engagement to the
audience of leading HR professionals. Corporate Spirit would like to thank everyone
for participating – we are already looking forward to seeing you at our next seminar!
Smiles from the speakers after the conclusion of Back-to-Basics 2013: Chief HR &
Communications Officer Jacqueline Cuthbert, Sanoma Oyj, Senior Manager Esko
Piekkari, Corporate Spirit, Managing Director Jukka Pohjola, Corporate Spirit, Senior
Consultant Soile Brushane, Corporate Spirit, Country Manager Helena Fernström,
Corporate Spirit and Dr. Richard Plenty, This Is ... Ltd.
Corporate Spirit’s new website is up and running – and available to everyone at
www.corporatespirit.eu. To make the user experience even more enjoyable,
this version features a bit lighter and fresher appearance combined with accurate
highlights on the knowledge and experience of a true expert organisation. Articles,
observations, ideas and developments – everything you need to know about HR
intelligence in a convenient, yet comprehensive package.
Corporate Spirit would like to wish its customers and cooperation partners a relaxing
and highly empowering summer! Most of us taking it a bit easier in July, we’ll be
back in business and running at full gear again in August.
HRprofessionalsgatheredat
CorporateSpirit’sspringseminar
CorporateSpirit
launchesitsnewwebsite
Hooray!It’saholiday!