This document discusses employee engagement and provides tools and strategies for engagement. It contains the following key points:
1. Engagement matters for both individuals and organizations, leading to higher well-being, productivity, and financial performance. Disengaged employees cost the UK economy billions each year.
2. There are four key enablers of engagement: having a clear strategic narrative, engaging managers who treat employees well and develop them, two-way communication between employees and leadership, and ensuring employees help shape organizational strategy.
3. True engagement involves employees being integral to developing and delivering business strategy, not just transactional activities like surveys. Transformational engagement unleashes more of employees' potential.
Goldman Sachs is committed to supporting small businesses and economic growth through its 10,000 Small Businesses initiative. This initiative provides practical business education, support services, and access to capital for small business owners in the UK and US. The program aims to help small businesses create jobs and economic growth. It is delivered through academic partners and includes workshops, business advising, networking opportunities, and a community of alumni business owners. Participants develop a business growth plan and the program has proven successful, with graduates growing revenue faster and creating more jobs than similar small businesses. The document provides details on the program components, eligibility, and impact.
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
This document discusses EY's people strategy and development framework called EYU which stands for "Ernst & Young and You". The three core elements of EYU are learning, experiences, and coaching which help employees develop skills, gain experiences, and apply their learning on the job. EYU aims to help people achieve their potential by addressing both personal and organizational goals through opportunities such as training programs, leadership development initiatives, international assignments, and more. Metrics show EYU programs are highly rated and have helped EY achieve recognition as an employer of choice.
New Dimensions in Technology (NDT) is a premier staffing company in New England specializing in technical and business professionals. Founded in 1979, NDT works with start-ups to large companies to fill engineering, marketing, IT, and consulting roles. NDT prioritizes honesty, integrity, and ethics while leveraging over 30 years of industry expertise. The company is certified as a women-owned business.
Ernst and Young is a global professional services firm that provides audit, tax, and advisory services. It was formed in 1989 by the merger of Arthur Young & Co. and Ernst & Whinney. The document discusses Ernst and Young's business, values, history, human resources practices, and changes in the public accounting industry. It also provides advice for staff accountants transitioning to managers and steps managers can take to help prepare staff and themselves for potential partnership.
This document provides an agenda and background information for the Leadership Revolution event hosted by the Australian Industry Group. The event aims to start a conversation around improving leadership capabilities in Australia. It will feature international speakers like Gary Hamel and Dave Gray who will discuss topics such as management innovation, organizational change, and developing leadership skills. The goal is for business, government, and education sectors to work together to address concerns that Australia is falling behind internationally in areas like management practices and the ability to adapt to new situations. Improving leadership is seen as critical to boosting productivity, innovation, and economic sustainability in Australia.
Goldman Sachs is committed to supporting small businesses and economic growth through its 10,000 Small Businesses initiative. This initiative provides practical business education, support services, and access to capital for small business owners in the UK and US. The program aims to help small businesses create jobs and economic growth. It is delivered through academic partners and includes workshops, business advising, networking opportunities, and a community of alumni business owners. Participants develop a business growth plan and the program has proven successful, with graduates growing revenue faster and creating more jobs than similar small businesses. The document provides details on the program components, eligibility, and impact.
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
This document discusses EY's people strategy and development framework called EYU which stands for "Ernst & Young and You". The three core elements of EYU are learning, experiences, and coaching which help employees develop skills, gain experiences, and apply their learning on the job. EYU aims to help people achieve their potential by addressing both personal and organizational goals through opportunities such as training programs, leadership development initiatives, international assignments, and more. Metrics show EYU programs are highly rated and have helped EY achieve recognition as an employer of choice.
New Dimensions in Technology (NDT) is a premier staffing company in New England specializing in technical and business professionals. Founded in 1979, NDT works with start-ups to large companies to fill engineering, marketing, IT, and consulting roles. NDT prioritizes honesty, integrity, and ethics while leveraging over 30 years of industry expertise. The company is certified as a women-owned business.
Ernst and Young is a global professional services firm that provides audit, tax, and advisory services. It was formed in 1989 by the merger of Arthur Young & Co. and Ernst & Whinney. The document discusses Ernst and Young's business, values, history, human resources practices, and changes in the public accounting industry. It also provides advice for staff accountants transitioning to managers and steps managers can take to help prepare staff and themselves for potential partnership.
This document provides an agenda and background information for the Leadership Revolution event hosted by the Australian Industry Group. The event aims to start a conversation around improving leadership capabilities in Australia. It will feature international speakers like Gary Hamel and Dave Gray who will discuss topics such as management innovation, organizational change, and developing leadership skills. The goal is for business, government, and education sectors to work together to address concerns that Australia is falling behind internationally in areas like management practices and the ability to adapt to new situations. Improving leadership is seen as critical to boosting productivity, innovation, and economic sustainability in Australia.
Ernst & Young is a multinational professional services firm headquartered in London, United Kingdom. It was the third largest professional services firm in the world by aggregated revenue in 2012 and is one of the "Big Four" accounting firms.
Founder: Arthur Young
Founded: 1849
Headquarters: London, Greater London, United Kingdom, New York, NY, United States of America
Talent retention penne gabel and colleen la roseColleen LaRose
What is talent retention? Why is it important? How can the public workforce system help companies with their talent retention efforts? All this and more is covered in this webinar! The full webinar may be purchased at www/nereta/org/training
This document summarizes an issue of the SMART Holdings USA newsletter. It profiles several people involved with SMART Holdings and their accomplishments. It also contains an article on entrepreneurship written by Mark Oettinger that discusses different aspects of starting a business like identifying products/services, creating an elevator pitch, developing a business plan, obtaining funding, government resources, driving revenue, and workforce optimization. Oettinger provides tips and principles for those in sales and fundraising roles. Jeff Somple is named the new enterprise-wide president of Mack Molding to oversee its various divisions.
