The document discusses employee engagement. It defines engagement as the emotional attachment employees feel towards their job, organization and colleagues. This attachment influences their willingness to learn and perform. Highly engaged employees are enthusiastic about their work and act to further the organization's interests.
The document then discusses various models and frameworks for engagement from organizations like Gallup, Hewitt, Towers Watson and Aon Hewitt. It outlines the key drivers of engagement according to these models like career opportunities, brand alignment, recognition, work, people, total rewards and more. Lastly, the document discusses ways to measure engagement using tools like Hewitt's employee opinion survey questions and the MyManager Connect Survey.
This document discusses employee engagement and provides information on defining engagement, measuring engagement, and strategies for improving engagement. Some key points:
- Employee engagement refers to an employee's emotional commitment and positive attachment to their organization. Highly engaged employees are enthusiastic about their work and further the interests of the organization.
- Common models for measuring engagement include the Gallup Q12 survey, which measures 12 factors like clear expectations, resources, development opportunities, and praise. Other models look at engagement drivers like career development, leadership, rewards, and work-life balance.
- Managers play a critical role in driving engagement through coaching, communicating goals, team development initiatives, and believing in employees' abilities. Regular communication, feedback
This document discusses employee engagement and the role of managers in driving engagement. It provides definitions of engagement and outlines factors that influence engagement such as leadership, communication, career opportunities, and rewards. The document also describes several actions managers can take to increase engagement among their employees, including recruiting the right talent, coaching, communicating clear objectives, developing teams, and having high expectations for employees through the Pygmalion effect.
Focusing on Employee Engagement: How to Measure and Improve ItKip Michael Kelly
This white paper:- Outlines the characteristics of engaged employees- Identifies the traits that engaged, disengaged and actively disengaged employees demonstrate- Explores the costs of poor employee engagement to organizations- Provides suggestions to human resource and talent management professionals on how to gauge employee engagement in their organizations- Offers employee engagement trends and steps to improve employee engagement that HR and talent management professionals can take
Employees’ holds the key of success for any company. Hence, listening to their voices is very important.
Employees’ workplace should have ability to motivate to have maximum contribution.
Employees’ recognition, motivation, commitment is dependent upon the function & level.
Best practices for employee engagementMutual Force
The document introduces a 50/50 employee engagement model that balances employee engagement factors (input) with organizational health indicators (output). It assigns equal weight (50 points) to factors like manager relationship, work environment, and recognition (input) as well as customer happiness, productivity, and innovation (output). The model aims to measure overall employee engagement by assessing whether both input and output scores are above average (5 points). It provides examples of how the model can identify engagement issues at different organizations. The document also describes how organizations can use feedback and action planning to improve engagement scores according to this model.
Engage To Retain Azshrm Presentation 2010Karen Loftus
1) Highly engaged organizations outperform others financially and see increased operating income and earnings per share.
2) Companies with engaged employees see greater loyalty, reduced turnover, and more innovative work.
3) Employee engagement involves commitment to the organization, pride in one's work, and willingness to help the organization succeed.
Prezentare Doru Dima 2 - The Leader’s Guide to Motivating Employees Without M...Computaris
Prezentare Doru Dima 2 - The Leader’s Guide to Motivating Employees Without Money
Conferinta Internationala "Great People Choose Best Practices", editia a VIII-a, 5-7 octombrie 2011, Brasov
Sursa: Profiles International
This document provides an overview of Equitas, a microfinance institution in India. It discusses the history and growth of microfinance in India before detailing Equitas' background as a non-deposit taking NBFC focused on lending to women's joint liability groups. The company has expanded into vehicle financing and housing finance through subsidiaries. The document outlines Equitas' mission to improve lives through accessible financial products and its vision to be a leader in Indian microfinance through transparent practices and use of technology.
This document discusses employee engagement and provides information on defining engagement, measuring engagement, and strategies for improving engagement. Some key points:
- Employee engagement refers to an employee's emotional commitment and positive attachment to their organization. Highly engaged employees are enthusiastic about their work and further the interests of the organization.
- Common models for measuring engagement include the Gallup Q12 survey, which measures 12 factors like clear expectations, resources, development opportunities, and praise. Other models look at engagement drivers like career development, leadership, rewards, and work-life balance.
