The document discusses how Great Place to Work determines certification and rankings for best workplaces. It describes the methodology, which involves a large global study that surveys over 11.5 million employees across 10,000 companies in 90 countries. Companies are evaluated on 5 dimensions: trust, innovation, values, leadership effectiveness, and human potential. To be certified or make the best workplace lists, companies must meet survey distribution requirements, provide a culture brief, and may undergo an in-depth culture audit that examines distinguishing practices. The goal is to understand what drives companies' results and share best practices that benefit all employees.
You Don't Have a Talent Problem: It's Your CultureRoundPegg
In this informative presentation, RoundPegg's Natalie Baumgartner shares crucial ways to identify culture opportunities and roadblocks. She'll give you a roadmap that you can use TODAY to begin hypercharging your hiring–and you'll want to get started right away.
Understanding Company Culture, June 8th, 2010Sheila Burkett
This document summarizes an introduction to understanding corporate culture presented by Sheila Burkett. It discusses what corporate culture is, including that it is the shared values and practices of employees and can include sub-cultures. Models of corporate culture are presented, including those created by Blake/Mouton, Sonnenfield, and Adizes. Research conducted by Peter Drucker and Jim Collins on management styles and what builds success are summarized. The presentation provides questions to consider when evaluating fit with a company culture and recommends resources for learning about a specific organization's culture.
Why & how do we work as a strategic HR partner to management here at WoogaSteven Gilmore
I was asked to give a talk to 'Good School' on the topic:
"Why & how do we work as a strategic HR partner to management here at Wooga"
Here are the slides.
Once you hire high-performers, how do you keep them? Transformational onboarding will help you protect your investment in talent, inspire a winning mindset and achieve a competitive advantage.
This deck reveals the secrets of creating a personalized, powerful onboarding experience. These techniques will help you protect your ROI and convince top talent to stay with your organization.
The Value of Employee Engagement to Improve Veterinary Practices Oculus Insights
Dr. Mike Pownall, of Oculus Insights, presented at the AAEP 2018 Annual Convention in San Francisco on the use of Employee Engagement to improve practice culture, productivity, profitability and client loyalty.
Love 'em with data: DocuSign’s signature weapon in elevating the recruiter | ...LinkedIn Talent Solutions
This document discusses how DocuSign elevated their recruiters by implementing a data-driven scorecard system. It introduced metrics to measure recruiter performance holistically across candidate experience, hiring manager satisfaction, and execution. Recruiters received frequent feedback based on these metrics. This led to improved recruiter engagement, development, and recognition. It also enhanced candidate and hiring manager experiences. The data-driven approach helped optimize recruiting performance while reducing attrition.
Improving Veterinary Team Communication - AAEVT 2018Oculus Insights
Dr. Mike Pownall presented on improving communication between veterinary team members for the annual convention of the American Association of Equine Veterinary Technicians.
Sample Employee Satisfaction Measurement ToolTerence Wong
Sample Employee Satisfaction Measurement Tool to measure staff attitudes to company across 5 areas modelled on Great Place to Work. Helps to pinpoint areas for improvement in staff satisfaction
You Don't Have a Talent Problem: It's Your CultureRoundPegg
In this informative presentation, RoundPegg's Natalie Baumgartner shares crucial ways to identify culture opportunities and roadblocks. She'll give you a roadmap that you can use TODAY to begin hypercharging your hiring–and you'll want to get started right away.
Understanding Company Culture, June 8th, 2010Sheila Burkett
This document summarizes an introduction to understanding corporate culture presented by Sheila Burkett. It discusses what corporate culture is, including that it is the shared values and practices of employees and can include sub-cultures. Models of corporate culture are presented, including those created by Blake/Mouton, Sonnenfield, and Adizes. Research conducted by Peter Drucker and Jim Collins on management styles and what builds success are summarized. The presentation provides questions to consider when evaluating fit with a company culture and recommends resources for learning about a specific organization's culture.
Why & how do we work as a strategic HR partner to management here at WoogaSteven Gilmore
I was asked to give a talk to 'Good School' on the topic:
"Why & how do we work as a strategic HR partner to management here at Wooga"
Here are the slides.
Once you hire high-performers, how do you keep them? Transformational onboarding will help you protect your investment in talent, inspire a winning mindset and achieve a competitive advantage.
This deck reveals the secrets of creating a personalized, powerful onboarding experience. These techniques will help you protect your ROI and convince top talent to stay with your organization.
The Value of Employee Engagement to Improve Veterinary Practices Oculus Insights
Dr. Mike Pownall, of Oculus Insights, presented at the AAEP 2018 Annual Convention in San Francisco on the use of Employee Engagement to improve practice culture, productivity, profitability and client loyalty.
Love 'em with data: DocuSign’s signature weapon in elevating the recruiter | ...LinkedIn Talent Solutions
This document discusses how DocuSign elevated their recruiters by implementing a data-driven scorecard system. It introduced metrics to measure recruiter performance holistically across candidate experience, hiring manager satisfaction, and execution. Recruiters received frequent feedback based on these metrics. This led to improved recruiter engagement, development, and recognition. It also enhanced candidate and hiring manager experiences. The data-driven approach helped optimize recruiting performance while reducing attrition.
Improving Veterinary Team Communication - AAEVT 2018Oculus Insights
Dr. Mike Pownall presented on improving communication between veterinary team members for the annual convention of the American Association of Equine Veterinary Technicians.
Sample Employee Satisfaction Measurement ToolTerence Wong
Sample Employee Satisfaction Measurement Tool to measure staff attitudes to company across 5 areas modelled on Great Place to Work. Helps to pinpoint areas for improvement in staff satisfaction
Blueprint - Building a World-Class Data Program for Recruiting - Andrew GadomskiRecruitDC
A presentation on how to set up a data analytics system and/or dashboard for all of recruiting. Andrew will review the foundations of building a strong program as well as the 6 categories of measures that matter to recruiting and sourcing and the measures themselves. We will then review how to segment data and present it in a progressive way – first for those that are beginners and just getting started, and then for full-on experts with sophisticated data sources and sets.
Issues with employee engagement and productivity continue to grow. The power has shifted from employer to employee as employees now have the choice to be very selective about their employer. Top talent knows they can leave mediocre organizations for thriving environments. Understanding and enhancing your internal talent is critical for companies to drive results that will positively impact and contribute to your bottom line. Implementing strategies that support an engaging employee experience will help your company be successful in attracting and retaining that top talent.
For many HR professionals employee “engagement” can be a mysterious and elusive thing. Long rumored to be the keystone that can stabilize a bad corporate culture or turn a good culture into a great one; but where can it be found? During this session we will help solve the mystery and show you where to find the weapons you need to hunt down and capture this intangible yet valuable prey.
During this session you will learn:
The facts and figures that unequivocally connect employee engagement to overall company performance and profitability.
Where to find opportunities to engage and how to capitalize on and connect those opportunities to maximize success.
How to use the methodologies illustrated in the book What Motivates Me to assess each employee’s engagement level and to expose their true motivators.
Critical Hiring Metrics For Healthcare QualityCielo
This document discusses quality of hire metrics for healthcare organizations. It begins by stating that rising costs, access to quality care, and availability of talent are issues all healthcare providers face that are ultimately talent issues. It then discusses that consistently delivering quality hires is the most important strategic function of talent acquisition. The document outlines several critical quality metrics including hiring manager satisfaction, employee satisfaction, time to productivity, retention rate, patient outcomes, and cost per vacancy. It concludes by discussing levers that influence quality of hire such as employee value proposition, workforce planning, hiring manager experience, onboarding, and talent management.
Leading a change: Collaborating to connect employees to your company's strate...LinkedIn Talent Solutions
This document discusses connecting employees to a company's strategy through collaboration. It describes how Ceragon, a telecommunications company, empowered employees to collaborate in cross-functional teams to address strategic challenges. The teams, consisting of diverse global employees acting as consultants, identified solutions to major issues. Employees found the experience meaningful. It also led to improved employee value proposition, increased referrals and social recruiting, and lower attrition. The journey involved preparing leaders and employees for change, communicating vision, and creating support structures to navigate challenges.