Ernst & Young is a global professional services firm providing assurance, tax, transaction, and advisory services. It has over 152,000 employees operating in over 140 countries. Ernst & Young prides itself on its inclusive culture and strives to build relationships between employees and clients. While it faces threats from competition and lawsuits, Ernst & Young leverages its global reach, talented workforce, and focus on emerging markets for growth opportunities.
THIS FULL WEBINAR CAN BE VIEWED FOR FREE BY COMPLETING A BRIEF SURVEY@ bit.ly/neretasurvey1
Once the survey time period expires, the webinar may be purchased for $79.50 at www.nereta.org.
"From WIRED to What's Next: The Post Recession Partnership for Skills-Driven Economic Development” (presented by Richard Seline, architect of the DOL-ETA WIRED grants initiative)
How did the WIRED grants come to be? What impact did they make? Were there any long standing changes due to their implementation? How can we learn from the WIRED grants...and what is the next logical step? Richard Seline, architect of the WIRED grants initiatives presents this third installment of the North East Regional Employment and Training's "National Jobs Crisis Brainstorming Sessions" to discuss how we can learn from WIRED’s sparked regionalism model – and the collaborations still critical today between economic and workforce development.
This presentation and participant engagement covers:
Why and How WIRED Was Organized to Spark Collaboration
The Immediate Lessons Learned During WIRED
The Lasting Impact from WIRED and Similar Initiatives
What’s Next in the Post Recession Economy Challenging Workforce, Regionalism, and Collaboration
Tools and Techniques for Assessing Current, Emerging Skills and Talent Demand
And finally, an Update on WIA Reform and the Ready to Work Grant Opportunity
And, as a special treat, Dan DeMaio Newton, formerly from Monster.com and Houghton Mifflin Harcourt joins in to engage in a robust dialogue with Richard to discuss lessons learned and strategies going forward.
Kulwinder Singh, Outsourcing in its new AvatarKulwinder Singh
The outsourcing industry will likely emerge as a force to
reckon with since all state-level political decisions in their
true sense are based on their financial viability and it is
unlikely that any government will establish an agenda that
jeopardizes economic interests. Global businesses view outsourcing as part of their overall business strategy and measures to curb this trend can drastically affect bottom lines. For global businesses, the need to achieve core competencies, reduce and eliminate costs and achieve economies of scale will continue to drive the growth of the outsourcing industry.
CPA Congress Melbourne 2015 - Day Three Wrap UpCPA Australia
Andrew Miller recently stepped down as Chief Executive of Guardian Media Group after transforming the company's business model. He drove costs down and reinvested savings while shifting the company's focus from print to a global digital brand. The Guardian now embraces digital and social media and has become a leader in global, open, and interconnected journalism.
The Maersk Group operates mainly in the shipping and energy industries with approximately 104,000 employees in over 130 countries. It has a diverse portfolio of businesses including Maersk Line, APM Terminals, Maersk Oil, and Danske Bank. Maersk's talent management approach focuses on identifying critical capabilities, top talents, deploying talents to roles where they can have the most impact, and accelerating development through initiatives like the Qatarization program. Maersk also emphasizes diversity and inclusion to access a wider talent pool, support business priorities, and build an inclusive culture where all employees can reach their full potential.
The Latin Trade Group held its annual Latin Trade Symposium and BRAVO Business Awards conference, which brought together over 600 influential business and government leaders from Latin America and other regions. The one-day event focused on the need for greater investment in innovation in the Americas to drive long-term prosperity. Global thought leaders shared insights on topics like navigating economic uncertainty, strategies for sustained growth, and how innovation can lead to success. Several awards were also given to recognize leaders demonstrating excellence and achievement across Latin America.
Understanding Generation Y: The New generations at work. Attracting, Recruiti...Mark McCrindle
Our original 2006 paper on Generation Y. This has been one of the most internationally downloaded, shared, referenced and cited papers on Generation Y.
The candidate has over 10 years of experience in IT staffing and resource management. They have worked with many Fortune 500 clients across various industries, including information technology, oil and energy, healthcare, banking, telecommunications, and government. The candidate is passionate about building professional networks and sourcing candidates from a variety of online resources and social media platforms.
Workforce Investment Boards have for too long produced substandard websites. The message on the website is diluted because WIB's are trying to speak to more than one audience. Additionally, WIB's are not engaging the website viewer appropriately because quite frankly, they do not know who they are talking to. Therefore WIB's are not delivering information on the website that is desired by those who should be the target audience for the website (employers). This presentation helps workforce investment boards retool their message so that the message addresses the needs and wants of employers. Knowing who the audience for the website is will also allow WIB's to set measurable objectives regarding engagement.
If you’re not already thinking about how to increase diversity in your top team, you should be. Some of the world’s most successful organisations know that teams from different backgrounds and perspectives are sharper and more innovative, and perform better for their clients than teams who look, think and feel the same. And rather than producing flash-in-the-pan success, this type of mix is a recipe for sustainable improvements over the long term.
But if you, like us, spend most of your life running a business or heading up a large department, you probably don’t have much spare time to think about diversity. So we’ve produced this guide purely for busy executives who want to decipher why this matters to their organisation’s ability to grow and evolve, and who need to talk to other people about it, but perhaps aren’t sure how.