- Managers play a critical role in driving engagement through coaching, communicating goals, team development initiatives, and believing in employees' abilities. Regular communication, feedback
This document discusses employee engagement and the role of managers in driving engagement. It provides definitions of engagement and outlines factors that influence engagement such as leadership, communication, career opportunities, and rewards. The document also describes several actions managers can take to increase engagement among their employees, including recruiting the right talent, coaching, communicating clear objectives, developing teams, and having high expectations for employees through the Pygmalion effect.
Focusing on Employee Engagement: How to Measure and Improve ItKip Michael Kelly
This white paper:- Outlines the characteristics of engaged employees- Identifies the traits that engaged, disengaged and actively disengaged employees demonstrate- Explores the costs of poor employee engagement to organizations- Provides suggestions to human resource and talent management professionals on how to gauge employee engagement in their organizations- Offers employee engagement trends and steps to improve employee engagement that HR and talent management professionals can take
Employees’ holds the key of success for any company. Hence, listening to their voices is very important.
Employees’ workplace should have ability to motivate to have maximum contribution.
Employees’ recognition, motivation, commitment is dependent upon the function & level.
Best practices for employee engagementMutual Force
The document introduces a 50/50 employee engagement model that balances employee engagement factors (input) with organizational health indicators (output). It assigns equal weight (50 points) to factors like manager relationship, work environment, and recognition (input) as well as customer happiness, productivity, and innovation (output). The model aims to measure overall employee engagement by assessing whether both input and output scores are above average (5 points). It provides examples of how the model can identify engagement issues at different organizations. The document also describes how organizations can use feedback and action planning to improve engagement scores according to this model.
Engage To Retain Azshrm Presentation 2010Karen Loftus
1) Highly engaged organizations outperform others financially and see increased operating income and earnings per share.
2) Companies with engaged employees see greater loyalty, reduced turnover, and more innovative work.
3) Employee engagement involves commitment to the organization, pride in one's work, and willingness to help the organization succeed.
Prezentare Doru Dima 2 - The Leader’s Guide to Motivating Employees Without M...Computaris
Prezentare Doru Dima 2 - The Leader’s Guide to Motivating Employees Without Money
Conferinta Internationala "Great People Choose Best Practices", editia a VIII-a, 5-7 octombrie 2011, Brasov
Sursa: Profiles International
This document provides an overview of Equitas, a microfinance institution in India. It discusses the history and growth of microfinance in India before detailing Equitas' background as a non-deposit taking NBFC focused on lending to women's joint liability groups. The company has expanded into vehicle financing and housing finance through subsidiaries. The document outlines Equitas' mission to improve lives through accessible financial products and its vision to be a leader in Indian microfinance through transparent practices and use of technology.
Employee engagement, involvmemnt and empowerment (keterlibatan dan pemberdaya...Dr. Zar Rdj
This document discusses employee engagement, involvement, and empowerment. It provides definitions and models of engagement, and discusses the differences between engagement and involvement. Employee empowerment is defined as giving workers ownership over their work and encouraging them to provide input into decisions. When employees are empowered and involved, it can lead to benefits like improved quality, productivity and motivation. However, empowerment also carries some risks like potential for ego issues or information leaks. Overall engagement is important for organizations to drive performance and achieve their goals.
Chapters(1)A STUDY ON EMPLOYEE ENGAGEMENT IN FCI OEN CONNECTORS, MULAMTHURUTH...JINSE PARACKAL
This document discusses employee engagement and provides context around key concepts. Employee engagement refers to an employee's commitment and involvement in their organization and its values. Engaged employees are aware of the business context and work with colleagues to improve performance for the benefit of the organization. The document reviews literature around elements that contribute to engagement, such as meaningful work, clear direction, accountability, and interpersonal trust and cooperation. It also discusses tools for measuring engagement and how organizations can utilize engagement data for needs analysis, evaluation of interventions, climate surveys, and feedback to leaders and departments.
This document provides a summary of research conducted on employee engagement at Big Bazaar. It defines employee engagement, discusses the differences between engaged, disengaged, and actively disengaged employees. Diagnostic tools for measuring engagement are identified, as well as factors that predict organizational success. The scope of study, research methodology, and conclusions of the research are summarized. Employee satisfaction versus engagement is explored, and engagement is found to positively correlate with business performance.
Employee engagement involves committing employees to an organization's business goals and values. It starts with managers clearly sharing business information and seeking employee input to improve the business. Engaged employees are fully committed to the organization's success. Engagement boosts business outcomes like higher service levels, safer workplaces, and lower turnover. Factors that boost engagement include achievement, camaraderie among coworkers, and fair treatment. Benefits of engagement include higher performance, innovation, advocacy, and lower absenteeism. The study aims to evaluate engagement practices at a software company and understand how to increase engagement.
