This is the official ExtraaEdge culture code that guides all the folks at the company aligned in the right direction to build an awesome place to work !!
Our culture is much more than we could ever put into a group of slides, but we did our best to pack as much of it into this Culture Code. Flip through to get a glimpse into what our agency is all about.
The document is Pando's culture manifesto, which aims to codify the values and behaviors they want to inspire in their team. It outlines six key values: Lean Forward, Grow Together, Get Uncomfortable, Kindness & Trust. For each value, it provides explanations of what the value means and examples of role model behaviors. It also describes how Pando designs processes around their values and how team members can hold each other accountable to living the values through open communication and feedback.
Culture is something we take pride in at LinkedIn. As the collective personality of our organization, it sets us apart, defines who we are and shapes what we aspire to be.
Hundreds of companies have defined their unique cultures on SlideShare as part of the Culture Code campaign. We thought it was important for LinkedIn to join in this effort; we want everyone, including our current and our future employees, to know exactly what it’s like to work here.
The Netflix Culture document. A template for Culture in your company.Brent Spilkin
Sheryl Sandberg has called it one of the most important documents ever to come out of Silicon Valley. It’s been viewed more than 5 million times on the web. But when Reed Hastings and I (along with some colleagues) wrote a PowerPoint deck explaining how we shaped the culture and motivated performance at Netflix, where Hastings is CEO and I was chief talent officer from 1998 to 2012, we had no idea it would go viral. We realized that some of the talent management ideas we’d pioneered, such as the concept that workers should be allowed to take whatever vacation time they feel is appropriate, had been seen as a little crazy (at least until other companies started adopting them). But we were surprised that an unadorned set of 127 slides—no music, no animation—would become so influential.
We spend more time working than doing anything else in life. Yet for too many people, the experience of work is demotivating and dehumanizing.
I don’t think it has to be this way, and I’m willing to bet you don’t either.
At Google, we’ve learned a ton about what makes for an enjoyable and productive workplace. We’re not alone – lots of other companies, ranging from grocers (e.g., Wegmans) to textile companies (e.g., the Brandix Group) to Brooklyn delis (e.g., Russ & Daughters), as well as academics and scientists, have learned the same simple truth: there are straightforward things we can do to make work better.
My new book, "Work Rules!", is an attempt to bring this together and offer you practical tools to improve work, no matter what you do. Check out this visual preview of the book and visit www.workrules.net if you’d like to pick up a copy or learn more!
This document outlines the mission and values of TempAlert, an organization that aims to improve decision making through monitoring technologies. Their core values are listed as People First, Be the Change, Mastery, Focus on HOW, and Honesty. They discuss how they hire people who demonstrate qualities like being Inspired, Effective, Humble, Adaptable, Loyal, and Collaborative. Leadership principles include Elevating others, Iterating based on feedback, Challenging convention, Simplifying processes, and having a positive Impact.
Our culture is much more than we could ever put into a group of slides, but we did our best to pack as much of it into this Culture Code. Flip through to get a glimpse into what our agency is all about.
The document is Pando's culture manifesto, which aims to codify the values and behaviors they want to inspire in their team. It outlines six key values: Lean Forward, Grow Together, Get Uncomfortable, Kindness & Trust. For each value, it provides explanations of what the value means and examples of role model behaviors. It also describes how Pando designs processes around their values and how team members can hold each other accountable to living the values through open communication and feedback.
Culture is something we take pride in at LinkedIn. As the collective personality of our organization, it sets us apart, defines who we are and shapes what we aspire to be.
Hundreds of companies have defined their unique cultures on SlideShare as part of the Culture Code campaign. We thought it was important for LinkedIn to join in this effort; we want everyone, including our current and our future employees, to know exactly what it’s like to work here.
The Netflix Culture document. A template for Culture in your company.Brent Spilkin
Sheryl Sandberg has called it one of the most important documents ever to come out of Silicon Valley. It’s been viewed more than 5 million times on the web. But when Reed Hastings and I (along with some colleagues) wrote a PowerPoint deck explaining how we shaped the culture and motivated performance at Netflix, where Hastings is CEO and I was chief talent officer from 1998 to 2012, we had no idea it would go viral. We realized that some of the talent management ideas we’d pioneered, such as the concept that workers should be allowed to take whatever vacation time they feel is appropriate, had been seen as a little crazy (at least until other companies started adopting them). But we were surprised that an unadorned set of 127 slides—no music, no animation—would become so influential.
We spend more time working than doing anything else in life. Yet for too many people, the experience of work is demotivating and dehumanizing.