The Best Culture Wins is a case study on how HR and management worked together to build the best culture in a competitive industry. Not only did their culture produce financial results in the top 1% for comparable companies, but they transformed the idea of how leaders define, measure and improve company culture. www.ourthreads.com
Metrics and analytics how to tell the recruiting storyRob McIntosh
This document discusses how to use data, metrics, and analytics to tell effective recruiting stories in 3 sentences or less:
1) It identifies the three guiding principles for recruiting storytelling as helping make the case for change, setting expectations on issues and possibilities, and providing tangible actionable direction.
2) It notes that business executives primarily care about metrics related to quality, speed, and cost of recruiting, and provides examples of different analytical recruiting stories that can be told using those metrics.
3) Examples include comparing cost per hire, time to hire, new hire performance, and offer acceptance rates over time and between different job families to identify opportunities for improvement.
InterSystems Global Summit 2011 Presentation: Attracting, Hiring and Keeping ...InterSystems Corporation
The document discusses how John Paladino improved his company's process for attracting, hiring, and retaining top talent. He took responsibility for recruiting, clearly defined what constituted top talent, streamlined the hiring process, and developed ongoing pipelines of qualified candidates. These changes improved hiring metrics like time to fill positions and cost per hire while increasing management confidence in the quality of new hires.
It’s Not About Ratings, It’s About Enabling Employee Performance: TIAA’s JourneyHuman Capital Media
The webinar presentation provided an overview of TIAA's journey to transform their performance management process. They found through employee surveys and workshops that the existing process focused too much on compliance and ratings. TIAA launched pilots to test eliminating formal mid-year reviews in favor of quarterly check-ins, setting "how" goals linked to competencies in addition to "what" goals, and a peer feedback tool. The changes aimed to reduce time spent on documentation by over 70,000 hours annually. Lessons included understanding employee needs, engaging stakeholders, and accepting that cultural change takes multiple years.
How to Transform Talent Acquisition in Asia Pacific through RPOCielo
As the world of employment evolves in the diverse and complex markets in Asia Pacific, so do the tools, tactics and strategies to find the best talent. Learn how organizations in Asia Pacific can establish a world-class talent acquisition function using Recruitment Process Outsourcing as an enabler and make talent their biggest strategic competitive advantage.
“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on the stuff — then you can do pretty well.”
– Mark Zuckerberg, CEO, Facebook
Pulse Surveys - Do They Make Sense - 23jul15TalentMap
More and more, employers say short quarterly, monthly, weekly or even daily polls—sometimes a single question at a time—provide data on how their teams actually feel and catch problems before they fester. Frequent surveys are even replacing annual employee surveys at some companies, but most top employers are starting to use both.
The document discusses an HR partner who provides various HR services to organizations. It outlines the partner's experience and expertise in areas like HR management, performance management, talent acquisition, training and development, and compliance with labour laws. The services discussed include setting up a complete HR department for startups, reorganizing and improving performance management systems for growing organizations, talent acquisition and management support, and ongoing HR consulting and compliance support. Key benefits highlighted are building systematic and optimized HR functions, controlling costs, improving productivity and performance.
This document provides an overview of the RBL Omnia Access program, which includes various tools and resources to help organizations build leaders, professionals, and capabilities. The key components included are:
- Organization Guidance System for assessing and prioritizing human capital investments
- Leadership and HR assessments
- RBL Academies for professional development
- Research repository of tools and content
- RBL Institute for large organizations, which provides executive think tanks and networking.
Pricing options are available for the annual subscription bundle, which the document promotes as helping organizations create measurable business impact through evidence-based human capital strategies and development.
Building a Performance Culture: Using Technology to Demonstrate ValueThe HR Observer
This document discusses how developing a high-performing corporate culture can significantly improve business performance metrics. Studies show companies with strong cultures experienced 6x higher revenue growth, 8x higher stock value growth, and 12x higher net income growth compared to industry averages. The document then presents a case study of Umniah, a telecom company facing business challenges. Umniah implemented initiatives to align employees, execute strategic goals, and continuously renew their culture. This included analyzing staff performance, restructuring underperforming departments, setting clear KPIs, and developing tailored improvement plans. The case study demonstrates how assessing culture and taking targeted actions can help companies adapt to changes and outperform competitors.
Organisations hiring in Asia face tremendous competition for talent, but are also under pressure to decrease their expenses. Too often, they sacrifice the quality of their workforce by reducing cost-per-hire. But there is a better way. By measuring the right data, organizations can develop a talent acquisition process that increases the quality of candidates and saves money in the long run. Sharing this information with executive leadership will validate HR’s role in driving organisational performance.
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
Ascentis PeoplePro culture "Want to Grow Your Company? Improve the Culture!"Lillian Panettiere
Our PeoplePro webinar "Want to Grow Your Company? Improve the Culture!" explores how innovations in HR are making it easier for organizations to thrive, how organizational cultures are evolving, what people want, and how the right culture can have a noticeable impact on delivering business strategy. Walk away with tips to implement right away, new innovations to test, and insights to share with your executive leadership.
What it Takes to Make the Fortune 100 Best Companies to Work For® ListGreat Place to Work® US
In today’s competition for top talent, understanding and leveraging your company’s great workplace culture is more important than ever. In this presentation, Great Place to Work®—the company that conducts the research for the Fortune 100 Best Companies to Work For® list and selects the top 100 Companies each year—shares how you can assess, benchmark, and recognize your company as a great workplace, including:
• How to Apply for the Fortune Best Companies to Work For Lists
• Eligibility and Deadlines
• Selection Methodology, Models & Scoring
• Benefits of Applying to the List
• Tips for a Strong Submission
For over 15 years, the annual Fortune 100 Best Companies to Work For® List has been the gold standard of lists that recognize great workplace cultures. As Fortune’s most popular list franchise, the 100 Best Companies to Work For® List surpasses even the Fortune 500 in readership. Learn how your company can join this elite group of organizations today!
RECRUIT WELL: HOW COMPANY WELLBEING EFFORTS POSITIVELY IMPACT RECRUITING RESULTSHuman Capital Media
Today, organizations are in fierce competition with each other to recruit and keep the best talent available. Having top talent means not only an increase in productivity and sales, but also a flourishing culture. Research has shown that the majority of workers use referrals from current employees to learn about job opportunities. Therefore, culture is an important recruiting lever that is heavily influenced by the organization’s overall wellbeing.
Organizations that have a wellbeing program in place are more successful in recruiting qualified candidates and are able to help them grow in all areas of their life. On February 28, Cindy Scibetta-Butts, Business & HR Consultant, will discuss the value of wellbeing programs and how it will improve your recruiting efforts.
In this webinar, you’ll learn:
The top three things that employees want
How to create a vision of wellbeing in your organization that will help improve culture
Real results of how wellbeing programs are driving recruiting and retention results right now
Blueprint - Building a World-Class Data Program for Recruiting - Andrew GadomskiRecruitDC
A presentation on how to set up a data analytics system and/or dashboard for all of recruiting. Andrew will review the foundations of building a strong program as well as the 6 categories of measures that matter to recruiting and sourcing and the measures themselves. We will then review how to segment data and present it in a progressive way – first for those that are beginners and just getting started, and then for full-on experts with sophisticated data sources and sets.
Issues with employee engagement and productivity continue to grow. The power has shifted from employer to employee as employees now have the choice to be very selective about their employer. Top talent knows they can leave mediocre organizations for thriving environments. Understanding and enhancing your internal talent is critical for companies to drive results that will positively impact and contribute to your bottom line. Implementing strategies that support an engaging employee experience will help your company be successful in attracting and retaining that top talent.