Organizations seek to maximize the productivity and profitability of their staff !
Individuals seek satisfaction from their work !
If both can be achieved concurrently , there is a true Win-Win !
The impact of an ‘engaged’ workforce over an ‘unengaged’ one is dramatic
The Keys to Corporate Responsibility Employee EngagementSustainable Brands
PwC recently found that employees who participate in its CR programs have a 5% higher retention rate, with a value of $165 million to the company. In this report, PwC shows how it uses a common corporate tool, the Plan-Do-Check-Adjust (PDCA) Cycle to engage employees, and the Employee Engagement Index (EEI) to measure engagement.
Employee engagement is important for organizations to realize value. Engagement is defined as the commitment of employees to their work and organization, and how this commitment impacts performance and intent to stay. Highly engaged employees lead to lower turnover and absenteeism, as well as improved operating income. Engagement is driven by rational commitment from benefits and career growth, and emotional commitment from enjoying one's job and believing in the organization's values. Organizations can improve engagement through hiring the right employees, developing exceptional leaders, and implementing supportive systems and strategies.
The document discusses strategies for motivating employees in the new knowledge-based economy. It recommends creating a family-like community within the company by developing the company's strategy with employees, orienting new employees, holding quarterly information-sharing meetings, sponsoring social events, and offering profit-sharing compensation. When these practices are implemented to foster strong communication and alignment around goals, employees are more likely to be motivated and the company more productive and profitable.
This document appears to be a student project report on employee engagement in strategic decision making. It includes sections like the executive summary, introduction, objectives, literature review, research methodology, analysis and findings. The introduction defines engagement as a two-way relationship between employees and employers where engaged employees understand the work and help the organization succeed. It also discusses how management behavior plays a key role in developing engagement. The next section looks at how the definition of engagement has evolved from focusing on tools to a heightened emotional connection between employees and their work. Several companies then define engagement in different ways.
How To Increase Your Culture of Employee EngagementMonster
Is it 5 o’clock yet? As a manager, that is probably not your favorite thing to hear around the office. Although employees show up on time and get their work done, many are counting down the hours, minutes and seconds until they can go home.
Wouldn’t it be great if employees enjoyed their job more? As a manager, there is only so much you can do to Engage an employee who has no interest in being Engaged. The real solution is for the employee to want to be more Engaged. When the responsibility for increasing Engagement is shared, outcomes are much more favorable for the employee and employer.
In this informative online session, participants will learn:
• The joint model of Engagement
• How an Engaged workforce affects business outcomes
• How to educate employees on Engagement
• Employee benefits of being Engaged
• Tips for employees to increase their own Engagement
• How managers can support employees in joint ownership of Engagement
Employees will go from watching the clock to wondering where the day went.
Innovation Partners International is a consulting firm that specializes in building strength-based, high-performance organizations. They use an innovative positive change model and Appreciative Inquiry to engage stakeholders, envision success, and achieve lasting results for clients in various industries. Their approach involves assessing eight elements - structure, systems, trust/values, managerial practices, processes, strategy, and more - to design strategies, build leadership and teams, and implement sustainable changes. The firm brings diverse expertise from experts around the world to shift conversations, uncover innovative ideas, and dramatically improve clients' businesses through engagement and positive organizational development.
This document discusses employee engagement and how managers can improve it. It begins with defining engagement as employees feeling invested in their company's success and motivated to exceed job requirements. Section I explores how engagement has evolved from satisfaction to commitment. Section II discusses key engagement drivers like leadership, career opportunities, and job motivation. Section III presents a case study of a survey of Singapore civil servants that found leadership, career advancement, and job motivation were the top engagement factors, not compensation. The document concludes that managers should understand engagement drivers and use non-financial means to actively engage employees.
Many research shows that employees who are more than satisfied, are engaged, bring a direct value to the bottom line of an organization.
Cultural chemistry aligns HR Processes to the desired organizational culture to increase employee engagement.
This presentation shows the focus areas and how to implement a strong employee engagement strategy.
The document discusses building aligned employee engagement. It provides research showing that only 11% of employees are actively engaged while 76% are "up for grabs". Engagement must be grounded in strategic priorities, change efforts, and business goals to be effective. The document outlines drivers of engagement including accountability, change readiness, and enduring purpose. It provides case studies where companies improved engagement around new strategies, increasing metrics like revenue and margins. The document emphasizes measuring aligned rather than just general engagement and developing employee ownership in business priorities.