I don’t think it has to be this way, and I’m willing to bet you don’t either.
At Google, we’ve learned a ton about what makes for an enjoyable and productive workplace. We’re not alone – lots of other companies, ranging from grocers (e.g., Wegmans) to textile companies (e.g., the Brandix Group) to Brooklyn delis (e.g., Russ & Daughters), as well as academics and scientists, have learned the same simple truth: there are straightforward things we can do to make work better.
My new book, "Work Rules!", is an attempt to bring this together and offer you practical tools to improve work, no matter what you do. Check out this visual preview of the book and visit www.workrules.net if you’d like to pick up a copy or learn more!
This document outlines the mission and values of TempAlert, an organization that aims to improve decision making through monitoring technologies. Their core values are listed as People First, Be the Change, Mastery, Focus on HOW, and Honesty. They discuss how they hire people who demonstrate qualities like being Inspired, Effective, Humble, Adaptable, Loyal, and Collaborative. Leadership principles include Elevating others, Iterating based on feedback, Challenging convention, Simplifying processes, and having a positive Impact.
This document outlines Patreon's company culture. It discusses Patreon's mission of funding the creative class and creating a fulfilling workplace. The document then details Patreon's six core behaviors: put creators first, achieve ambitious outcomes, cultivate inclusion, add value quickly, be candid and kind, and seek learning. It also covers topics like transparency, manager expectations, communication, office energy, diversity and inclusion, and spending. The overall summary is that the document provides an overview of Patreon's mission and values, with a focus on outlining the company's six core behaviors that define its culture.
The A to Z Guide to Culture Books and Employee ManualsNOBL
Facebook, Netflix, Valve, and Zappos are famous for their culture manuals–documents which introduce team members (and potential employees) to their way of working. But every company, regardless of its size or stage, can benefit from a clear understanding of how their employees work together and the unique aspects of culture that set them apart. We've gathered over two dozen examples and called out helpful features.
The document discusses improving the candidate experience in recruiting. It defines the candidate experience as beginning with researching the company and jobs, continuing through interactions during the recruiting process, and ending with the lasting memory of the total experience. Negative impacts of a bad candidate experience include damage to employer brand, higher costs, and loss of quality candidates. The document recommends several actions to improve the candidate experience such as setting clear goals, identifying problem areas, using technology to streamline processes, and treating candidates like customers due to their significant time investments in applications.
This document outlines Netflix's culture of freedom and responsibility. It discusses that Netflix values high performance over loyalty or effort. The document emphasizes that Netflix aims to attract and retain "stunning colleagues" who embody nine key values: judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. It explains Netflix gives employees freedom but expects responsibility in return. Those who do not meet performance standards are let go, to make way for higher performers. The goal is to sustain success over many generations by maintaining a culture of excellence.
The Entrepreneur's Journey - We Are The ExplorersBryan Hassin
Global cleantech entrepreneur Bryan Guido Hassin delivered this keynote address at the Entrepreneurs' Organization Latin America Conference 2014-02-21. This builds on and expands his 2012 TED talk on entrepreneurship lessons from Joseph Campbell's Hero's Journey, this time with the contributions of hundreds of entrepreneurs in the audience. See http://youtu.be/iFopXTevQvs for the video.
Culture Code - E3 Reloaded - Making Work Suck Less TEDxMongKok
The document describes E3, a company that aims to create work environments where work doesn't suck. It outlines E3's vision of empowering employees through freedom, trust, feedback and failure. E3 believes bureaucracy and strict policies have made work a "dirty word" and that companies should trust employees to dress and take time off as they choose. The document introduces E3's small team and clientele, which includes change-makers seeking to disrupt mediocrity and challenge the status quo.
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
This document provides an overview of a workshop on designing organizational culture. It begins with welcoming participants and introducing the workshop agenda, which includes exercises for participants to look inside their own impact, assess their current culture, seek inspiration from other organizations, define their vision for culture, and design practices to achieve that vision. The workshop utilizes speed dating, ethnography, brainstorming, and other interactive exercises. It emphasizes principles like focusing on participants, making rather than telling, and inspiring creative confidence. The goal is for participants to leave with new understanding of culture and initial plans to shape the culture within their own organizations.