For many HR professionals employee “engagement” can be a mysterious and elusive thing. Long rumored to be the keystone that can stabilize a bad corporate culture or turn a good culture into a great one; but where can it be found? During this session we will help solve the mystery and show you where to find the weapons you need to hunt down and capture this intangible yet valuable prey.
During this session you will learn:
The facts and figures that unequivocally connect employee engagement to overall company performance and profitability.
Where to find opportunities to engage and how to capitalize on and connect those opportunities to maximize success.
How to use the methodologies illustrated in the book What Motivates Me to assess each employee’s engagement level and to expose their true motivators.
Critical Hiring Metrics For Healthcare QualityCielo
This document discusses quality of hire metrics for healthcare organizations. It begins by stating that rising costs, access to quality care, and availability of talent are issues all healthcare providers face that are ultimately talent issues. It then discusses that consistently delivering quality hires is the most important strategic function of talent acquisition. The document outlines several critical quality metrics including hiring manager satisfaction, employee satisfaction, time to productivity, retention rate, patient outcomes, and cost per vacancy. It concludes by discussing levers that influence quality of hire such as employee value proposition, workforce planning, hiring manager experience, onboarding, and talent management.
Leading a change: Collaborating to connect employees to your company's strate...LinkedIn Talent Solutions
This document discusses connecting employees to a company's strategy through collaboration. It describes how Ceragon, a telecommunications company, empowered employees to collaborate in cross-functional teams to address strategic challenges. The teams, consisting of diverse global employees acting as consultants, identified solutions to major issues. Employees found the experience meaningful. It also led to improved employee value proposition, increased referrals and social recruiting, and lower attrition. The journey involved preparing leaders and employees for change, communicating vision, and creating support structures to navigate challenges.
The Best Culture Wins is a case study on how HR and management worked together to build the best culture in a competitive industry. Not only did their culture produce financial results in the top 1% for comparable companies, but they transformed the idea of how leaders define, measure and improve company culture. www.ourthreads.com
Metrics and analytics how to tell the recruiting storyRob McIntosh
This document discusses how to use data, metrics, and analytics to tell effective recruiting stories in 3 sentences or less:
1) It identifies the three guiding principles for recruiting storytelling as helping make the case for change, setting expectations on issues and possibilities, and providing tangible actionable direction.
2) It notes that business executives primarily care about metrics related to quality, speed, and cost of recruiting, and provides examples of different analytical recruiting stories that can be told using those metrics.
3) Examples include comparing cost per hire, time to hire, new hire performance, and offer acceptance rates over time and between different job families to identify opportunities for improvement.
InterSystems Global Summit 2011 Presentation: Attracting, Hiring and Keeping ...InterSystems Corporation
The document discusses how John Paladino improved his company's process for attracting, hiring, and retaining top talent. He took responsibility for recruiting, clearly defined what constituted top talent, streamlined the hiring process, and developed ongoing pipelines of qualified candidates. These changes improved hiring metrics like time to fill positions and cost per hire while increasing management confidence in the quality of new hires.
It’s Not About Ratings, It’s About Enabling Employee Performance: TIAA’s JourneyHuman Capital Media
The webinar presentation provided an overview of TIAA's journey to transform their performance management process. They found through employee surveys and workshops that the existing process focused too much on compliance and ratings. TIAA launched pilots to test eliminating formal mid-year reviews in favor of quarterly check-ins, setting "how" goals linked to competencies in addition to "what" goals, and a peer feedback tool. The changes aimed to reduce time spent on documentation by over 70,000 hours annually. Lessons included understanding employee needs, engaging stakeholders, and accepting that cultural change takes multiple years.
How to Transform Talent Acquisition in Asia Pacific through RPOCielo
As the world of employment evolves in the diverse and complex markets in Asia Pacific, so do the tools, tactics and strategies to find the best talent. Learn how organizations in Asia Pacific can establish a world-class talent acquisition function using Recruitment Process Outsourcing as an enabler and make talent their biggest strategic competitive advantage.
“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on the stuff — then you can do pretty well.”
– Mark Zuckerberg, CEO, Facebook
Pulse Surveys - Do They Make Sense - 23jul15TalentMap
More and more, employers say short quarterly, monthly, weekly or even daily polls—sometimes a single question at a time—provide data on how their teams actually feel and catch problems before they fester. Frequent surveys are even replacing annual employee surveys at some companies, but most top employers are starting to use both.
The document discusses an HR partner who provides various HR services to organizations. It outlines the partner's experience and expertise in areas like HR management, performance management, talent acquisition, training and development, and compliance with labour laws. The services discussed include setting up a complete HR department for startups, reorganizing and improving performance management systems for growing organizations, talent acquisition and management support, and ongoing HR consulting and compliance support. Key benefits highlighted are building systematic and optimized HR functions, controlling costs, improving productivity and performance.
This document provides an overview of the RBL Omnia Access program, which includes various tools and resources to help organizations build leaders, professionals, and capabilities. The key components included are:
- Organization Guidance System for assessing and prioritizing human capital investments
- Leadership and HR assessments
- RBL Academies for professional development
- Research repository of tools and content
- RBL Institute for large organizations, which provides executive think tanks and networking.
Pricing options are available for the annual subscription bundle, which the document promotes as helping organizations create measurable business impact through evidence-based human capital strategies and development.
Building a Performance Culture: Using Technology to Demonstrate ValueThe HR Observer
This document discusses how developing a high-performing corporate culture can significantly improve business performance metrics. Studies show companies with strong cultures experienced 6x higher revenue growth, 8x higher stock value growth, and 12x higher net income growth compared to industry averages. The document then presents a case study of Umniah, a telecom company facing business challenges. Umniah implemented initiatives to align employees, execute strategic goals, and continuously renew their culture. This included analyzing staff performance, restructuring underperforming departments, setting clear KPIs, and developing tailored improvement plans. The case study demonstrates how assessing culture and taking targeted actions can help companies adapt to changes and outperform competitors.
Organisations hiring in Asia face tremendous competition for talent, but are also under pressure to decrease their expenses. Too often, they sacrifice the quality of their workforce by reducing cost-per-hire. But there is a better way. By measuring the right data, organizations can develop a talent acquisition process that increases the quality of candidates and saves money in the long run. Sharing this information with executive leadership will validate HR’s role in driving organisational performance.
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
Ascentis PeoplePro culture "Want to Grow Your Company? Improve the Culture!"Lillian Panettiere
Our PeoplePro webinar "Want to Grow Your Company? Improve the Culture!" explores how innovations in HR are making it easier for organizations to thrive, how organizational cultures are evolving, what people want, and how the right culture can have a noticeable impact on delivering business strategy. Walk away with tips to implement right away, new innovations to test, and insights to share with your executive leadership.
What it Takes to Make the Fortune 100 Best Companies to Work For® ListGreat Place to Work® US
In today’s competition for top talent, understanding and leveraging your company’s great workplace culture is more important than ever. In this presentation, Great Place to Work®—the company that conducts the research for the Fortune 100 Best Companies to Work For® list and selects the top 100 Companies each year—shares how you can assess, benchmark, and recognize your company as a great workplace, including:
• How to Apply for the Fortune Best Companies to Work For Lists
• Eligibility and Deadlines
• Selection Methodology, Models & Scoring
• Benefits of Applying to the List
• Tips for a Strong Submission
For over 15 years, the annual Fortune 100 Best Companies to Work For® List has been the gold standard of lists that recognize great workplace cultures. As Fortune’s most popular list franchise, the 100 Best Companies to Work For® List surpasses even the Fortune 500 in readership. Learn how your company can join this elite group of organizations today!
RECRUIT WELL: HOW COMPANY WELLBEING EFFORTS POSITIVELY IMPACT RECRUITING RESULTSHuman Capital Media
Today, organizations are in fierce competition with each other to recruit and keep the best talent available. Having top talent means not only an increase in productivity and sales, but also a flourishing culture. Research has shown that the majority of workers use referrals from current employees to learn about job opportunities. Therefore, culture is an important recruiting lever that is heavily influenced by the organization’s overall wellbeing.