Engagement as a business strategy driving meaningful and lasting changeDani
This document discusses employee engagement and its importance for organizational success. It defines engagement as perceptions and willingness to advocate for an organization, which impacts behaviors like satisfaction, commitment and loyalty. Highly engaged employees are more productive and committed. The document outlines common drivers of engagement, provides examples of engagement survey questions, and discusses how engagement data should be integrated with business strategy and used by leaders to facilitate positive organizational change.
Leaders play a key role in employee engagement by connecting employees' work to the organization's values and mission. The document discusses how engaged employees are more productive, healthier, and less likely to leave their jobs. It also outlines the functional and psychological factors that influence engagement, including ensuring employees have the resources, training, and autonomy to do meaningful work. Wise leaders recognize employees' contributions, foster a sense of belonging, and help employees find purpose in order to maximize engagement.
The document discusses employee retention and engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. Measuring current engagement levels through surveys is important, as is identifying problem areas, creating action plans to address issues, and taking action to improve engagement. Engaged employees are more productive, committed, and less likely to leave. Consultant reports show engagement links to higher performance, productivity, customer satisfaction and financial outcomes. Various techniques can improve engagement, like action teams, storytelling and appreciative inquiry. Regular measurement is important to track engagement over time.
PROJECT ON EXISTING EMPLOYEE ENGAGEMENT SYSTEMMansi Tyagi
United Composheets Pvt. Ltd. (UCPL) manufactures sheet metal components for electrical, electronic, and automotive applications. The document discusses UCPL's existing employee engagement system. It defines employee engagement and outlines its importance. The objectives are to study engagement levels of employees based on position, experience, and factors affecting engagement. Suggestions will be provided to improve engagement. Measurement involves listening, assessing current engagement, identifying problems, and taking action. The document provides various employee engagement activities and programs UCPL utilizes and discusses advantages and disadvantages of engagement initiatives.
This document summarizes an article about how companies can cultivate employee engagement to improve customer loyalty and advocacy. It discusses how JetBlue achieves high customer satisfaction through engaged employees who go above and beyond to solve customer problems. The document then outlines several strategies that companies can use to increase employee engagement and link it to customer advocacy, including measuring engagement like customer satisfaction, incorporating employee feedback loops, empowering frontline employees, and focusing on "linchpin" roles that most influence customer experience. Overall, the document advocates for companies to prioritize employee engagement in order to boost customer loyalty.
This document provides an overview and action plan for improving employee engagement at ABC based on its most recent survey results. The key points are:
1) ABC's overall engagement score increased to 62% but remains below the desired benchmark of 80%; the highest scoring drivers were direct supervisor and culture while development, compensation, and trust in senior leadership showed the most room for improvement.
2) An analysis of the highest and lowest rated questions found that direct managers are working well but the culture is not seen as safe or productive and compensation is an issue.
3) Action plans should focus on high-impact areas like trust in senior leadership, an inclusive culture, and openness to new ideas, using the SMART framework
This document provides tips for effective public speaking. It emphasizes the importance of knowing your audience and having a strong introduction and closing. Proper eye contact, posture, vocal tone, and body language are essential for an engaging presentation. Storytelling is presented as a technique to bridge how you present your message and its content, with advice to set the scene, introduce characters, take the audience on a journey with obstacles to overcome before resolving the story and making a point.
This document outlines a training needs assessment process that includes gathering feedback from managers, customers, and mystery visits, as well as analyzing key performance indicators and quizzes. It examines short and long-term business goals, identifies desired and current performance outcomes to find gaps, and prioritizes solutions. The assessment covers training needs for call centers, reception, systems, communication, time management, and leadership/interpersonal skills using methods like classroom, on-job, e-learning, simulations, and coaching. Evaluation after training involves quizzes, competitions, and on-job observations.
Employee engagement, involvmemnt and empowerment (keterlibatan dan pemberdaya...Dr. Zar Rdj
This document discusses employee engagement, involvement, and empowerment. It provides definitions and models of engagement, and discusses the differences between engagement and involvement. Employee empowerment is defined as giving workers ownership over their work and encouraging them to provide input into decisions. When employees are empowered and involved, it can lead to benefits like improved quality, productivity and motivation. However, empowerment also carries some risks like potential for ego issues or information leaks. Overall engagement is important for organizations to drive performance and achieve their goals.