GROUP-10_ Diversity, Equity & Inclusion at Workplace.pdfjagvirjaglan1
This document discusses diversity, equity, and inclusion at the workplace. It defines diversity as employing individuals with a range of characteristics. Benefits include new perspectives, innovation, better performance, and increased profits. Challenges include aligning goals, overcoming bias, and resistance. Strategies proposed are articulating a clear mission, wide recruitment, diversity councils, and measuring efforts. Equity is defined as leveling the playing field by providing unique resources. Inclusion means ensuring all employees feel included and can be their authentic selves. Several strategies are suggested to improve inclusion, such as educating managers, celebrating differences, and measuring progress. The conclusion emphasizes that belonging happens with well-established diversity, equity, and inclusion, and a
Talent Acquisition : Candidate Experience and its Impact on Business Strategy. Shine Raghavan
Do you face Challenges in attracting top talents...?
High Candidate Drop-offs and no-shows..?
Disengaged recruitment teams..?
Are you certain that your recruitment team is doing it right..?
Maybe its the time to streamline your talent acquisition strategy before it become too late...
10 Best Practices of a Best Company to Work ForO.C. Tanner
What does it take to be named a Best Company to Work for by FORTUNE magazine? For starters, a winning culture, collaboration, and creating an environment for learning and growth. Take a look at these slides for more ideas!
Employee Value Propositions & Employer BrandingEngage Me
We answer the question, what is an EVP and Employer Brand? Outline your value offering to current and prospective employees and market your culture, to attract the best and right talent to your business.
Why should we transform HR?
Because we work with people, with adults, not with numbers - resources - capital share.
Because we are living in 2012, no more in 1980. Technology, flexible work environment and communication tools (2.0) can help HR to burn their Rube Goldberg machines.
Because we know that happier people are working better, faster, with more creativity for better results.
Because HR people exist to be helpful to people, teams and organisation; they don't exist for themselves.
Because HR people are also entitled to be happy at work and to spread happiness around them.
Let's transform HR onto #HappyHR
This document outlines the culture code and vision for a company called Sigaria. It emphasizes that the company strives to be a place where employees are proud to work and where they feel their purpose is supported. The vision is to be the world's most valued procurement network and to connect, inspire, and support customers. To achieve this vision, the company aims to remain memorable for great products and service, hire ambitious and respectful talent, coach employees, encourage debate and ideas, and reward results over hours worked. The document expresses gratitude and hope that employees will enjoy being part of the company's journey.
Building a Performance Culture: Using Technology to Demonstrate ValueThe HR Observer
This document discusses how developing a high-performing corporate culture can significantly improve business performance metrics. Studies show companies with strong cultures experienced 6x higher revenue growth, 8x higher stock value growth, and 12x higher net income growth compared to industry averages. The document then presents a case study of Umniah, a telecom company facing business challenges. Umniah implemented initiatives to align employees, execute strategic goals, and continuously renew their culture. This included analyzing staff performance, restructuring underperforming departments, setting clear KPIs, and developing tailored improvement plans. The case study demonstrates how assessing culture and taking targeted actions can help companies adapt to changes and outperform competitors.
Talent Attraction 101 is a guide for founders and hiring managers of startups and small and medium sized businesses (SMBs / SMEs). It covers the foundations of how to build a magnetic employer brand and in order to attract great talent to your company.
A great recruiting strategy is formed around an obsession over the hiring process and a great candidate experience. Only when unsuccessful candidates still recommend their friends to your company's job openings have you truly created a great hiring strategy.
The document discusses the buddy system, where a new employee is paired with an experienced employee, or "buddy", to help them acclimate to the new organization. A buddy acts as a point of contact, answering questions and introducing the new employee to others. They show the new employee around and explain policies and procedures but do not handle formal responsibilities like performance reviews. The buddy system benefits both the new employee by easing their transition and helping them network, and the buddy by allowing them to develop leadership skills while recognizing their performance.
The document outlines the key components of an effective talent management program, including competency management, workforce planning, talent acquisition, performance management, learning and development, leadership development, and succession management. It also lists additional common components like governance, external influencers, strategic alignment, organizational climate, and technology. The document emphasizes that talent programs must start with a positive company culture aligned with goals, and include globally aligned systems and processes to support recruitment, career development, training, and reward/retention of top talent. Initial steps include developing a talent strategy, identifying supporting systems, engaging leadership, and addressing fundamental gaps.
This document provides a 7-step template for creating a company culture code. Step 1 is to define the company mission and values based on the founders' vision. Step 2 describes the type of people that make up the company. Step 3 outlines core company policies around work culture. Step 4 lists employee perks and benefits. Step 5 describes the company workspace. Step 6 explains how employees develop their careers. Step 7 shares an employee quote about why they love working at the company.