Organizations that have a wellbeing program in place are more successful in recruiting qualified candidates and are able to help them grow in all areas of their life. On February 28, Cindy Scibetta-Butts, Business & HR Consultant, will discuss the value of wellbeing programs and how it will improve your recruiting efforts.
In this webinar, you’ll learn:
The top three things that employees want
How to create a vision of wellbeing in your organization that will help improve culture
Real results of how wellbeing programs are driving recruiting and retention results right now
Are you frustrated with the implementation of your employee training? Do you feel like your employee training lacks significance and relevance?
Clay Staires provides the Four Common Blind Spots of Training as well as the Four Power Moves For Great Training. He finishes with some Ancient Wisdom of Ongoing Training
Analysis Prioritisation Communication Day ThreeReuben Ray
1. The document discusses various aspects of business and culture including planning, communication, analytical thinking, stakeholders, customer journey, types of businesses, and driving values as culture.
2. It provides examples of company cultures like Starbucks, Apple, and Hyundai focusing on values, leadership, and transforming cultures.
3. The document examines frameworks for analyzing organizational culture like the Competing Values Framework and describes culture as a strategic asset that impacts performance when properly measured, communicated, and aligned.
Creating a culture of accountability breakout workshop presentationChase Lawrence
This document discusses creating a culture of accountability in the workplace. It defines accountability as taking responsibility for one's actions. A culture of accountability does not develop overnight and requires transformation through public and private conversations to shift communal culture. The document outlines the SLE Model for holding employees accountable: Set clear expectations; Invite commitment; Measure progress; Provide feedback; and Link to consequences by evaluating effectiveness. Accountability is about measuring results, not intentions. Leaders are responsible for embedding accountability into operations through clear expectations, commitment, feedback, and consequences.
This document discusses how companies can regain their distinctive culture or "flavor" that is lost as they grow in size and complexity. It argues that employee engagement is key to delivering consistent customer experiences. The document outlines five ways for companies to strengthen their culture: 1) hiring the right people with purpose; 2) giving employees a sense of purpose beyond their job duties; 3) actively engaging employees; 4) establishing clear behavioral frameworks; and 5) recognizing strong performance aligned with cultural values. Regaining a distinctive culture requires partnership between HR and marketing to ensure consistency between internal culture and external brand.
Designing for Intersectionality and Inclusive RecruitmentKate Rand
This document provides an agenda for a HumanHR meetup event on designing for intersectionality. The event runs from 6:30-8:40pm and includes panels on various topics related to designing for extremes and making better decisions in recruitment. It introduces the panelists and their backgrounds. It also includes instructions for participants to submit questions through an online platform during the Q&A session. The document provides summaries of the two panel discussions, focusing on how recruitment processes can be made more equitable and inclusive by considering candidates' skills and behaviors rather than just experience, ensuring all candidates receive equal treatment, and defining job requirements carefully based on the behaviors needed for success.
Organizational Culture for Strategic PerformanceDaniela Kaneva
The best predictor for success of your operations is the human factor. Learn how you can measure your Organizational Culture and what you can do with it in order to align it with Strategy.
Hiring Hacks: How to Foster a More Diverse and Inclusive WorkplaceGreenhouseSoftware
Diversity in the workplace has so many benefits: It helps ensure your company reflects the clients you serve and the world around you, it creates a positive work environment, and it leads to better business results.
But it can still be a challenge for organizations to hire and retain employees from diverse backgrounds.
In this webinar, you’ll learn from two experts who will discuss:
- The value of diversity and why companies should care
- How to create specific diversity goals and metrics
- Tips for companies to prioritize their diversity and inclusion for 2017
- Tangible steps towards implementing a diversity plan company wide
Addressing the Risks & Opportunities of Implementing an Outcomes Based Strategy Blackbaud Pacific
Presented by Brenda Dolieslager, Registered Psychologist & Outcome Measurement Consultant
In this webinar Brenda looks at the risks & opportunities that come with implementing an outcomes based strategy.
By watching this webinar you will:
• Learn what is and is not required to successfully adopt an outcomes based strategy.
• Understand how you are positioned to adopt an outcomes based strategy and what should be your next steps
• Assess the risks involved and learn how they can be mitigated
• Be armed with information to commence of further internal and external conversations around outcomes based strategies.
To view the full webinar please visit: https://www.blackbaud.com.au/notforprofit-events/webinars/past
The document discusses employee engagement and creating a magnetic culture in the workplace. It defines employee engagement as employees being motivated, committed, involved in their work, and inspiring others. Conducting an internal analysis of engagement establishes a foundation for improving company culture and achieving organizational success. The document also outlines key drivers of engagement, ways to create an engaged culture, and an action planning process to increase engagement levels.
Getting your shift together making sense of organizational culture and changeDani
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
The document discusses how people management is linked to business performance and provides reasons why focusing on people can improve efficiency. It notes that adopting improved people management approaches across UK businesses could boost the economy by up to 10% in efficiency gains. Smaller businesses in particular could see efficiency increase by up to 17% by recognizing and rewarding employee performance. The document also emphasizes the importance of employee engagement, organizational values and behaviors, purpose and vision alignment, and using appropriate performance measures and analytics to motivate workers and improve business outcomes.
This document discusses cultivating company culture in physical therapy practices. It defines company culture and explains why it is important. Some key points include: company culture is the personality and beliefs that guide how a business operates; a poor culture can make employees unhappy and unproductive, costing businesses over $300 billion per year; and businesses with cultures loved by all stakeholders tend to be more successful. The document provides tips for practices to identify core values, document culture, hire for cultural fit, and bring the culture to life.
The document provides an orientation on the performance improvement approach (PIA). It defines PIA as a step-by-step methodology for identifying performance gaps and delivering solutions. The key steps include defining desired performance, assessing actual performance, analyzing root causes of gaps, and selecting interventions. Interactive examples and exercises are used to illustrate applying each step of the PIA framework.
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.
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Af...UCT Upstarts
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts is the Vice-Chancellor’s Social Innovation Challenge. It’s a joint-initiative between UCT, the Bertha Centre for Social Innovation & Entrepreneurship and Super Stage. UCT Upstarts is igniting a ‘Student Start-up Nation’ by creating a parallel university experience – one that produces a generation of both graduates and social entrepreneurs - who solve real-world problems from campus, and launch start-up realities beyond it. UCT Upstarts is building a ‘Social Innovation Culture’ that literally does make Africa work better and is helping to create an ‘Innovation Economy’ that actually does create jobs – starting from campus!
Building culture through employee engagementplugHR
This document discusses building employee engagement through organizational culture. It defines engagement as having a positive attitude, awareness of business goals, and working to improve performance. Research shows engaged employees outperform others by 20-28% and are linked to higher retention, customer service, and financial performance. Culture is the shared values and behaviors in an organization. Leaders, managers, communication, team building, recognition, and measuring progress can all help build an engaged culture with internalized commitment from employees. The goal is for employees to feel empowered, contribute to business objectives, and take pride in their organization.
Similar to Culture U certification and lists 2020 (20)
Cisco created a best workplace for millennials by focusing on high-trust culture, great leaders, and support for real-life needs. The document discusses Cisco's efforts to build trust through mental health initiatives, volunteer time off, emergency time off, and fair pay. It emphasizes the importance of great leaders who have regular check-ins with their teams. Cisco also provides support for student loan repayment, childcare needs like paid parental leave, and eldercare assistance. The goal is to design a workplace that meets the needs of all generations, especially millennials who will make up 75% of the workforce by 2025.
The document discusses creating an inclusive future through diversity and inclusion. It outlines the value of diversity and inclusion for business, examines unconscious bias and how it can impede diversity, and provides actions companies can take to mitigate unconscious bias, such as training, building an inclusive culture and processes, and using technology. The future of diversity and inclusion is envisioned to be data-driven, utilize structural solutions, have a global focus and long-term investments.