Chapters(1)A STUDY ON EMPLOYEE ENGAGEMENT IN FCI OEN CONNECTORS, MULAMTHURUTH...JINSE PARACKAL
This document discusses employee engagement and provides context around key concepts. Employee engagement refers to an employee's commitment and involvement in their organization and its values. Engaged employees are aware of the business context and work with colleagues to improve performance for the benefit of the organization. The document reviews literature around elements that contribute to engagement, such as meaningful work, clear direction, accountability, and interpersonal trust and cooperation. It also discusses tools for measuring engagement and how organizations can utilize engagement data for needs analysis, evaluation of interventions, climate surveys, and feedback to leaders and departments.
This document provides a summary of research conducted on employee engagement at Big Bazaar. It defines employee engagement, discusses the differences between engaged, disengaged, and actively disengaged employees. Diagnostic tools for measuring engagement are identified, as well as factors that predict organizational success. The scope of study, research methodology, and conclusions of the research are summarized. Employee satisfaction versus engagement is explored, and engagement is found to positively correlate with business performance.
Employee engagement involves committing employees to an organization's business goals and values. It starts with managers clearly sharing business information and seeking employee input to improve the business. Engaged employees are fully committed to the organization's success. Engagement boosts business outcomes like higher service levels, safer workplaces, and lower turnover. Factors that boost engagement include achievement, camaraderie among coworkers, and fair treatment. Benefits of engagement include higher performance, innovation, advocacy, and lower absenteeism. The study aims to evaluate engagement practices at a software company and understand how to increase engagement.
Organizations seek to maximize the productivity and profitability of their staff !
Individuals seek satisfaction from their work !
If both can be achieved concurrently , there is a true Win-Win !
The impact of an ‘engaged’ workforce over an ‘unengaged’ one is dramatic
The Keys to Corporate Responsibility Employee EngagementSustainable Brands
PwC recently found that employees who participate in its CR programs have a 5% higher retention rate, with a value of $165 million to the company. In this report, PwC shows how it uses a common corporate tool, the Plan-Do-Check-Adjust (PDCA) Cycle to engage employees, and the Employee Engagement Index (EEI) to measure engagement.
Employee engagement is important for organizations to realize value. Engagement is defined as the commitment of employees to their work and organization, and how this commitment impacts performance and intent to stay. Highly engaged employees lead to lower turnover and absenteeism, as well as improved operating income. Engagement is driven by rational commitment from benefits and career growth, and emotional commitment from enjoying one's job and believing in the organization's values. Organizations can improve engagement through hiring the right employees, developing exceptional leaders, and implementing supportive systems and strategies.
The document discusses strategies for motivating employees in the new knowledge-based economy. It recommends creating a family-like community within the company by developing the company's strategy with employees, orienting new employees, holding quarterly information-sharing meetings, sponsoring social events, and offering profit-sharing compensation. When these practices are implemented to foster strong communication and alignment around goals, employees are more likely to be motivated and the company more productive and profitable.
This document appears to be a student project report on employee engagement in strategic decision making. It includes sections like the executive summary, introduction, objectives, literature review, research methodology, analysis and findings. The introduction defines engagement as a two-way relationship between employees and employers where engaged employees understand the work and help the organization succeed. It also discusses how management behavior plays a key role in developing engagement. The next section looks at how the definition of engagement has evolved from focusing on tools to a heightened emotional connection between employees and their work. Several companies then define engagement in different ways.
How To Increase Your Culture of Employee EngagementMonster
Is it 5 o’clock yet? As a manager, that is probably not your favorite thing to hear around the office. Although employees show up on time and get their work done, many are counting down the hours, minutes and seconds until they can go home.
Wouldn’t it be great if employees enjoyed their job more? As a manager, there is only so much you can do to Engage an employee who has no interest in being Engaged. The real solution is for the employee to want to be more Engaged. When the responsibility for increasing Engagement is shared, outcomes are much more favorable for the employee and employer.
In this informative online session, participants will learn:
• The joint model of Engagement
• How an Engaged workforce affects business outcomes
• How to educate employees on Engagement
• Employee benefits of being Engaged
• Tips for employees to increase their own Engagement
• How managers can support employees in joint ownership of Engagement
Employees will go from watching the clock to wondering where the day went.