The document discusses the importance of company culture and a leader's responsibility to deliver on the culture promise. It states that company culture is to talented employees as brand is to potential consumers, acting as a differentiator and attracting people who share the same values. Culture builds the foundation for teamwork and defines how people will work together beyond just a collection of individuals. While culture is driven by various factors, leaders must advocate for and protect the culture through their behavior, communication, and how they run the business. HR's role is to provide tools and coaching to help leaders drive the desired culture.
This document outlines Patreon's company culture. It discusses Patreon's mission of funding the creative class and creating a fulfilling workplace. The document then details Patreon's six core behaviors: put creators first, achieve ambitious outcomes, cultivate inclusion, add value quickly, be candid and kind, and seek learning. It also covers topics like transparency, manager expectations, communication, office energy, diversity and inclusion, and spending. The overall summary is that the document provides an overview of Patreon's mission and values, with a focus on outlining the company's six core behaviors that define its culture.
The A to Z Guide to Culture Books and Employee ManualsNOBL
Facebook, Netflix, Valve, and Zappos are famous for their culture manuals–documents which introduce team members (and potential employees) to their way of working. But every company, regardless of its size or stage, can benefit from a clear understanding of how their employees work together and the unique aspects of culture that set them apart. We've gathered over two dozen examples and called out helpful features.
The document discusses improving the candidate experience in recruiting. It defines the candidate experience as beginning with researching the company and jobs, continuing through interactions during the recruiting process, and ending with the lasting memory of the total experience. Negative impacts of a bad candidate experience include damage to employer brand, higher costs, and loss of quality candidates. The document recommends several actions to improve the candidate experience such as setting clear goals, identifying problem areas, using technology to streamline processes, and treating candidates like customers due to their significant time investments in applications.
This document outlines Netflix's culture of freedom and responsibility. It discusses that Netflix values high performance over loyalty or effort. The document emphasizes that Netflix aims to attract and retain "stunning colleagues" who embody nine key values: judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. It explains Netflix gives employees freedom but expects responsibility in return. Those who do not meet performance standards are let go, to make way for higher performers. The goal is to sustain success over many generations by maintaining a culture of excellence.
The Entrepreneur's Journey - We Are The ExplorersBryan Hassin
Global cleantech entrepreneur Bryan Guido Hassin delivered this keynote address at the Entrepreneurs' Organization Latin America Conference 2014-02-21. This builds on and expands his 2012 TED talk on entrepreneurship lessons from Joseph Campbell's Hero's Journey, this time with the contributions of hundreds of entrepreneurs in the audience. See http://youtu.be/iFopXTevQvs for the video.
Culture Code - E3 Reloaded - Making Work Suck Less TEDxMongKok
The document describes E3, a company that aims to create work environments where work doesn't suck. It outlines E3's vision of empowering employees through freedom, trust, feedback and failure. E3 believes bureaucracy and strict policies have made work a "dirty word" and that companies should trust employees to dress and take time off as they choose. The document introduces E3's small team and clientele, which includes change-makers seeking to disrupt mediocrity and challenge the status quo.
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
This document provides an overview of a workshop on designing organizational culture. It begins with welcoming participants and introducing the workshop agenda, which includes exercises for participants to look inside their own impact, assess their current culture, seek inspiration from other organizations, define their vision for culture, and design practices to achieve that vision. The workshop utilizes speed dating, ethnography, brainstorming, and other interactive exercises. It emphasizes principles like focusing on participants, making rather than telling, and inspiring creative confidence. The goal is for participants to leave with new understanding of culture and initial plans to shape the culture within their own organizations.
GROUP-10_ Diversity, Equity & Inclusion at Workplace.pdfjagvirjaglan1
This document discusses diversity, equity, and inclusion at the workplace. It defines diversity as employing individuals with a range of characteristics. Benefits include new perspectives, innovation, better performance, and increased profits. Challenges include aligning goals, overcoming bias, and resistance. Strategies proposed are articulating a clear mission, wide recruitment, diversity councils, and measuring efforts. Equity is defined as leveling the playing field by providing unique resources. Inclusion means ensuring all employees feel included and can be their authentic selves. Several strategies are suggested to improve inclusion, such as educating managers, celebrating differences, and measuring progress. The conclusion emphasizes that belonging happens with well-established diversity, equity, and inclusion, and a
Talent Acquisition : Candidate Experience and its Impact on Business Strategy. Shine Raghavan
Do you face Challenges in attracting top talents...?
High Candidate Drop-offs and no-shows..?
Disengaged recruitment teams..?