This document summarizes a discussion on diversity and inclusion. The topics discussed were: how to prepare for an economic recession through focusing on employees, how to conduct an organizational restructure while maintaining trust and diversity, and how to enable all employees to feel comfortable bringing their full selves to work. Attendees discussed what D&I means to them and its importance. Subsequent discussions focused on how equity builds business success, how restructurings can worsen gaps, and how low trust perpetuates low trust. The document provides approaches to starting conversations around these issues.
This document summarizes SAP's Autism at Work program, which aims to hire and support people on the autism spectrum. Some key points:
1) SAP launched Autism at Work in 2013 with a vision of tapping into an underutilized talent pool while promoting inclusion and diversity.
2) The global program now includes over 175 employees across 15 countries, offering a variety of full-time, part-time, and internship roles in functions like software development, IT, and customer support.
3) SAP sees benefits for its business, including innovating through diverse perspectives, addressing the growing skills gap, and improving employee engagement and retention. The program also aims to positively impact people's
Final reflections connections new directions 1 Kam Kazemi
This document outlines a mission to build a better world by helping organizations become great places to work for all. It emphasizes connecting, innovating and leading to achieve the goal of making workplaces inclusive for everyone. The core message is using connection, innovation and leadership to create workplaces that are welcoming and supportive of all people.
This document summarizes findings from the largest global workplace study involving over 11.5 million employees across 10,000 companies in 90 countries. Some key findings include: 46% of the global workforce did not experience behaviors typical of great workplaces; the world's best workplaces outperform others in retention, productivity, and collaboration; and the characteristics of the best workplaces vary by region, with an emphasis on community in North America, safety in Latin America, fairness in Europe, and sustainability in Asia. The document also profiles several data scientists and executives from Great Place to Work who were involved in the research.
The document discusses Workiva's journey as a Great Place to Work, including strong GPTW survey results from 2016-2019. It outlines plans to leverage the results to drive culture, including creating action plans, culture branding, transparency, and continuous improvement. Workiva's investments in culture and employment branding have led to increased growth, lower turnover, and strong business results.
Unscripted -improv leadership workshop for all summit 2020--final finalKam Kazemi
The document discusses how improvisation techniques can improve innovation and leadership. It advocates adopting a "Yes, And" approach to turn individual ideas into shared ideas that everyone contributes to. This helps build engagement, psychological safety and shared ownership that drives more creative outcomes. The document provides exercises for groups to practice improvisation and building on each other's ideas. It argues that "Yes, And" can benefit various functions from marketing to conflict resolution and cultivate an innovative culture where all people and ideas are valued.
Cisco created a best workplace for millennials by focusing on high-trust culture, great leaders, and support for real-life needs. They developed benefits like emergency time off, volunteer days, fair pay and student loan repayment assistance. Leaders are expected to have regular check-ins with their teams. The goal is to retain millennial talent, who will make up 75% of the workforce by 2025, by addressing what they most want in a workplace.
Move your leadership forward the for all trust mindset workshop 2020 summitKam Kazemi
The workshop aims to help participants develop a "For All Trust Mindset" through various exercises and discussions. It begins with an overview of trust mindsets, explaining they shape behavior and can be changed. Activities include participants trusting each other in a "car and driver" exercise and reflective listening discussions. The goal is for leaders to extend trust widely and deeply while maintaining empathy as power increases. A For All Trust Mindset is crucial for building psychological safety and successful, egalitarian leadership.
Leverage Certification summit culture u sessionKam Kazemi
This document discusses how companies can leverage their Great Place to Work Certification. It explains that certification is based on employee survey results and assesses workplace culture compared to the best companies. Certification benefits include improved recruitment by attracting more and higher quality candidates, increased employee retention and engagement. The document provides tips for companies to promote their certification through digital badges, social media, events and more in order to elevate their employer brand.
Lava pool edition final move your leadership forward the for all trust mindse...Kam Kazemi
This document outlines an agenda for a workshop on developing a trust mindset for leadership. The workshop guides discuss how trust mindsets are shaped by deep-seated beliefs and experiences. They can be categorized as calculated, cynical, loyalist, or generous based on how widely and deeply one extends trust. Developing a "For All" trust mindset of extending trust widely and deeply is important for building psychological safety, becoming a strong leader, and achieving business results like increased productivity, retention and learning. The workshop involves exercises like discussing a "Lava Pool Peril" trust exercise, listening to colleagues, and reflecting on one's own trust mindset to facilitate positive changes.
Gptw for all leadership in action summitKam Kazemi
This document discusses three key insights for diversity and inclusion (D&I) leaders. First, focusing on equity and inclusion prepares organizations to thrive during economic downturns. Second, restructuring strategies should maintain and elevate inclusion to avoid widening experience gaps. Third, high rates of employees preferring not to reveal identity details signals a lack of trust and inclusion, hindering innovation. The document provides strategies for D&I leaders to address these issues, such as monitoring key employee experiences, including diverse perspectives in restructuring, and using employee feedback to strengthen inclusion.
Great Place to Work certification validates a company's high-trust employee experience through a rigorous third-party assessment process. The process involves administering an employee survey, completing a culture brief, and for top companies, a culture audit. Certification makes companies eligible for prestigious Best Workplaces lists and provides marketing benefits to attract top talent while boosting business performance. Completing the three-step certification process within set timeframes results in official Great Place to Work certification and eligibility for recognition on Best Workplaces lists for one year.
This document discusses the concept of "For All Leadership" and key moments that define For All Leaders. It presents a five-level model for leadership experiences and their impact on employees and business results. Most workplaces have a deficit, with over half of leaders creating negative experiences for employees. For All Leaders stand out in key moments like informal interactions, uncomfortable discussions bringing diverse perspectives together, connecting work to a larger purpose, guiding through uncertainty, and investing in future growth. The document advocates that these types of leaders who foster genuine human connections are needed to drive better business performance outcomes.
This document summarizes a discussion on diversity and inclusion. The topics covered include preparing for an economic recession by investing in employees, maintaining diversity and trust during organizational restructuring, and enabling all employees to feel comfortable bringing their full selves to work. Attendees discussed how diversity and inclusion are important both ethically and for business success, innovation, and resilience during difficult times. Speakers then provided insights into key aspects of building an inclusive workplace culture and strategies for addressing common challenges.
This document discusses how to create a great workplace for parents. It provides data from over 4.5 million employees at 1,044 companies on the experiences of parents at work. The data shows that both mothers and fathers have greater commitment to their organization and find more meaning in their work when they have access to key programs like parental leave, flexible work schedules, and childcare benefits. Additionally, employees of all backgrounds, not just parents, have higher intent to stay at companies that encourage work-life balance. The document emphasizes that while programs are important, having inclusive leadership that supports all employees is the "secret sauce" for creating a truly great workplace for parents and others.
Dr. David Howes, President and CEO of Martin's Point Health Care, discusses conducting a cultural health check-up of one's organization. Martin's Point underwent its own check-up focused on values management, strategy/alignment, and culture as a differentiator. This led to improved metrics like increased revenue and customer growth as well as high employee satisfaction and customer effort/success ratings. Dr. Howes highlights the importance of measuring success through both metrics and customer impact.
Connecticut College is focused on connecting students to opportunities for innovation and leadership through their education. The college strives to provide an engaging learning environment that fosters creativity and prepares students to be leaders in their future careers and communities. Their motto of "Connect.Innovate.Lead" encapsulates Connecticut College's emphasis on networking, thinking outside the box, and developing leadership skills.
Atlassian's employer brand strategy focuses on content, partners, and platforms to engage candidates and tell its story. It establishes an employer value proposition centered on its culture of collaboration to craft a talent narrative. Atlassian measures areas like social engagement, surveys, and events to prove its employer brand's value beyond just cost per hire. The document provides three recipes for other companies - developing an employer value proposition from a candidate's perspective using traditional marketing funnels, equipping the brand to grow with an effective measurement strategy, and building authentic content.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
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.