Innovation Partners International is a consulting firm that specializes in building strength-based, high-performance organizations. They use an innovative positive change model and Appreciative Inquiry to engage stakeholders, envision success, and achieve lasting results for clients in various industries. Their approach involves assessing eight elements - structure, systems, trust/values, managerial practices, processes, strategy, and more - to design strategies, build leadership and teams, and implement sustainable changes. The firm brings diverse expertise from experts around the world to shift conversations, uncover innovative ideas, and dramatically improve clients' businesses through engagement and positive organizational development.
This document discusses employee engagement and how managers can improve it. It begins with defining engagement as employees feeling invested in their company's success and motivated to exceed job requirements. Section I explores how engagement has evolved from satisfaction to commitment. Section II discusses key engagement drivers like leadership, career opportunities, and job motivation. Section III presents a case study of a survey of Singapore civil servants that found leadership, career advancement, and job motivation were the top engagement factors, not compensation. The document concludes that managers should understand engagement drivers and use non-financial means to actively engage employees.
Many research shows that employees who are more than satisfied, are engaged, bring a direct value to the bottom line of an organization.
Cultural chemistry aligns HR Processes to the desired organizational culture to increase employee engagement.
This presentation shows the focus areas and how to implement a strong employee engagement strategy.
The document discusses building aligned employee engagement. It provides research showing that only 11% of employees are actively engaged while 76% are "up for grabs". Engagement must be grounded in strategic priorities, change efforts, and business goals to be effective. The document outlines drivers of engagement including accountability, change readiness, and enduring purpose. It provides case studies where companies improved engagement around new strategies, increasing metrics like revenue and margins. The document emphasizes measuring aligned rather than just general engagement and developing employee ownership in business priorities.
Engagement as a business strategy driving meaningful and lasting changeDani
This document discusses employee engagement and its importance for organizational success. It defines engagement as perceptions and willingness to advocate for an organization, which impacts behaviors like satisfaction, commitment and loyalty. Highly engaged employees are more productive and committed. The document outlines common drivers of engagement, provides examples of engagement survey questions, and discusses how engagement data should be integrated with business strategy and used by leaders to facilitate positive organizational change.
Leaders play a key role in employee engagement by connecting employees' work to the organization's values and mission. The document discusses how engaged employees are more productive, healthier, and less likely to leave their jobs. It also outlines the functional and psychological factors that influence engagement, including ensuring employees have the resources, training, and autonomy to do meaningful work. Wise leaders recognize employees' contributions, foster a sense of belonging, and help employees find purpose in order to maximize engagement.
The document discusses employee retention and engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. Measuring current engagement levels through surveys is important, as is identifying problem areas, creating action plans to address issues, and taking action to improve engagement. Engaged employees are more productive, committed, and less likely to leave. Consultant reports show engagement links to higher performance, productivity, customer satisfaction and financial outcomes. Various techniques can improve engagement, like action teams, storytelling and appreciative inquiry. Regular measurement is important to track engagement over time.
PROJECT ON EXISTING EMPLOYEE ENGAGEMENT SYSTEMMansi Tyagi
United Composheets Pvt. Ltd. (UCPL) manufactures sheet metal components for electrical, electronic, and automotive applications. The document discusses UCPL's existing employee engagement system. It defines employee engagement and outlines its importance. The objectives are to study engagement levels of employees based on position, experience, and factors affecting engagement. Suggestions will be provided to improve engagement. Measurement involves listening, assessing current engagement, identifying problems, and taking action. The document provides various employee engagement activities and programs UCPL utilizes and discusses advantages and disadvantages of engagement initiatives.
This document summarizes an article about how companies can cultivate employee engagement to improve customer loyalty and advocacy. It discusses how JetBlue achieves high customer satisfaction through engaged employees who go above and beyond to solve customer problems. The document then outlines several strategies that companies can use to increase employee engagement and link it to customer advocacy, including measuring engagement like customer satisfaction, incorporating employee feedback loops, empowering frontline employees, and focusing on "linchpin" roles that most influence customer experience. Overall, the document advocates for companies to prioritize employee engagement in order to boost customer loyalty.
This document provides an overview and action plan for improving employee engagement at ABC based on its most recent survey results. The key points are:
1) ABC's overall engagement score increased to 62% but remains below the desired benchmark of 80%; the highest scoring drivers were direct supervisor and culture while development, compensation, and trust in senior leadership showed the most room for improvement.
2) An analysis of the highest and lowest rated questions found that direct managers are working well but the culture is not seen as safe or productive and compensation is an issue.