We wanted to do it in a way that doesn’t turn it into a chore. The book unfolds in ten simple chapters, each of which shouldn’t take much more than a minute to read – but behind each chapter there’s a wealth of information, with Green Park’s suggestions for further reading at the end.
Failure to capture talent from the widest possible pool could cost you dearly. There is a myth of lack of talent; nothing could be further from the truth. There’s no shortage of high-calibre candidates from under-represented groups, but sourcing them often requires the focus, market intelligence and reach that only an expert executive search firm can provide.
With this is mind, we’ve created Green Park Diversity Analytics, chaired by Trevor Phillips, a research and advisory body, which uses unique quantitative modelling to analyse the executive labour market by specific dimensions of diversity. Our methodology can help us to identify gaps and source the best candidates for your team, bringing results that are quicker, less intrusive and more accurate than anything currently in the diversity field.
We hope you find this guide helpful.
This document provides a summary of the contents of a business magazine published by Warwick Business School. The magazine covers various topics related to business leadership, strategy, innovation and decision-making. It includes articles that profile business leaders, examine lessons from Nobel laureates, explore markets in China and energy industries, and discuss concepts like non-market strategy, creativity, behavioral science, and big data. The introduction emphasizes that the magazine aims to provide both best practices from businesses and new insights from academic research to inspire business leaders.
The Simplification of Work: What can HR and business leaders do to make work ...Josh Bersin
The Simplification of Work: What can HR and business leaders do to make work more simple, enjoyable, and productive? This presentation reviews the five major steps to simplifying the workplace and your entire organization.
Engagement & Retention of Millennial Employees - A Policy Advocacy MemoKayla Cruz
A general discussion of employee engagement, specifically the engagement of millennial employees, which then discusses four policy recommendations for increasing engagement and advocates for the policy most appropriate.
Talent Acquisition and Management Trends Nov 2015Peet Kruger
The document discusses implications for HR and talent management in exponential, critical, and changing times. It summarizes trends in the global workforce, economy, and standards that are driving changes. HR must take a proactive, ROI-focused approach to human capital costs through skills optimization, productivity improvements, and culture/engagement changes. HR also needs to transform itself through business skills, analytics, and ensuring compliance on governance, ethics, and risks issues. The future of work demands that HR spearhead organizational transformation and adapt talent practices for a more innovative, technology-driven workforce.
CPA Congress Melbourne 2015 - Day Two Wrap Up CPA Australia
The panel discussion focused on Australia's future of work and major trends in the industry. Key points discussed were:
- Working environments are becoming more flexible and jobs need to become more meaningful.
- Key future jobs will be in agriculture, tourism, hospitality and aged care. Robots will take over repetitive jobs.
- More people will become entrepreneurs and specialists in their specialized fields. Technology will give people more time to work on other activities and enterprises.
The document discusses employee engagement and its importance. It notes that employee engagement leads to benefits like increased profit, productivity, innovation and retention. It identifies four key enablers of engagement: 1) strong, visible leadership providing a clear strategic narrative, 2) engaging managers who focus, enable and develop their people, 3) opportunities for employee voice and input, and 4) organizational integrity where values are reflected in behaviors. The document outlines the structure and goals of the Engage for Success task force, which aims to promote employee engagement through sharing best practices, evidence and opportunities for practitioners to connect.
The document discusses employee engagement and its importance. It notes that employee engagement leads to benefits like increased profit, productivity, innovation and retention. It identifies four key enablers of engagement: 1) strong, visible leadership providing a clear strategic narrative, 2) engaging managers who focus, enable and develop their people, 3) opportunities for employee voice and input, and 4) organizational integrity where values are reflected in behaviors. The document outlines the structure and goals of the Engage for Success task force, which aims to promote employee engagement through sharing best practices, evidence and online resources to convince others of its importance.
Ernst & Young is a multinational professional services firm headquartered in London, United Kingdom. It was the third largest professional services firm in the world by aggregated revenue in 2012 and is one of the "Big Four" accounting firms.
Founder: Arthur Young
Founded: 1849
Headquarters: London, Greater London, United Kingdom, New York, NY, United States of America
Talent retention penne gabel and colleen la roseColleen LaRose
What is talent retention? Why is it important? How can the public workforce system help companies with their talent retention efforts? All this and more is covered in this webinar! The full webinar may be purchased at www/nereta/org/training
This document summarizes an issue of the SMART Holdings USA newsletter. It profiles several people involved with SMART Holdings and their accomplishments. It also contains an article on entrepreneurship written by Mark Oettinger that discusses different aspects of starting a business like identifying products/services, creating an elevator pitch, developing a business plan, obtaining funding, government resources, driving revenue, and workforce optimization. Oettinger provides tips and principles for those in sales and fundraising roles. Jeff Somple is named the new enterprise-wide president of Mack Molding to oversee its various divisions.
Ernst & Young is a global professional services firm providing assurance, tax, transaction, and advisory services. It has over 152,000 employees operating in over 140 countries. Ernst & Young prides itself on its inclusive culture and strives to build relationships between employees and clients. While it faces threats from competition and lawsuits, Ernst & Young leverages its global reach, talented workforce, and focus on emerging markets for growth opportunities.
THIS FULL WEBINAR CAN BE VIEWED FOR FREE BY COMPLETING A BRIEF SURVEY@ bit.ly/neretasurvey1
Once the survey time period expires, the webinar may be purchased for $79.50 at www.nereta.org.