Are you certain that your recruitment team is doing it right..?
Maybe its the time to streamline your talent acquisition strategy before it become too late...
10 Best Practices of a Best Company to Work ForO.C. Tanner
What does it take to be named a Best Company to Work for by FORTUNE magazine? For starters, a winning culture, collaboration, and creating an environment for learning and growth. Take a look at these slides for more ideas!
Employee Value Propositions & Employer BrandingEngage Me
We answer the question, what is an EVP and Employer Brand? Outline your value offering to current and prospective employees and market your culture, to attract the best and right talent to your business.
Why should we transform HR?
Because we work with people, with adults, not with numbers - resources - capital share.
Because we are living in 2012, no more in 1980. Technology, flexible work environment and communication tools (2.0) can help HR to burn their Rube Goldberg machines.
Because we know that happier people are working better, faster, with more creativity for better results.
Because HR people exist to be helpful to people, teams and organisation; they don't exist for themselves.
Because HR people are also entitled to be happy at work and to spread happiness around them.
Let's transform HR onto #HappyHR
This document outlines the culture code and vision for a company called Sigaria. It emphasizes that the company strives to be a place where employees are proud to work and where they feel their purpose is supported. The vision is to be the world's most valued procurement network and to connect, inspire, and support customers. To achieve this vision, the company aims to remain memorable for great products and service, hire ambitious and respectful talent, coach employees, encourage debate and ideas, and reward results over hours worked. The document expresses gratitude and hope that employees will enjoy being part of the company's journey.
Building a Performance Culture: Using Technology to Demonstrate ValueThe HR Observer
This document discusses how developing a high-performing corporate culture can significantly improve business performance metrics. Studies show companies with strong cultures experienced 6x higher revenue growth, 8x higher stock value growth, and 12x higher net income growth compared to industry averages. The document then presents a case study of Umniah, a telecom company facing business challenges. Umniah implemented initiatives to align employees, execute strategic goals, and continuously renew their culture. This included analyzing staff performance, restructuring underperforming departments, setting clear KPIs, and developing tailored improvement plans. The case study demonstrates how assessing culture and taking targeted actions can help companies adapt to changes and outperform competitors.
Talent Attraction 101 is a guide for founders and hiring managers of startups and small and medium sized businesses (SMBs / SMEs). It covers the foundations of how to build a magnetic employer brand and in order to attract great talent to your company.
A great recruiting strategy is formed around an obsession over the hiring process and a great candidate experience. Only when unsuccessful candidates still recommend their friends to your company's job openings have you truly created a great hiring strategy.
The document discusses the buddy system, where a new employee is paired with an experienced employee, or "buddy", to help them acclimate to the new organization. A buddy acts as a point of contact, answering questions and introducing the new employee to others. They show the new employee around and explain policies and procedures but do not handle formal responsibilities like performance reviews. The buddy system benefits both the new employee by easing their transition and helping them network, and the buddy by allowing them to develop leadership skills while recognizing their performance.
The document outlines the key components of an effective talent management program, including competency management, workforce planning, talent acquisition, performance management, learning and development, leadership development, and succession management. It also lists additional common components like governance, external influencers, strategic alignment, organizational climate, and technology. The document emphasizes that talent programs must start with a positive company culture aligned with goals, and include globally aligned systems and processes to support recruitment, career development, training, and reward/retention of top talent. Initial steps include developing a talent strategy, identifying supporting systems, engaging leadership, and addressing fundamental gaps.
This document provides a 7-step template for creating a company culture code. Step 1 is to define the company mission and values based on the founders' vision. Step 2 describes the type of people that make up the company. Step 3 outlines core company policies around work culture. Step 4 lists employee perks and benefits. Step 5 describes the company workspace. Step 6 explains how employees develop their careers. Step 7 shares an employee quote about why they love working at the company.
The document discusses the importance of company culture and a leader's responsibility to deliver on the culture promise. It states that company culture is to talented employees as brand is to potential consumers, acting as a differentiator and attracting people who share the same values. Culture builds the foundation for teamwork and defines how people will work together beyond just a collection of individuals. While culture is driven by various factors, leaders must advocate for and protect the culture through their behavior, communication, and how they run the business. HR's role is to provide tools and coaching to help leaders drive the desired culture.
Today your brand is not determined by the Marketing or PR department but by the people who work for you and the customers who use your products and services. Your staff are your brand ambassadors so how do you build the right workplace culture that supports your brand and connects better with your target audience for business success.