[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
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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.
1. Connect.Innovate.Lead.
From Great to Best:
The Science Behind
Certification & Ranking
the Best Workplaces
Sarah Lewis-Kulin
Culture Coach
Eliot Bush
VP, Best Workplace List Research
2. How long have you been working
with Great Place to Work?
How many employees do you have
in the United States?
3. What is a
great place to work?
How do we measure them?
What’s the model &
methodology?
How can you
improve your results?
5. 60% 65% 70% 75% 80% 85% 90% 95%
Executive/C-Suite
Mid-level Manager
Frontline Manager
Individual Contributor
Taking everything into account, I would
say that this is a great place to work.
60% 65% 70% 75% 80% 85%
Executive/C-Suite
Mid-level Manager
Frontline Manager
Individual Contributor
Taking everything into account, I would
say that this is a great place to work.
Which is the better company?
Average: 83% Average: 80%
Company A Company B
6. Which is the better PTO policy?
Company A
• Unlimited time off
• Available immediately upon hire
• No approval required
Company B
• 2 weeks year 1
• +1 week, up to 4 weeks for every
year
• Supervisor approval required
“People who take PTO aren’t promoted.”
“I’m too busy to use PTO.”
“It depends on your manager/team/corporate.”
50% say they can take time off when they need to
“My boss shares pictures of her vacation when she gets back
to encourage us all to take time to recharge.”
“We schedule in advance so we can cover each other and
ensure everyone gets time off.”
“My company is flexible with me … so I am flexible with
them.”
91% say people are encouraged to balance their lives
Before you answer….
7. How do you determine
Certification and List
Rankings?
8.
9. The Largest Global Study
11.5 Million
Employees Represented
90 Countries
Surveyed
10,000
Companies Represented
92
Languages
10. The Largest Global Study
11.5 Million
Employees Represented
90 Countries
Surveyed
10,000
Companies Represented
92
Languages
12. Trust Leaders are credible, show respect,
and treat people fairly, driving
company pride and camaraderie.
Average of
all statements, by all
employees
All survey statements
15. Trust Leaders are credible, show respect,
and treat people fairly, driving
company pride and camaraderie.
Average of all statements,
by all employees
All survey
statements
16. Maximizing
Human Potential
It’s a great workplace for everyone, regardless of
who you are or what you do in your company.
Consistency of results
between all people and
positions
All survey statements
60% 65% 70% 75% 80% 85%
Executive/C-Suite
Mid-level Manager
Frontline Manager
Individual Contributor
Taking everything into account, I would
say that this is a great place to work.
Average: 80%
17. Values
How leaders make decisions and behave, and what
employees actually experience day-to-day.
3 Distinguishing Survey Statements:
Exhibit best characteristics of business
Actions match words
Delivers on promises
Consistency of results between all people and positions
18. An emotional connection with company
culture and people. Coherent & effective
strategy at every level of the business.
Leadership
Effectiveness
5 Distinguishing Survey Statements:
Clear view
Competent
Approachable, easy to talk with
Sincere interest as a person, not just an employee
Confidence in executive judgement
Consistency of results between all people and positions
19. Innovation Everyone’s intelligence, skills and
passion generate more high-quality
ideas, greater implementation speed,
and stronger organizational agility.
4 Distinguishing Survey Statements:
Involvement in decisions
Seek ideas and suggestions.
Celebrate new and better ways of doing things
Meaningful opportunities to develop new and better ways
Consistency of results between all people and positions
24. Best Workplace Lists Trust Index Culture Brief
Best Small Workplaces, Best Medium
Workplaces, Best Workplaces in
INDUSTRY
All employees Survey result context
Best Workplaces in REGION Employees in that region Survey result context
Best Workplaces for Millennials Employees in that demographic Survey result context
Best Workplaces for Women, Best
Workplaces for Diversity
Employees in that demographic Survey result context PLUS:
Representation
Best Workplaces for Parents Employees in that demographic Survey result context PLUS: Programs
PEOPLE Companies that Care All employees, focused on caring
survey statements
Survey result context PLUS: Programs
and essay question
FORTUNE’s 100 Best Companies to
Work For
All employees Survey result context PLUS: Everything
in CB AND CA essays
Data Focus Varies Slightly by List
25. Meet survey distribution requirements
Provide relevant Culture Brief information
Understand & improve your employees’ experiences
Understand gaps: Trust & Maximizing Human
Potential (85%)
How do you do well?
28. • Incremental to Culture Brief (not a superset of questions)
• Available immediately to 1,000+ ees
29. Change for Repeat Participants:
Culture Audit Focuses on For All Model
15* Essay Questions
Practice Areas
All practices in company
5* Essay Questions
For All Model
Differentiating practices
30. Why aren’t you asking me about everything
anymore?
Got what we need:
• 3 years of For All Trust Index data
• Prioritize employee feedback on the
impact your policies have
Focus on:
• What do you do best?
• What distinguishes you?
• Why & how do you do it?
So we can:
• Understand what drives your results
• Share with media
33. Trust DON’T:
• List all your benefits & perks.
• Do: Most impactful programs to YOUR culture.
• Do: Share your personality. Your story.
DO HIGHLIGHT:
• How your culture/programs benefit your business.
• Ways you include everyone.
• How you make programs personal and human – not transactions.
• Ways your values and philosophy shape key programs.
• Data showcasing program use and impact.
To Stand Out:
35. • Ensure baseline equity.
• Eg. Create accountability & measure success: hiring, pay, promotions,
allocation of development & coaching resources, etc.
• Help different people feel they fully belong.
• Intentionally value – and leverage – individuals’ uniqueness.
• Hold leaders accountable to creating great workplaces for all.
• Benefits & programs address unique needs.
Show not tell. (Share evidence and data.)
Maximizing
Human Potential To Stand Out:
37. Values What’s unique? How fit your culture?
DON’T: (Just) Tell us WHAT your values are.
DO: Real examples that bring them to life.
• How did you choose your values? How do employees engage with
them?
• Put in practice day-to-day
• Affect the design of programs/policies? Hiring and onboarding? Set
priorities or strategy? Promotions? Leadership development? Leader
accountability?
• Influence decision-making – especially when it’s hard
• Examples make it specific to your organization’s business or culture
To Stand Out:
39. To Stand Out:
Leadership
Effectiveness
Understand how ALL your people connect to and deliver on direction. (Not: Critiquing
your strategy.)
• Context on how your strategy, direction and goals were developed.
• Who is included?
• How do you implement your strategy/direction/goals all levels of the organization?
• How do you equip leaders at all levels to communicate the strategy?
• How do individuals connect the larger strategy to their daily work?
• What resources do you provide to meet expectations?
• Call out any fundamental principles that tie your business decisions and strategy
together.
• What’s your “true north,” your purpose, why do you do what you do?
• How does your people and business strategy connect?
41. To Stand Out:Innovation
Innovation is intentional. It works. It’s For All.
• Broad definition of innovation
• “New ideas & better ways of doing things”
• “real improvement to your business performance”
• Intentional systems
• Clear strategy – generate tons of ideas – come from anyone
• Was it luck or was it strategy?
• Diverse examples of involvement
• Motivate & reward
• Impact metrics
42. Extra Credit: Movement Leadership
Believe & take action: “Everyone should
work for a great place to work for all.”
Who are you impacting? Why?
Quantify your impact.
Describe your investment/risk.
Show your commitment.
Yes, you CAN make the list
without answering this
question!
43. • Only if already available
• Change for Previous
Participants: No other types
of materials.
Optional Supplemental Materials
44. Across your Culture Audit, we’re wondering….
Do your people really think so?
Is there real substance here? Or is it jargon/empty claim?
How does this choice reflect an understanding of your
people?
Does everyone get [it]?
How does [it] meaningfully impact your business?