3) Action plans should focus on high-impact areas like trust in senior leadership, an inclusive culture, and openness to new ideas, using the SMART framework
This document provides tips for effective public speaking. It emphasizes the importance of knowing your audience and having a strong introduction and closing. Proper eye contact, posture, vocal tone, and body language are essential for an engaging presentation. Storytelling is presented as a technique to bridge how you present your message and its content, with advice to set the scene, introduce characters, take the audience on a journey with obstacles to overcome before resolving the story and making a point.
This document outlines a training needs assessment process that includes gathering feedback from managers, customers, and mystery visits, as well as analyzing key performance indicators and quizzes. It examines short and long-term business goals, identifies desired and current performance outcomes to find gaps, and prioritizes solutions. The assessment covers training needs for call centers, reception, systems, communication, time management, and leadership/interpersonal skills using methods like classroom, on-job, e-learning, simulations, and coaching. Evaluation after training involves quizzes, competitions, and on-job observations.
This document outlines best practices for fruitful meetings. It discusses why meetings are important for interaction and unified decisions. Barriers to effective meetings include unclear objectives, wrong attendees, and lack of action items. Six types of difficult meeting participants are described - aggressive, whiner, yes-person, never-say-a-word, indecisive, and staller. The document provides examples of each type's behavior and how to handle them, such as defining their role and dealing with them respectfully. Role plays are suggested to reinforce learning how to organize effective meetings and address different personalities.
This document discusses effective delegation strategies for managers. It begins by outlining the objectives of learning how to delegate tasks to reduce workload, overcome fears of delegation, and use the right approach. The benefits of delegation are then described for managers, employees, and organizations. Barriers to delegation like thinking it is too difficult or takes too much time are addressed. The document provides guidance on when and to whom to delegate tasks, how to introduce, demonstrate, and monitor delegated tasks. Techniques are presented for overcoming stressors like loss of control and for avoiding poor delegation practices like micromanagement. The key message is that delegation is important for reducing stress, improving productivity, and developing employees' skills when implemented properly.
Stressful Times Group Coaching Module - Q3 2020 Updated.pptxTamerAyad4
This document provides information on coping with stressful times through a coaching module. It discusses what stress and anxiety are, how to identify triggers and feelings, and techniques for managing emotions. Specific techniques taught include the R.A.I.N. method and expressing emotions through art or activities. Maintaining focus and sanity involves four pillars of health: nutrition/hydration, movement, self-care, and sleep. Reducing work stress focuses on establishing structure and limits, as well as implementing wellness programs.
The document discusses the key steps in the customer buying cycle and sales process, including:
1. Understanding the customer's needs through questions, qualifying the customer, and identifying unstated needs.
2. Presenting product options that meet the customer's requirements and address any doubts or objections raised.
3. Closing the sale by looking for verbal and non-verbal buying signals, asking for the sale, collecting payment details, and thanking the customer.
The goal is to align the sales process with the customer's buying cycle to effectively meet their needs and finalize the purchase. Key aspects covered include greeting the customer, evaluating options, overcoming objections, and adding complementary products to the order.
The document provides thoughts on what makes a successful team. It discusses that there is no "I" in team and success comes from failures. It also notes that failing fast allows moving to the next step, and having tools/technology does not imply success - the mindset is what matters. Motivation comes from a mixture of attributes, and perception of failure impacts progress up the success ladder. Communication of failure and progress empowers teams, and people should come before processes and technology.
This document discusses decision making, including defining it as a process of selecting an action from alternatives to fulfill objectives. It describes the importance of decision making for business growth, objectives, efficiency and more. It outlines types of decisions as programmed, which recur frequently, and non-programmed, which are unique. Decision styles are described as directive, analytic, conceptual and behavioral. Conditions affecting decision failure are certainty, risk, uncertainty and ambiguity. Organizational problems, three models of decision making, characteristics of models and steps in decision making are outlined. Problems in decision making are also listed.
This document provides a historical overview of perspectives on team motivation. It discusses how views have evolved from a focus on efficiency under Scientific Management to consider softer factors like relationships and empowerment. Abraham Maslow developed a hierarchy of needs model showing how higher-level needs like esteem and self-actualization influence motivation. Researchers also found motivation is influenced by both individual psychological factors and the work situation. Modern views recognize the importance of an empowering leadership style with high concern for both productivity and employee well-being.