Today your brand is not determined by the Marketing or PR department but by the people who work for you and the customers who use your products and services. Your staff are your brand ambassadors so how do you build the right workplace culture that supports your brand and connects better with your target audience for business success.
Analysis Prioritisation Communication Day ThreeReuben Ray
1. The document discusses various aspects of business and culture including planning, communication, analytical thinking, stakeholders, customer journey, types of businesses, and driving values as culture.
2. It provides examples of company cultures like Starbucks, Apple, and Hyundai focusing on values, leadership, and transforming cultures.
3. The document examines frameworks for analyzing organizational culture like the Competing Values Framework and describes culture as a strategic asset that impacts performance when properly measured, communicated, and aligned.
Cultural Fit Factor:How to Attract, Retain and Repel the Right Employeelizzpellet
While organizational culture has been touted since the early 1990’s as essential for business success, there has been little connection between organizational culture and individual (employee – candidate) “fit”. We have found that having the knowledge of “who you are” and “who you are not” from a cultural perspective, can support the creation of an employment experience that is both authentic and congruent. By paying attention to congruence, alignment and fit, organizations can create an employment message that will attract, retain and repel employees. This process of ensuring “fit” leads to better placements and an increase in the ROI of recruitment and retention programs.
Do you dream of building a better organization?
* Where core values run through every part of the organization?
* Where people feel energized and inspired by work, and seek to solve challenges and own the results?
* Where innovation emerges organically from customer and stakeholder engagement?
* Where human beings are not just numbers on a balance sheet but the driving force of your success?
You need a live culture.
The document summarizes Brand Cool, a marketing agency that became a certified Benefit Corporation. It discusses how the company prioritized positive social and environmental impact from its early days. As the company grew, it ensured its business model embodied its values of not profiting at the expense of others. The company chooses purpose-driven clients, focuses on sustainability, and treats employees well through training and benefits. It is committed to bettering its community through charitable initiatives.
Culture?
Definition of Culture
Step to Build the Culture
Culture Types
Organizational Culture
Characteristics of Organizational Culture
How to create Organizational Culture?
Organizational culture /types of organizational culture and legend storiesAsjadAli34
Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization. Simply stated, organizational culture is "the way things are done around here." A strong organizational culture works like social glue to bond members through shared goals. Defining desired values and behaviors, aligning culture with strategy, and having visible leaders who exemplify culture are important ways to build and maintain a strong organizational culture.
Cracking The Culture And Mission Statement CodeWorkforce Group
Workplace culture is the backbone of every company. It defines your organisation and allows you to create an identity that you can communicate to your employees, customers, and the general public.
A rich company culture brings people together by imparting a strong sense of meaning, direction, and passion to everyone involved, and one of the most effective ways to encapsulate that culture is through the organisation’s mission statement.
One of the most critical roles that leaders have is to create a workplace culture that unifies your organisation, empowers employees, and creates a sense of passion and drive within your company.
In this deck, you’ll learn;
The alignment between the mission statement and the actual workplace culture.
The ideal craft of a good mission statement.
How to incorporate the mission statement into workplace culture.
The advantage of having a clear mission statement.
The document discusses organizational culture, defining it as shared values, beliefs, and behaviors within an organization. It provides several definitions of organizational culture from different sources. It also discusses key aspects of organizational culture like stories, rituals, symbols, and language that are used to convey and reinforce the culture. The document emphasizes that organizational culture is historically constructed and difficult to change. It notes that both internal and external forces can drive the need for cultural change within an organization. Overall, the document provides an overview of what organizational culture entails and some factors that influence cultural change.
The document discusses company culture and how to shape it. Culture is defined as the beliefs, customs, and behaviors of a group. It is created by how management and employees treat each other and customers. Culture should be driven by both tangible initiatives and intangible qualities like kindness. Companies can establish a purpose statement to answer "Why are we in business?" and guiding principles to reflect how the purpose will be achieved. The purpose statement should inspire action and be socialized throughout the organization.
EmployWise webinars-Building a strong corporate cultureEmploywise
This document discusses building and managing a strong corporate culture. It begins by defining corporate culture and its visible and invisible elements. It then outlines four key steps to building a strong culture: 1) deciding the organization's values and strategic objectives, 2) articulating the culture's mission and values, 3) re-engineering control systems, structures, and power dynamics to promote the culture, and 4) living the culture through leadership example. The document notes that changing an existing culture is difficult, as strong cultures can outlast products and leaders.