"From WIRED to What's Next: The Post Recession Partnership for Skills-Driven Economic Development” (presented by Richard Seline, architect of the DOL-ETA WIRED grants initiative)
How did the WIRED grants come to be? What impact did they make? Were there any long standing changes due to their implementation? How can we learn from the WIRED grants...and what is the next logical step? Richard Seline, architect of the WIRED grants initiatives presents this third installment of the North East Regional Employment and Training's "National Jobs Crisis Brainstorming Sessions" to discuss how we can learn from WIRED’s sparked regionalism model – and the collaborations still critical today between economic and workforce development.
This presentation and participant engagement covers:
Why and How WIRED Was Organized to Spark Collaboration
The Immediate Lessons Learned During WIRED
The Lasting Impact from WIRED and Similar Initiatives
What’s Next in the Post Recession Economy Challenging Workforce, Regionalism, and Collaboration
Tools and Techniques for Assessing Current, Emerging Skills and Talent Demand
And finally, an Update on WIA Reform and the Ready to Work Grant Opportunity
And, as a special treat, Dan DeMaio Newton, formerly from Monster.com and Houghton Mifflin Harcourt joins in to engage in a robust dialogue with Richard to discuss lessons learned and strategies going forward.
Kulwinder Singh, Outsourcing in its new AvatarKulwinder Singh
The outsourcing industry will likely emerge as a force to
reckon with since all state-level political decisions in their
true sense are based on their financial viability and it is
unlikely that any government will establish an agenda that
jeopardizes economic interests. Global businesses view outsourcing as part of their overall business strategy and measures to curb this trend can drastically affect bottom lines. For global businesses, the need to achieve core competencies, reduce and eliminate costs and achieve economies of scale will continue to drive the growth of the outsourcing industry.
CPA Congress Melbourne 2015 - Day Three Wrap UpCPA Australia
Andrew Miller recently stepped down as Chief Executive of Guardian Media Group after transforming the company's business model. He drove costs down and reinvested savings while shifting the company's focus from print to a global digital brand. The Guardian now embraces digital and social media and has become a leader in global, open, and interconnected journalism.
The Maersk Group operates mainly in the shipping and energy industries with approximately 104,000 employees in over 130 countries. It has a diverse portfolio of businesses including Maersk Line, APM Terminals, Maersk Oil, and Danske Bank. Maersk's talent management approach focuses on identifying critical capabilities, top talents, deploying talents to roles where they can have the most impact, and accelerating development through initiatives like the Qatarization program. Maersk also emphasizes diversity and inclusion to access a wider talent pool, support business priorities, and build an inclusive culture where all employees can reach their full potential.
The Latin Trade Group held its annual Latin Trade Symposium and BRAVO Business Awards conference, which brought together over 600 influential business and government leaders from Latin America and other regions. The one-day event focused on the need for greater investment in innovation in the Americas to drive long-term prosperity. Global thought leaders shared insights on topics like navigating economic uncertainty, strategies for sustained growth, and how innovation can lead to success. Several awards were also given to recognize leaders demonstrating excellence and achievement across Latin America.
Understanding Generation Y: The New generations at work. Attracting, Recruiti...Mark McCrindle
Our original 2006 paper on Generation Y. This has been one of the most internationally downloaded, shared, referenced and cited papers on Generation Y.
The candidate has over 10 years of experience in IT staffing and resource management. They have worked with many Fortune 500 clients across various industries, including information technology, oil and energy, healthcare, banking, telecommunications, and government. The candidate is passionate about building professional networks and sourcing candidates from a variety of online resources and social media platforms.
Workforce Investment Boards have for too long produced substandard websites. The message on the website is diluted because WIB's are trying to speak to more than one audience. Additionally, WIB's are not engaging the website viewer appropriately because quite frankly, they do not know who they are talking to. Therefore WIB's are not delivering information on the website that is desired by those who should be the target audience for the website (employers). This presentation helps workforce investment boards retool their message so that the message addresses the needs and wants of employers. Knowing who the audience for the website is will also allow WIB's to set measurable objectives regarding engagement.
If you’re not already thinking about how to increase diversity in your top team, you should be. Some of the world’s most successful organisations know that teams from different backgrounds and perspectives are sharper and more innovative, and perform better for their clients than teams who look, think and feel the same. And rather than producing flash-in-the-pan success, this type of mix is a recipe for sustainable improvements over the long term.
But if you, like us, spend most of your life running a business or heading up a large department, you probably don’t have much spare time to think about diversity. So we’ve produced this guide purely for busy executives who want to decipher why this matters to their organisation’s ability to grow and evolve, and who need to talk to other people about it, but perhaps aren’t sure how.
We wanted to do it in a way that doesn’t turn it into a chore. The book unfolds in ten simple chapters, each of which shouldn’t take much more than a minute to read – but behind each chapter there’s a wealth of information, with Green Park’s suggestions for further reading at the end.
Failure to capture talent from the widest possible pool could cost you dearly. There is a myth of lack of talent; nothing could be further from the truth. There’s no shortage of high-calibre candidates from under-represented groups, but sourcing them often requires the focus, market intelligence and reach that only an expert executive search firm can provide.
With this is mind, we’ve created Green Park Diversity Analytics, chaired by Trevor Phillips, a research and advisory body, which uses unique quantitative modelling to analyse the executive labour market by specific dimensions of diversity. Our methodology can help us to identify gaps and source the best candidates for your team, bringing results that are quicker, less intrusive and more accurate than anything currently in the diversity field.