46. Tweetable Takeaways @GPTW_US
Companies with
consistently #inclusive
workplaces thrived
before, during, and after
the Great Recession,
earning a 4x annualized
return. via @GPTW_US
#GPTW4All
Perks & bennies won’t
trick your people into
putting you on
#BestWorkplaces list. You
need great leaders who
treat ALL people with
respect and fairness.
#GPTW4All @GPTW_US
Less than half (49%) of
the US workforce have
trustworthy leaders who
treat people with respect
and fairly. #GPTW4All
@GPTW_US
Editor's Notes
sarah
sarah
sarah
KIM
30% Fair share of profits
37% Managers avoid favoritism
43% Avoid politicking & backstabbing
45% Celebrate new and better ideas
46% Psychologically & emotionally healthy
48% Managers interested in employees as people
Executives exhibit the best characteristics of the business.
Management’s actions match its words.
Management delivers on its promises.
Management has a clear view of where the business is going and how to get there.
Management is competent at running the business.
Management is approachable, easy to talk with.
Management shows a sincere interest in me as a person, not just an employee.
How much confidence do you have in your executive team’s judgement?
Everyone creates, is connected and contributes, which leads to more high-quality ideas, faster implementation and greater agility.”
Management involves people in decisions that affect their job or work environment.
Management genuinely seeks ideas and suggestions.
We celebrate people who try new and better ways of doing things, regardless of the outcome.
Over the last year, how many meaningful opportunities have you had to develop new and better ways of doing things at work?
THIS IS THE DEMO BY MATT or ELIOT; need to check schedules (about 5 min)
Emprising (make sure to explain how you can have a high average but not make list bc looking at consistency – relative to peers)
The employee experience has ALWAYS drive Great Place to Work rankings. The original Culture Audit collected All the companies’ programs and practices and was truly an audit. Now, because our algorithm can pinpoint how effectively each company is creating a great place to work experience for all, no matter who you are or what you do, we use the culture audit essay questions to see how you are differentiating your workplace from others. And so we’ve been able to focus the questions to match the For All model and to shorten it considerably.
“Our analysis focuses on employees’ feedback on the impact and experience your policies have on them, so we don’t need an exhaustive list of every program you provide.
Instead, we want to know what you do best. What really distinguishes your workplace. Why and how do you do that.
We use that information to distinguish among the very best companies and tell the media and others your story and standout practices.”
Poor answer: generic claims (we’re caring) without showing it to us in action (benefit programs, employee crises)
Poor answer: programs with no context (we have an ee helpline and crisi program)
Best answer – blend both – we have this BECAUSE this is who we are – AND this is how it looks in action – anecdote & data – impact ot bsiness
If there’s any magic to best workplaces, it’s their ability to bring out the best of all their people’s talent with an extraordinarily high degree of consistency. This ability to “maximize human potential” is what turns a great place to work a best workplace – and reaps rewards not just for their people, but for the business. While great workplaces do an excellent job building trust with their typical employee, the best ones raise the bar by consciously ensuring that they bring out the best in a range of employees. Regardless of whether their next best hire is an extrovert or introvert, from Atlanta or Dubai, a post-doc or working on a GED, a single mom in corporate or a widower working the night shift – that person knows they have a fair chance to progress in the organization and that the unique talents they bring are desired and make a difference to the success of the organization. How does Great Place to Work analyze a company’s abilities to maximize human potential? We primarily look at each company’s Trust Index® survey results to understand the degree of consistency employees experience in the workplace. We aren’t looking for one group to have a better experience than another – we’re examining each demographic group (job role, tenure, race/ethnicity, gender, etc.) to see how similar or different the people within it report access to information, camaraderie with colleagues, the respect with which they are treated – and comparing those trends to that of other similar organizations.
To round out our analysis, we also look to understand your company’s point of view on what you have done systematically to ensure a consistently great work experience for all your people. We focus the question to understand your company’s approach to common critical barriers to employees’ full engagement in your workplace. So, we ask you to tell us (in less than 4,000 words): How do you ensure everyone - regardless of who they are or what job they do - is a full member of your organization and can reach their highest potential?
What is Great Place to Work looking for in a response? We recommend you focus on the areas we’ve found set the best companies apart. Share specific examples of ways your organization has created an experience of full inclusion by systemically ensuring equity, building belonging, and valuing and leveraging your people's uniqueness. Great answers will typically tell us: As a baseline, what you do to make sure people can count on being treated equitably by the organization. For example, what strategies do you have in place to create organizational accountability and measurable success in areas like equitable hiring, pay, promotions, and allocation of development & coaching resources?
How you systemically ensure different people feel they fully belong in your organization. In what ways do you proactively help different people feel central to and full participants in your business and culture? For example, some companies have a regular interpreter in staff meetings so hearing-impaired or non-English speakers can fully participate.
How you systemically show that you value – and leverage – individuals’ uniqueness. What strategies do you have to identify the talents, needs and perspectives that make your people unique? What ways have you found to meet these unique needs and leverage different experiences and talents for the betterment of the business? For example, some companies have a structured way to take people’s talents, backgrounds and experiences into account when designing project teams or getting feedback on business decisions.
Describe how you engage with leaders to ensure they are inclusive in their approaches to creating a great place to work for all. For example, does your organization have a clear stance on what an inclusive, “For All” leader looks like in your company? Is there an intentional system to hire, develop and hold a range of great leaders accountable to this standard?
Share highlights of how your benefits/programs address any unique needs specific to things like employees’ tenure, position, work shift, educational background, pay status, gender, age, ability, race/ethnicity, etc. Programs related to hiring, onboarding and training.
As with all the questions in the Culture Audit, evidence and specific examples will make your answers stand out. Most companies tell us compelling aspirational statements they try to live up to – but actual examples, evidence and data bring these claims to life in a more convincing way. Don’t avoid telling us if you are not where you want to be yet in your results. Tell us about your progress, what you’ve learned along the way, what you’re doing next, and how it’s impacting your business. We look forward to learning your strategy for including everyone in your great workplace!
Great responses to this question stand out because you: Avoid simply reporting a list of your values and instead bring to life how your values capture what’s unique about your company. How are they specific to your organization’s particular business, market, and culture? How do your employees connect to these values?
Help us see why your values aren’t just words on a wall, but something your people actively engage with. For example, you could share how you selected them. Perhaps you developed your values collaboratively, conducting focus groups and employee surveys, tapping into the insights of groups like high potential employees, ERGs, senior leaders and front-line employees, so that everyone had direct input into defining what the company stands for. Regardless of how you determined them, understanding why and how you picked them can illustrate how connect to your specific business. Explain how your values play out day-to-day in the workplace. For example, how do they factor into things like hiring and onboarding, employee recognition, decision-making, leadership development, setting priorities or strategy, how employees are promoted, or other key programs and decisions? The examples you share might demonstrate how you live your values in big ways and small, such as special recognition given to employees for demonstrating your values, or how managers are accountable for leading with values. Answers will stand out when they share specific examples that help us see how your values are relevant in everyday work situations and are actually utilized.
Share specific examples about how your values were used to make difficult decisions. We want to see what happens when values are really put to the test — when push comes to shove, will an organization rely on its values to shape how they handle a situation? For example, how do your values influence what happens when mistakes occur by an individual, team or the organization? Have you ever taken a risk to live by your values? Perhaps you’ve taken a stand because of your values that’s risked negative public or shareholder response, or you’ve invested time or money to do what you think is right. How have your values applied when your workforce has faced difficult circumstances like a recession or layoff? How do your values apply to your customers and broader community when it might cost the company something?
Certified companies have told us about times they have taken public stances on sensitive political issues despite potential backlash from their shareholders or market because of their value for caring for their people and doing the right thing. They’ve even told us about calling competitors during layoffs to help their top talent get placed in their next positions. In short, great answers to this question help us understand more about what your organization’s values are, why you developed them, how they shape your strategies and actions, and how they impact your employees’ day-to-day experiences.
How were your strategy/direction/goals developed and communicated -- at all levels? How well-equipped are leaders to connect to and communicate strategy? (Not critiquing your strategy.)