An effective performance management system should:
1. Align with the organization's strategic direction and culture.
2. Be practical, easy to understand, and use. It should monitor and measure results and behaviors.
3. Establish clear communication between managers and employees about expectations and goals.
The performance management cycle includes planning goals and expectations, monitoring progress, and reviewing and evaluating performance annually with a new cycle beginning. The process involves setting standards, goals, data collection, interviews, future planning, and rewarding performance. Goals should be measurable, realistic, specific, achievable and time-based. Feedback should be constructive and continuous.
Coaching is a learning process that unlocks a person's potential to maximize their performance and is part of managing performance. The GROW approach to coaching can create more personal time, support teams more effectively, upgrade interpersonal skills, and lead to better results by reducing overload and turnover while increasing capability.
This document outlines a skill development plan for Cairo Scan Radiology. The objectives are to improve team spirit, fill performance gaps, and provide continuous learning. The plan aims to increase awareness, motivation, productivity, and expertise through needs assessments, prioritized training activities, and various training methods. Effectiveness will be evaluated through quizzes, competitions and on-job observations to improve performance.
4th Modern Marketing Reckoner by MMA Global India & Group M: 60+ experts on W...Social Samosa
The Modern Marketing Reckoner (MMR) is a comprehensive resource packed with POVs from 60+ industry leaders on how AI is transforming the 4 key pillars of marketing – product, place, price and promotions.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Discussion on Vector Databases, Unstructured Data and AI
https://www.meetup.com/unstructured-data-meetup-new-york/
This meetup is for people working in unstructured data. Speakers will come present about related topics such as vector databases, LLMs, and managing data at scale. The intended audience of this group includes roles like machine learning engineers, data scientists, data engineers, software engineers, and PMs.This meetup was formerly Milvus Meetup, and is sponsored by Zilliz maintainers of Milvus.
The Ipsos - AI - Monitor 2024 Report.pdfSocial Samosa
According to Ipsos AI Monitor's 2024 report, 65% Indians said that products and services using AI have profoundly changed their daily life in the past 3-5 years.
Natural Language Processing (NLP), RAG and its applications .pptxfkyes25
1. In the realm of Natural Language Processing (NLP), knowledge-intensive tasks such as question answering, fact verification, and open-domain dialogue generation require the integration of vast and up-to-date information. Traditional neural models, though powerful, struggle with encoding all necessary knowledge within their parameters, leading to limitations in generalization and scalability. The paper "Retrieval-Augmented Generation for Knowledge-Intensive NLP Tasks" introduces RAG (Retrieval-Augmented Generation), a novel framework that synergizes retrieval mechanisms with generative models, enhancing performance by dynamically incorporating external knowledge during inference.
Predictably Improve Your B2B Tech Company's Performance by Leveraging DataKiwi Creative
Harness the power of AI-backed reports, benchmarking and data analysis to predict trends and detect anomalies in your marketing efforts.
Peter Caputa, CEO at Databox, reveals how you can discover the strategies and tools to increase your growth rate (and margins!).
From metrics to track to data habits to pick up, enhance your reporting for powerful insights to improve your B2B tech company's marketing.
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This is the webinar recording from the June 2024 HubSpot User Group (HUG) for B2B Technology USA.
Watch the video recording at https://youtu.be/5vjwGfPN9lw
Sign up for future HUG events at https://events.hubspot.com/b2b-technology-usa/
Enhanced Enterprise Intelligence with your personal AI Data Copilot.pdfGetInData
Recently we have observed the rise of open-source Large Language Models (LLMs) that are community-driven or developed by the AI market leaders, such as Meta (Llama3), Databricks (DBRX) and Snowflake (Arctic). On the other hand, there is a growth in interest in specialized, carefully fine-tuned yet relatively small models that can efficiently assist programmers in day-to-day tasks. Finally, Retrieval-Augmented Generation (RAG) architectures have gained a lot of traction as the preferred approach for LLMs context and prompt augmentation for building conversational SQL data copilots, code copilots and chatbots.
In this presentation, we will show how we built upon these three concepts a robust Data Copilot that can help to democratize access to company data assets and boost performance of everyone working with data platforms.
Why do we need yet another (open-source ) Copilot?
How can we build one?
Architecture and evaluation
Analysis insight about a Flyball dog competition team's performanceroli9797
Insight of my analysis about a Flyball dog competition team's last year performance. Find more: https://github.com/rolandnagy-ds/flyball_race_analysis/tree/main
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.