We hope you find this guide helpful.
This document provides a summary of the contents of a business magazine published by Warwick Business School. The magazine covers various topics related to business leadership, strategy, innovation and decision-making. It includes articles that profile business leaders, examine lessons from Nobel laureates, explore markets in China and energy industries, and discuss concepts like non-market strategy, creativity, behavioral science, and big data. The introduction emphasizes that the magazine aims to provide both best practices from businesses and new insights from academic research to inspire business leaders.
The Simplification of Work: What can HR and business leaders do to make work ...Josh Bersin
The Simplification of Work: What can HR and business leaders do to make work more simple, enjoyable, and productive? This presentation reviews the five major steps to simplifying the workplace and your entire organization.
Engagement & Retention of Millennial Employees - A Policy Advocacy MemoKayla Cruz
A general discussion of employee engagement, specifically the engagement of millennial employees, which then discusses four policy recommendations for increasing engagement and advocates for the policy most appropriate.
Talent Acquisition and Management Trends Nov 2015Peet Kruger
The document discusses implications for HR and talent management in exponential, critical, and changing times. It summarizes trends in the global workforce, economy, and standards that are driving changes. HR must take a proactive, ROI-focused approach to human capital costs through skills optimization, productivity improvements, and culture/engagement changes. HR also needs to transform itself through business skills, analytics, and ensuring compliance on governance, ethics, and risks issues. The future of work demands that HR spearhead organizational transformation and adapt talent practices for a more innovative, technology-driven workforce.
CPA Congress Melbourne 2015 - Day Two Wrap Up CPA Australia
The panel discussion focused on Australia's future of work and major trends in the industry. Key points discussed were:
- Working environments are becoming more flexible and jobs need to become more meaningful.
- Key future jobs will be in agriculture, tourism, hospitality and aged care. Robots will take over repetitive jobs.
- More people will become entrepreneurs and specialists in their specialized fields. Technology will give people more time to work on other activities and enterprises.
The document discusses employee engagement and its importance. It notes that employee engagement leads to benefits like increased profit, productivity, innovation and retention. It identifies four key enablers of engagement: 1) strong, visible leadership providing a clear strategic narrative, 2) engaging managers who focus, enable and develop their people, 3) opportunities for employee voice and input, and 4) organizational integrity where values are reflected in behaviors. The document outlines the structure and goals of the Engage for Success task force, which aims to promote employee engagement through sharing best practices, evidence and opportunities for practitioners to connect.
The document discusses employee engagement and its importance. It notes that employee engagement leads to benefits like increased profit, productivity, innovation and retention. It identifies four key enablers of engagement: 1) strong, visible leadership providing a clear strategic narrative, 2) engaging managers who focus, enable and develop their people, 3) opportunities for employee voice and input, and 4) organizational integrity where values are reflected in behaviors. The document outlines the structure and goals of the Engage for Success task force, which aims to promote employee engagement through sharing best practices, evidence and online resources to convince others of its importance.
Growing & Scaling Your SME - The 4 constraints preventing Your business from ...Roshan Thiran
These are the presentation slides which was presented by Roshan Thiran, founder & CEO of Leaderonomics, at the AmBankBizConference in Penang. You can also find a lot of write-ups by Roshan at www.leaderonomics.com, where he shares more details on the 4 constraints model and other leadership nuggets.
Leaderonomics SME CEO Conference 2017 - Growing & Scaling your Business to Gr...Roshan Thiran
These are the slides presented by Roshan Thiran, CEO of Leaderonomics at the SME CEO Conference 2017. He shares 4 constraints that are affecting your business and need to be addressed to grow and scale your business. For more information on the Leadership Dojo programme, which Roshan personally programme manages, email info@leaderonomics.com
To follow Roshan on Twitter (@lepaker) and Facebook, go to: www.facebook.com/roshanthiran.leaderonomics
What does it take to scale a successful global business in the UK?
“What will be the key challenges for ensuring an effective environment for scale-ups post Brexit?”
“Can businesses take advantage of new international markets and partnerships as we refocus our economy away from Europe – do we have the right ecosystem in place to support this?”
“Will this offer new opportunities to attract a wider talent pool , or are there now new challenges to ensure businesses get the talent we need?”
“What should the investment community do to ensure that they can support scale-ups?”
“What is the role for Government or other stakeholders?”
The document discusses research from the Enterprise Research Centre (ERC) on small and medium-sized enterprises (SMEs) in the UK. The ERC aims to understand what drives SME productivity and growth to support the UK economy. The research identified three types of firms - those that fail fast, sustain with modest growth, and sustain long-term with strong growth. It also found that leadership and management skills influence SME adoption of best practices and shape business performance. The Goldman Sachs 10,000 Small Businesses programme was shown to increase participating businesses' growth by 10-25% compared to non-participants.
The document discusses key trends that are impacting workplaces and driving the need for employee engagement. These include shifting economic power to Asia, demographic pressures exacerbating talent competition, and new technologies merging fields like nanotech and biotech. It also summarizes labor trends such as an aging workforce, globalization splitting production chains, and a reduction in middle-skilled jobs. The document advocates for a transformational approach to engagement where employees are integral to developing strategy and executing it, rather than just a transactional focus on surveys. It lists four key enablers of engagement: a strategic narrative, engaging managers, employee voice, and integrity.