How does company culture shape employee motivation ?Fraser Phillips
Company culture refers to a company's vision, values, goals and beliefs, which shape employee motivation. A positive culture provides employees with a sense of purpose and engagement, leading to higher productivity, profitability and job growth. Building a culture aligned with core values allows companies to attract and retain employees with matching values. While diversity in the workplace can spark creativity, Amazon's harsh culture demotivates some employees and hurts work-life balance. Overall, company culture significantly impacts business success.
The document discusses how a company's workplace design should align with and reinforce its brand, culture, and mission in order to maximize benefits. It argues that an effective workplace design immerses employees in the company's brand by visually representing the brand's values and the culture. This helps motivate employees and deepens their connection to the brand, which can increase productivity, talent retention, and consistent external branding. The document provides examples of how leading companies design their workplaces to physically embody their brands through imagery and experiences that communicate their unique identity and purpose.
Gallup Culture Audit - Transformation Model 2023.pdfHarshada Mulay
This document discusses culture audits and how they can help organizations understand and strengthen their culture. It provides the following key points:
1) A culture audit systematically assesses an organization's current culture, identifies cultural attributes, measures how strongly culture is reinforced, and ensures culture drives business outcomes.
2) Warning signs that a culture audit may be needed include an eroding identity, declining customer engagement, inability to attract talent, difficulty driving growth, and leadership initiatives stalling.
3) Despite investments to improve culture, many organizations still struggle to build strong connections to culture among employees. A culture audit can help identify what changes are needed.
Igor Makarov | How Important Is Company Culture Igor Makarov
This document discusses the importance of company culture and defines what company culture entails. It summarizes that company culture encompasses an organization's vision, values, norms, systems, symbols, language, assumptions, environment, location, beliefs, and habits. The document also discusses three levels of company culture - artifacts, espoused values, and shared basic assumptions. It provides evidence that a positive company culture can increase employee productivity and retention while improving the company's reputation. The document advises that with effort from leadership, companies can improve a poor culture to create a happier workforce and increased returns.
You can use this presentation to facilitate a workshop to create awareness on your organization of the Agile mindset, as a change agent like a Scrum Master or an Agile Coach.
Steps:
1. Define what culture is based on the Schneider Culture Model.
2. Map Agile Principles on culture.
3. Map your company's culture on the Schneider Culture Model.
4. Have an "a-ha!" moment for your Agile needs as a company.
Materials:
Card and canvas are included in the presentation.
Post-its
Pens
Scissors
https://drive.google.com/drive/folders/1RFWlG3drAdVKUmeNktgodT3FYMC1KWKB
Participant:
3-6 people for each group
Min 2 groups required
ExtraaEdge - Getting started or not with entrepreneurshipAbhishek Ballabh
The document discusses whether entrepreneurship is right and provides tips for developing an entrepreneurial mindset. It emphasizes that entrepreneurship requires understanding the game, committing to long-term goals, constantly learning, helping others, respecting time, focusing, and thinking long-term. The document advises that becoming an entrepreneur takes time, discipline, and facing challenges and opportunities. It concludes by noting entrepreneurship is like mountain climbing in that the mountain ultimately chooses you.
This document provides guidance on creating an effective sales presentation with three key sections: 1) State an industry transformation to establish relevance and urgency, 2) Present a glimpse of a desirable solution by contrasting the status quo with an improved future state, and 3) Introduce the deal-winning product feature that directly addresses the prospect's pain point. It emphasizes focusing on the prospect's needs rather than features, demonstrating how others have succeeded, and including a clear call to action.
The coronavirus pandemic has disrupted traditional student recruitment and enrollment processes. Institutions must adapt their recruitment strategies to focus on digital channels like websites, online publishers, and virtual communication. Specifically, they should invest in building strong online presences, reworking fee structures to accommodate financial hardship, implementing video counseling and online application/payment systems, and developing communication strategies. Institutions also need to prepare for potential delays in exams and admissions by remaining flexible, and consider developing online learning capabilities in case extended closures require remote instruction. Overall, COVID-19 is accelerating the shift to digital in education and institutions must upgrade their technology and processes to engage effectively with students searching and enrolling from home.
This document provides an overview and instructions for using ExtraaEdge sales and marketing automation software for the education industry. It describes features like adding and communicating with leads, changing lead statuses, adding activities, bulk actions, and support resources. The key features allow for prioritizing leads, scheduled campaigns, call recording, click-to-call, automatic call detection, and follow-up notifications. It recommends focusing on communication, status changes, and activities when first using the system.