Articulate their “true north” and why they do what they do; make it universal/accessible
Integrate & connect their business and culture strategies
Create a “line of sight” from each individual to the organizational goals, in part through including many voices in strategy development
Provide resources to meet expectations
What is Great Place to Work looking for in a response? We are not evaluating or critiquing your organization’s short and long-term strategy and philosophy through this question. Rather, we are seeking to understand how your strategy, direction and goals were developed and communicated with employees at all levels of the organization, and how well-equipped leaders at all levels are to connect to and communicate the strategy. Answers stand out when they: Share how your strategy, direction and goals were developed. It’s particularly useful to describe who was included across the business and anything you did to ensure great ideas could rise to the top. While we do not believe there is one “correct” way to develop a strategy, we do want to understand your particular approach and why it works for your business and people.
Provide examples for how you implement that strategy, direction and goals through people at all levels of your organization. We want to get a picture not only how compellingly your executive team can speak to the company’s overall strategy, but how you equip leaders at every level down to frontline supervisors to be the torch bearers of your mission, vision and strategy. For example, what communication, resources, training and accountability do you provide so leaders can confidently speak to your strategies in every corner of the business? Are there special ways you support individuals who are not leaders to connect their daily work to the strategy, direction and goals? What feedback loops do you have so that employees can provide input or suggest how the organization can make updates and adjustments?
Call out any fundamental principle that ties your business decisions and strategy together. For example, perhaps your retail organization’s business and people strategy centers around sharing your love of the outdoors and protecting the earth. Or your customer-driven organization commits to always putting people first. In some companies this principle might be your mission, vision, values, purpose, brand identity or some other key philosophy that forms your organization’s “true north.” Making this guiding principle explicit helps us understand how clearly your business and people strategies integrate together and align your people in this direction.
Engaging individual contributors and leaders at every level of the organization in a clear and coherent strategy is a powerful indicator of great workplaces and driver of their outsized success. We look forward to learning more about the approach that drives your people and business forward.
Believe that the next great idea can come from anyone.
Put systems in place to catch and act on these ideas.
The strategy is crystal clear, large numbers of ideas are good, and companies act on many of them.
TIP: Show that you were intentional. Show that it worked.
Great answers to this question:
Don’t get hung up on the word “innovation.” Best companies are distinguished by having a unique ability to engage all their talent in fueling new ideas and better ways of doing things that drive their business success. Whether you call this empowerment, continuous improvement, innovation, or something else entirely doesn’t matter. Regardless of whether your people are engineers or cashiers, whether you are in technology or banking, you need your people to help you be agile and improve. We understand that you don’t want accountants to invent new tax code – but what do you want them to improve?
Help us understand any systems you have to drive innovation. Perhaps you have programs to enable employee collaboration and idea-sharing? Maybe you dedicate resources like a physical space for collaboration or time for training sessions that promote employee ideas? Perhaps you equip leaders at all levels of your organization to respond to people’s ideas and create a clear path to move them forward? How do your programs work together to reach all corners of the business and positions within the organization? Your answers will make more sense to us if you clearly communicate the intent and desired outcomes of these practices - we want to understand whether innovation happens intentionally or by chance.
Explain how you motivate and reward innovation. Real examples are particularly useful to help bring this to life. They help us understand the complete life cycle of innovation at your organization. For example, how do you recognize and reward successful innovations? What happens when you try something new but the outcome isn’t a success? What happens to ideas that do not get implemented? Is there a feedback loop for those ideas? Is there a sense of appreciation for the effort it took to come up with the idea?
Reflect a diverse set of examples of employees sharing new ideas and better ways of doing things and how those ideas have benefited your business. Innovation from any corner of the business is great. Your examples stand out even more if you can share examples that are not limited to a specific group of individuals – for example, just from management or just from your R&D team. Examples from people in roles where innovation is not considered part of their daily job are particularly interesting because it shows that innovation is part of your culture at large, and not just part of discrete individuals’ job descriptions.
Include metrics. Any place you can tell us how many employees participate in your programs or quantify the business impact of the innovations your people have driven is an opportunity to set your company apart. Many organizations may have similar approaches to innovation. Evidence that your people are highly engaged in your programs and that they have a quantifiably positive business impact will stand out.
Maybe your company is committed to creating equitable access to job opportunities in your own organization and your larger community and industry. So you’ve gone beyond ensuring that your own pipeline and hiring is diverse, to figuring out a systemic way to create healthier, more inclusive talent pipelines in your community or industry. Make sure we know that the donations and volunteer time you are investing in your local school system are done with a larger intention than simply being a great community member and inspiring your employees to make a difference. Help us understand how deep your partnership with your local school system is, and the time and money you are investing. How big of a risk was it for your CEO to pitch this investment to your shareholders? If your strategy aims to improve outcomes for at-risk teens, those with learning differences, girls in STEM, veterans needing post-military careers – what metrics do you have that show how many people’s lives you are impacting and the success rates of people who then go on to be hired by your organization or others in your industry or community? Maybe your program doesn’t impact a lot of people – but is targeted to folks that are otherwise not focused on – why did you focus there? How do you know your investments are actually creating better workplaces for all? How many years have you been engaged in this work? What kind of lessons have you learned and year-over-year improvements are you making?
What is Great Place to Work looking for in a response? We are looking for a demonstration of your organization achieving its purpose, having a powerful impact on the world, or creating a source of employee pride that goes beyond your products and services. Essentially, how are you sharing in and magnifying our vision to create great workplaces for all across the globe? How are you taking a stand on behalf of this movement? To be frank – we expect that many companies won’t have an answer to this. This question is optional extra credit and organizations won’t need to answer it to qualify for and make the 100 Best list. But the 100 Best have always represented leadership and best-in-class employers at the vanguard of business culture. We expect that just as the market has followed the 100 Best’s winning practices in the past – no doubt chasing the 3x stock out-performance their cultures are so famous for – future employers will soon be following these leaders as they take a more thoughtful approach to strengthening the social and economic ecosystems their businesses require to thrive. If your company is already acting on the vision that every organization should be a great place to work for all, let us know how you’re doing it! (And if you’re not, keep an eye out for the inspiring examples we’ll be sharing next year of those leading the way.) Whatever your vision for addressing the fundamental challenges to creating great workplaces for all in your own organization or the community at large looks like to you, excellent responses to this question will stand out when they: Connect the dots for us. Help us understand why the example you are sharing will help create great workplaces for all.
Quantify the impact you are having. How much of what you’re doing are fine words – and how much evidence do you have that leads to measurable results? Please focus on providing examples and evidence rather than aspirational claims.
Help us understand the scope of who you are impacting. Are your actions focused on particular needs of your own people? How many of them? Why those folks? Are you supporting people beyond your own walls? What kind of broader influence are you having?
Provide perspective on how significant an investment this is for your company. Your work may cost your organization money, time, or even a risk to your brand or social capital when you do what you feel is right.
Show your commitment. How persistently are you chasing your goal? Is this a one-time event, or part of a multi-year commitment?
Do your people think so? (low ti scores won’t be in running no matter how well you describe)
Does everyone get it?
How does your choice reflect an understanding of your people? (most of our people are gluten intolerant)
How does it impact your business?
Have you explained it in an intelligible way? (don’t say artisan blah blah blah)
How does it fit your culture? Maybe you are a salad company? (don’t waste time telling us about bread – tell us about salad and why you picked that instead – we don’t care WHAT you’re giving your people – we care that it IMPACTS their experience)
Back it up with data – X% come to the bread and cheese dinners. We’ve found Y% improvement in retention rates for people who eat bread and cheese. We’ve also started actively recruiting vegans to bring more diversity to our talent pool and have made z% yoy improvement in internal promotions rates.
Make it unique/your own. Cornbread in STATE. Vs. cheese head in STATE. Clear that it wouldn’t appear anywhere else
How do you provide it? Personal & human vs transaction and commoditicized.