Regional practitioner slide_pack_october_2013 no videosEngage for Success
This document summarizes an event on employee engagement hosted by Engage for Success. It discusses how the 20th century model of "business as usual" focused on efficiency but not engagement. It defines engagement as employees being committed to organizational goals and values and motivated to contribute to success. The document outlines challenges to engagement like negative attitudes or behaviors not modeling values. It shows evidence that engaged organizations have higher productivity, customer satisfaction, and lower turnover. Finally, it discusses getting involved locally with the practitioner group through mentoring, buddying, or hosting open days.
Recruitment Pack that provides with a really good insight in the PRG group, our vision for the future and what fantastic opportunities are available to you.
Recruitment Pack outlining what it is like to work for iO, Panoramic and the PRG group. This will give you a really good insight into the group, our vision for the future and what fantastic opportunities are available to you.
The document provides an overview of Precision Resource Group (PRG), a staffing group operating in the UK and internationally. It summarizes PRG's history and growth since 2009, current clients and sectors, vision to be a profitable international staffing group, culture that offers exciting career opportunities, and benefits for employees including training and commission structures. The summary highlights PRG's expansion plans over the next decade to have offices globally and increase its team size significantly, offering ambitious professionals opportunities to advance their careers.
New evidence shows that improved employee engagement across the UK could add £26 billion to GDP by boosting productivity. A report identified four key enablers to effective engagement: strong strategic narrative, engaging managers, employee voice, and integrity. Case studies found organizations with high engagement scores saw benefits like significantly higher profits, customer satisfaction, and productivity compared to those with low engagement. The four enablers, when implemented together, can powerfully drive engagement within an organization.
CPA Congress Sydney 2015 - Day One Wrap UpCPA Australia
The summaries provided 3 sentences or less on the key information from each document:
The NSW Treasurer discussed the state's strong budget and economy due to fiscal discipline. The budget highlights infrastructure investment, job creation, and health and education services. Revenue comes from the federal government, stamp duties, and payroll tax.
CPA Australia's chief executive discussed the organization's vision to be the best member services organization. The approach involves global governance, regulating technology, and reclaiming the financial services space. The strategy is to widen audiences and personalize the brand through disruption, integration, communication and entertainment.
A Sydney Water executive outlined how measuring the value finance adds helped transform relationships. It established clear purposes for value
Outcomes through engagement: How the Public Sector Improves Citizen Outcomes ...Engage for Success
This paper provides much of this valuable content to help you all, whether as HR practitioners, leaders or managers, to help to build a more engaged and connected workforce across Public Sector. The impact and outcomes are clear, and the opportunity to showcase great work already being undertaken in so many areas of central and local government will help build the confidence in all of us to make a difference.
Travel Inn has continued investing in staff training and development even during difficult economic times when other hotel chains have cut back. They believe this commitment to people development helps motivate and retain employees. Travel Inn provides many learning opportunities including an online library, sponsored MBAs, coaching, shadowing, and recognition programs. Their flexible budgets allow managers to reward high performance. This people-focused approach is seen as a key asset and influences their recruiting strategy to find individuals who fit their supportive culture.
This document discusses business sizes and their impacts. It defines micro, small and medium, and large businesses based on employee count. Small and medium enterprises (SMEs) are defined as having between 0-249 employees. SMEs make up over 96% of companies in the US and EU and account for a significant portion of employment and value added. The document also discusses statistics on SMEs and their impacts in countries like the UK, US, and Vietnam. SMEs play an important role in job creation, innovation, and economic growth through competition and knowledge spill-overs.
This document summarizes research on creativity, leadership, and management in the UK creative industries. It includes:
1) An online survey of over 100 creative industry professionals that identified top skills needs as leadership, strategy, financial management, innovation, and people management.
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Engage For Success - Russell Grossman @ IABC Canberra
1. Engagement – Practical Tools For Tough Times
Russell Grossman
Russell Grossman
ABC, FCIPR , FCIM, FRSA,
DipPR(CAM), ABC, FCIM, FRSA, MCIPR
###@engage4success
Director of Communications, UK Dept for Business
Innovation and Skills (BIS)
Director of Communications,
Director, Engage For Success
Department for Business, Innovation and Skills (BIS)
Incoming International Chair, IABC
russell.grossman@bis.gsi.gov.uk
russell.grossman@bis.gov.uk
2. Russell Grossman
2008 : Dept for Business, UK Government - Director of Communications
2006 : HM Revenue & Customs - Head of Internal & Change Communications
1999 : BBC - Head of Internal Communications
1997 : Royal Mail - London Director of Communications
1996 : Nichols Associates - Senior Consultant
1994 : Jubilee Line Extension - Public Relations Manager
1993 : Riverbus - Marketing Manager
1988 : London Docklands Development Corp - Head of Information
1986 : London Docklands Development Corp Exec Asst to Development Director
1983 : Greater London Council Press Officer
russell.grossman@bis.gsi.gov.uk
5. In 2008 the
UK Government
commissioned
David MacLeod
to find out
if there was a link
from engagement
to growth
via productivity
Our story
begins….
6. The MacLeod Report on Employee Engagement
After…
•
•
•
•
•
•
•
8 months
30 consultation events
5 regional events
60+ case studies
255 submissions and reports
300 on-line responses to call for evidence
50 definitions of engagement
.......MacLeod concluded there was a strong link
This report is at http://www.bis.gov.uk/files/file52215.pdf
8. Engaged Employees = Top Company
MacLeod found engaged companies gave:
1.
2.
3.
4.
5.
6.