PotentialEdge - Sales & Marketing Software for Educational InstitutesAbhishek Ballabh
Worlds first analytical & data driven student acquisition software called ExtraaEdge drives leads to enrollments for educational institutions. It provides a unified sales and marketing solution with features like lead generation, qualification and conversion, automated follow-ups, and marketing performance dashboards. This helps institutions engage prospective students online through various digital channels and counselors can work more proactively using data and tools to boost enrollments.
ExtraaEdge - Turning admission counselor to winning sales repAbhishek Ballabh
The document discusses how the education industry has shifted from traditional offline marketing and admissions processes to more digital, social, and student-focused approaches. It outlines how the best performing universities and colleges have reinvented themselves by building their brands online, engaging students through social media, and training counselors to take a proactive, sales-based approach to admissions through tools like ExtraaEdge. This sales-based, student-centric model focusing on communication, follow-ups and data-driven decisions has helped schools survive and grow while many others have disappeared.
Orane one of the biggest "beauty & wellness" training institutes - our success story case study powering their enrolments.
ExtraaEdge is an award winning sales enablement software for admission counselors & institute owners. Manage your counselors. Increase your admissions.
Worlds first analytical & data driven student acquisition platform. The platform drives leads to enrollments through qualified leads generation, lead nurturing tools, and sales analytics to measure results. It provides mobile access for counselors to manage leads efficiently. Social engagement and alumni/student referral programs are used to generate highly targeted leads.
The document discusses how ASM Group of Institutes increased admissions using ExtraaEdge's student acquisition platform. ASM provides educational programs from kindergarten through PhD across multiple campuses and cities. ExtraaEdge helped ASM increase qualified leads and walk-ins, improve counselor efficiency, and decrease student acquisition costs. Benefits included improved lead conversion, sales efficiency, lead volume, and brand recall. Admission team members commented on how ExtraaEdge streamlined processes, helped with lead follow-ups and tracking performance. The platform also increased admissions for other institutes.
PotentialEDGE Intro - Increase & Manage your AdmissionsAbhishek Ballabh
Lets leave no seat vacant.
PotentialEDGE - cloud platform which packs institutes sales & marketing efforts into one. We help institutes showcase their unique value proposition to prospect students helping them make their decisions to join. During this process they get different channels to reach back to the institutes.
Our patent pending smart social search engine (e.g. facebook) helps in smart search and retrieval, allows you to smartly inject, manage & communicate with the student leads.
The document describes CollEDGE, a social student lifecycle management platform. It provides details about the founders and customers served. PotentialEDGE is introduced as their flagship solution, a cloud-based student lead generation and engagement platform to help institutions increase and manage admissions. Key features include tools for outreach, communication, activities, analytics and monitoring student acquisition efforts.
ExtraaEdge got an opportunity to speak at the FRO-Startup Summit at Pune.
The topic was "Re-thinking Return on Education" - very close to our heart & business - what strategy & business models work in the area of education service providers & education-technology.
We got to share learning at ExtraaEdge while building our product and serving our customers.
This document provides an overview of different types of interview questions and tips for answering them successfully. It discusses traditional questions about background, strengths, weaknesses and goals. It also covers behavioural questions that assess how the candidate handled past situations and challenges. The document advises preparing thoroughly, being honest, polite, and attentive. It suggests discussing the company and smiling during interviews. The overall message is that interviews become more like a conversation when the candidate takes control and drives the discussion.
This document discusses approaching placements and improving employability. It provides 10 checklists to consider before placements, including area of work, employer brand/values, opportunities, growth potential, work scope, location, benefits, stakes involved. It emphasizes learning to effectively communicate one's strengths and value to potential employers through networking, standing out from others, and polishing one's skills and qualifications. The goal is to help students avoid disappointment by selecting opportunities that match their talents, interests, and career goals.
Research Paper titled “Innovation through Intrapreneurship – A Management’s Perspective” on how manager's can foster an environment of innovation & spirit of startups in an Enterprise.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
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Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
7. 2XBETTER APPLICANT
QUALITY
Investing in employer
branding on sites like
Glassdoor leads to:
Source: Brandon Hall Group Report, Understanding
the Impact of Employer Brand, Nov 2014
(as measured by applicant-to-hire ratios)
at an average 30% lower cost per hire
compared to traditional job boards.
11. Our number one focus as an
organization is the culture first. And the
culture then is going to take care of the
employees, and the employees are
going to take care of the customers’
needs, which is going to take care of
our business.
- Jon Wolske, Culture Evangelist, Zappos Insights
“
12. Culture impacts how we work
& conduct ourselves on a daily
basis mostly unconsciously !