7.
better financial performance
better outcomes
higher levels of innovation
more employees advocating their organisation
lower rates of absenteeism
employee well-being
Critical for getting through the recession
9. Does Employee Engagement Matter?
•For the individual
– higher levels of wellbeing
– a more satisfying workplace
•For the organisation
– better productivity and financial performance
– higher levels of innovation and advocacy
•For UK plc
– recession, growth, global challenge
– world of work changing: death of deference, greater expectations
– competitive advantage
9
9
10. Engage for Success : Provenance
• Taskforce Launched By UK Prime Minister in March 2011
• HRDs and Comms Directors from UK’s top organisations
– To raise the profile of the topic
- To shine a light on good practice
- Members from across the economy
- public, private and third sector,
- manufacturing, retail, finance and services,
- large and small organisations and trade unions
11. ‘Engage For Success’
“Engage for Success believes that
employee engagement is about
releasing more of the capability and
potential of people at work……and
creating the conditions to unleash the
full potential of people at work.”
11
12. Engage for Success : >60 Companies, >2000 Active Practitioners
OVER TWO MILLION WORKERS REPRESENTED
13. EMPLOYEES WANT TO BE ENGAGED
Here’s a short film
Source : Engage For Success, UK
15. “Employee engagement is about how we create the conditions in which employees
offer more of their capability and potential” – David Macleod
•
www.engageforsuccess.org
16. sub groups and SIG’s
Barriers
Innovation
Investors
Organisational
integrity
Cross-cultures
Third sector
engagement
Making the internal
business case
Sub Groups
Well-being
Social media and EE
GURU SPECIAL INTEREST GROUPS
Future of
engagement
Leadership and
engagement
Engaged
thinking
Communicate
for Success
Authentic employee
engagement
Engagement in
SMEs
Linking EE to
other metrics
EE & passenger
transport
CSR and EE
EE measurement
and analysis
17. Engage for Success : Evidence
WHO WE ARE
•94 per cent of the world’s most admired companies believe their efforts to engage their
employees have created a competitive advantage (Hay).
•64% of people said they have more to offer in skills and talent than they are currently
demonstrating or being asked to demonstrate at work.
(Populus survey conducted in the UK in October 2012)
•Companies with high and sustainable engagement levels had an average one year
operating margin that was close to three times higher than those with lower engagement
(Towers Watson, 2012)
•85% of the world’s most admired companies believe that efforts to engage employees has
reduced employee performance problems (Hay 2010).
•70 per cent of the more engaged have a good understanding of customer needs as
against only 17 per cent of the disengaged (PwC).
•Our evidence is supported by academic research, and by research houses such as Towers
Watson, Kenexa, Hay, Aon Hewitt and Gallup. It also comes from case studies compiled by
many leading companies and organisations.
18. Engage for Success : Evidence
WHO WE ARE
• Most countries have an employee engagement deficit.
• In the UK, only around a third of workers say they are engaged, placing
the UK ninth in engagement levels among the world’s twelfth largest
economies.
• Australia is one better – eighth - on the same scale
• The loss in Gross Domestic Product (GDP) performance and
productivity this waste represents in the UK : c£26 billion ($AUD48bn) per
year.
19. Employee Engagement By Country : 2012
Source : Kenexa 2012 : THE MANY CONTEXTS OF EMPLOYEE ENGAGEMENT A 2012/2013 KENEXA® WORKTRENDS™
Median margin of error across countries is +/- 3.
20. Four Key Enablers KEY ENABLERS : 1. STRATEGIC NARRATIVE
THE FOUR
1: Strategic Narrative
Strong, visible, empowering leadership provides a strong strategic narrative
about the organisation, where it’s come from and where it’s going.
The past
You are here
The future
This gives a line of sight between the job and the organisation’s vision.
The story is communicated clearly, consistently and constantly.
21. Four Key Enablers KEY ENABLERS : 1. STRATEGIC NARRATIVE
THE FOUR
1: Strategic Narrative
22. Four Key Enablers
1: Strategic Narrative
Typical story framework: - the six questions
•
•
•
•
•
•
Why are we here, what is our role in the world?
What are our strengths, achievements, challenges?
What should the future look like?
Whose needs are we satisfying (customer / client / citizen)?
How will we get there – what values do we want to apply?
What is our personality?
Line of sight between the job and the organisation’s vision.
The story is communicated clearly, consistently and constantly.
22
23. Four Key Enablers
1: Strategic Narrative
BIS is going through this exercise at the moment with “WHY?” consultants
Line of sight between the job and the organisation’s vision.
The story is communicated clearly, consistently and constantly.
23
24.
25. Four Four Key Enablers
Key Enablers
2: HavingHaving Engaging Managers
2: Engaging Managers
They……
focus their people,
offer scope and enable
the job to get done
treat their people as
individuals
coach and stretch their
people
26. Four Key Enablers
2: Having Engaging Managers
Reasons to not:
“Spare me another **** HR/comms initiative”
“Don’t you know there’s a recession on?”
“I’ve not got time for the soft and fluffy stuff”
Plus
Command and control
Micro-managing
Takes time, application, consistency and effort
And beware……
“We did the survey so we’ve done the engagement”
26
27. Four Key Enablers
2: Having Engaging Managers
Communication in organisations, especially in changing
times, is a
behaviour of leadership and a transfer of energy
It’s not about spewing lots of corporate messages to staff
Are we helping leaders transfer energy?
Is that energy positive?
How does it feel – for them and for you?
28. 2: Having Engaging Managers
Four Key Enablers
Two Levels of engagement
LEVEL 1 – TRANSACTIONAL
“We act on employee feedback through survey”
Compartmentalised Thinking
Territory, Market
Sector Strategy
NB:
STRATEGY FOR:
IT; ESTATES; CAPITAL
ETC
EMPLOYEE / HR STRATEGY
Do survey & act on it, eg
leadership
communications,
‘feel proud’ etc
CIPD: 75% of Employee Engagement focused as above
Reactive engagement. About discretionary effort
29. Four Key Enablers
2: Having Engaging Managers
Two Levels
LEVEL 2 – TRANSFORMATIONAL
“It’s a way of running a top company”
WE TRACK
PROGRESS OF
STRATEGY
“ONE PAGE”: Market Sectors, CA,
Country, Positioning Strategy AND
Values/Behaviours to deliver it
TWO-WAY
WE MEASURE: Concerns,
commitment, feedback
People at heart of
delivery and at
heart of strategy
People help
shape
strategy
People give
continual
VOICE
NB:
A belief that people are the
solution, not the problem
CIPD: 25% of Employee Engagement focused as above
About proactive engagement
29
30. TRANSACTIONAL….OR TRANSFORMATIONAL?
Transactional or transformational?
Transactional engagement
•
•
A set of activities or targets
Usually focussed around a survey
Transformational engagement
• Employees integral to developing and delivering the business strategy
• Requires deep belief in the power of people to contribute
• new and creative products/services
• Outstanding customer/client service and efficiency
• A belief that our people are the solution, not the problem
31. Four Key Enablers
2: Having Engaging Managers
This means that to be effective you often have to be…..
• the grit in the oyster…
• without being the pin in the balloon…
• and the jester at the court of King Lear
33. “does she
really get
“the guy
talks
regularly
to me
about this
still so I’ll
go with it”
our
“anyone
can do
this, who
is this
timewaster?”
“I’m willing
to listen and
be
persuaded”
business?”
“all good
ideas, but
actually my
experience
differs”
“Whatever.
Can we get
on with the
P&L risks
discussion
please”
How does the management team feel about communications
before you arrive in their room?
34. You also need…..
And you need to have….
Judgement, Resilience, Courage, Intuition, Leadership,
Tenacity, Good Grace
And, very often, a sense of humour
35. 1. Get yourself in the right places at the right times
2. Lead, don’t follow, don’t just stay where you’re put
3. Actively advocate the communications practice
4. Think creative, be optimistic, push boundaries
5. Don’t struggle alone, work with others
6. Know how to say no nicely – be ‘sympathetically repulsive’
7. Join a professional org : eg IABC!!
8. Strive for the best team you can get, avoid compromises
9. Use LinkedIn effectively
10. Get enough sleep (you cannot delegate this one)
11. Know your value and have the evidence to defend it
37. try not
to look like this….
….all the time
(or at least when anyone
else is looking)
38. Four Key Enablers FOUR KEY ENABLERS : 3. EMPLOYEE VOICE
THE
3: Employee Voice
There is employee voice throughout the organisation, for reinforcing and
challenging views; between functions & externally; employees are really seen
as your key asset – not the problem.
This voice is informed. Views sought early / followed up; explanations given if
ideas not adopted. Collective voice matters – TUs etc part of the architecture
38
39. In practice
3: Employee Voice
• Employees’ views are sought out; they are listened to and see that their
opinions count and make a difference.
• They speak out and challenge where appropriate
• A strong sense of listening and responsiveness permeates the
organisation, enabled by effective communication.
• This voice is an informed one –not just a ‘tea and toilets conversation
• Views are sought early and followed up; explanations are given if
ideas/views not adopted.
• Trade unions/staff representatives are part of the engagement
architecture – collective voice matters
This voice is informed. Views sought early / followed up; explanations given if
ideas not adopted. Collective voice matters – TUs etc part of the architecture
39
40. 3: Employee Voice
Voice is only effective:
• if it is heard
• If it is informed
• If it is proactive
• If it is adult to adult
BUT
NB!!!
• If it is seen to make a difference
• If it influences the future - change
SURVEYS only scratch the surface of voice. They tell you (depending on the
questions) WHAT people may be thinking. THEY DON’T TELL YOU WHY 40
41. Five dimensions to target......
Credibility
“Management keeps me informed about important issues and changes”.
“I believe management would lay people off only as a last resort”.
Respect
“I am offered training or development to further myself professionally”.
“Management shows appreciation for good work and extra effort”.
Fairness
”Everyone has an opportunity to get special recognition”.
“Promotions go to those who best deserve them”.
Pride
“I’m proud to tell others I work here”.
“People look forward to coming to work here”.
Camaraderie
”People care about each other here”.
“This is a friendly place to work”.
…for a productive workforce
42. UK Civil Service
24 Government Departments
330 Arms Length Bodies
440,000 staff
54% engaged (October 2013)
I am proud when I tell others I am part of my organisation
I would recommend it as a great place to work
I feel a strong personal attachment to it
It inspires me to do the best in my job
It motivates me to help it achieve its objectives
42
43. Four Key Enablers ENABLERS : 4. ORGANISATIONAL INTEGRITY
THE FOUR KEY
4: Organisational Integrity
There is organisational integrity – the values on the wall are
reflected in day to day behaviours.
These expected behaviours are explicit
and bought into by staff.
Keep it real – staff see through corporate
spin quicker than customers or the public.
Integrity enables trust: no engagement
without trust
This gives a line of sight between the job and the organisation’s vision
The story is communicated clearly, consistently and constantly