Employee Engagement - Become the Employer of ChoiceCraig Juengling
Employee Engagement is critical to achieving world class business outcomes! The role of leadership is crucial for success. This presentation was done as a keynote address at the Louisiana SHRM Conference in 2012. Understand the drivers of engagement and tactics for employee well-being and employee development.
The Motivation Factor Methodology provides a framework to improve self-motivation, learning, and handling change. It uses assessments and tools based on the Hierarchy of Motivation to help individuals and organizations better achieve their goals. Customers in both private and public sectors have seen increases in productivity, engagement, and innovation by applying the Motivation Factor concepts and tools in workshops, coaching, and performance reviews. The methodology has a strong scientific foundation and is designed to be practical, simple, and applicable across diverse contexts.
Effective employee performance management remains one of the biggest challenges for today’s organizations. On one hand, performance management is critical for the engagement, retention, and productivity of today’s workforce. On the other hand, it is becoming more and more clear that today’s performance management processes are almost never sufficient to support managers in driving the best possible performance from their employees.
Continuous Performance Management - An Adoption RoadmapGautam Jayasurya
The document outlines a roadmap for adopting continuous performance management at an organization by moving away from annual performance ratings towards frequent task-based ratings and competency assessments, identifying top talent, and tying rewards and development more closely to performance in order to create a high performance culture with improved productivity, motivation, and retention of top talent. It also estimates the potential return on investment of over 12.5 crores annually from implementing this new performance management approach.
Getting People to Talk : Creating a Culture of Continuous Performance Manage...Bhupesh Chaurasia
The need to more effectively engage employees coupled with advances in social, mobile, and cloud technology have created an explosion of innovation in continuous performance management methods. The primary goal of continuous performance management is to create effective ongoing conversations and feedback between employees, managers,and coworkers to drive agile and continuous performance improvement and development.Putting continuous performance management into practice involves much more than creating a new
process or deploying a new application.
This document discusses reducing absenteeism through improving employee engagement. It notes that research shows strong correlations between absenteeism and engagement as well as engagement and profitability. It then provides examples of what other organizations are doing to build workplace culture and engagement. Finally, it discusses various strategies that can be used to improve engagement such as focusing on trust, career growth opportunities, and corporate social responsibility. The overall goal is to create an engaged workforce in order to realize benefits like increased satisfaction and reduced costs.
The document outlines a consulting firm called Contemporary LnOD Consulting & Coaching (CCC) that aims to help organizations improve learning and development. It discusses establishing a center of excellence to enhance growth, define learning processes, assess leadership gaps, and create individual development plans. The firm promotes adopting contemporary learning methodologies like e-learning and mobile learning to meet business goals. It also emphasizes assisting leadership teams to create a culture of trust, collaboration, and achieving common organizational objectives through customized curriculum and talent development initiatives.
Employee Engagement - Become the Employer of ChoiceCraig Juengling
Employee Engagement is critical to achieving world class business outcomes! The role of leadership is crucial for success. This presentation was done as a keynote address at the Louisiana SHRM Conference in 2012. Understand the drivers of engagement and tactics for employee well-being and employee development.
The Motivation Factor Methodology provides a framework to improve self-motivation, learning, and handling change. It uses assessments and tools based on the Hierarchy of Motivation to help individuals and organizations better achieve their goals. Customers in both private and public sectors have seen increases in productivity, engagement, and innovation by applying the Motivation Factor concepts and tools in workshops, coaching, and performance reviews. The methodology has a strong scientific foundation and is designed to be practical, simple, and applicable across diverse contexts.
Effective employee performance management remains one of the biggest challenges for today’s organizations. On one hand, performance management is critical for the engagement, retention, and productivity of today’s workforce. On the other hand, it is becoming more and more clear that today’s performance management processes are almost never sufficient to support managers in driving the best possible performance from their employees.
Continuous Performance Management - An Adoption RoadmapGautam Jayasurya
The document outlines a roadmap for adopting continuous performance management at an organization by moving away from annual performance ratings towards frequent task-based ratings and competency assessments, identifying top talent, and tying rewards and development more closely to performance in order to create a high performance culture with improved productivity, motivation, and retention of top talent. It also estimates the potential return on investment of over 12.5 crores annually from implementing this new performance management approach.
Getting People to Talk : Creating a Culture of Continuous Performance Manage...Bhupesh Chaurasia
The need to more effectively engage employees coupled with advances in social, mobile, and cloud technology have created an explosion of innovation in continuous performance management methods. The primary goal of continuous performance management is to create effective ongoing conversations and feedback between employees, managers,and coworkers to drive agile and continuous performance improvement and development.Putting continuous performance management into practice involves much more than creating a new
process or deploying a new application.
This document discusses reducing absenteeism through improving employee engagement. It notes that research shows strong correlations between absenteeism and engagement as well as engagement and profitability. It then provides examples of what other organizations are doing to build workplace culture and engagement. Finally, it discusses various strategies that can be used to improve engagement such as focusing on trust, career growth opportunities, and corporate social responsibility. The overall goal is to create an engaged workforce in order to realize benefits like increased satisfaction and reduced costs.
The document outlines a consulting firm called Contemporary LnOD Consulting & Coaching (CCC) that aims to help organizations improve learning and development. It discusses establishing a center of excellence to enhance growth, define learning processes, assess leadership gaps, and create individual development plans. The firm promotes adopting contemporary learning methodologies like e-learning and mobile learning to meet business goals. It also emphasizes assisting leadership teams to create a culture of trust, collaboration, and achieving common organizational objectives through customized curriculum and talent development initiatives.
The document discusses utilizing an emotional intelligence model to maximize return on investment for human resources in the Indian IT industry. It proposes assessing emotional intelligence among project managers and team members, providing training to develop key emotional competencies, and creating a supportive work environment. Metrics like productivity, engagement, and turnover are cited from research to demonstrate the potential financial benefits of improving emotional intelligence in organizations.
- The document discusses high-performance teams and how to develop them. It presents the S.C.O.R.E. framework for developing high-performance teams, which stands for strategy and purpose, clearly defined roles and responsibilities, open communication, rapid response to change, and effective leadership.
- It provides a case study of how a dysfunctional IT project team was transformed into a high-performing team using the S.C.O.R.E. framework, which resulted in improved project delivery and customer satisfaction.
- Developing high-performance teams requires focusing on synergistic characteristics like those defined in the S.C.O.R.E. framework in order to achieve results greater than the
Strategic Initiative Optimization and Strategic Relationship Optimizationarnoldconsultants
New solution consisting of processes, services and software tools for the alignment (and management) of strategic initiatives to the corporate strategies they support and provide a 360 view of status via SharePoint.
The Value Proposition for Outsourcing Leadership DevelopmentPhillip Ash
Leadership development that produces the behavior change necessary to improve leadership effectiveness is expensive. This presentation describes a positive value proposition for leadership development.
The document discusses how traditional talent management frameworks focus more on succession planning and metrics than meaningful career conversations, and proposes alternative approaches centered around in-depth discussions using a "Four Cs" model of credibility, capability, character, and career management to better understand individuals' strengths and development needs. It also examines questions around who should conduct talent assessments and how the information can be best used to inform decisions and action planning.
Gagen MacDonald is a strategy execution firm that helps companies motivate and align employees to accomplish business objectives. They use an organization's leadership, brand, culture, vision and history to engage employees. Gagen MacDonald provides services in organizational development, communications, strategy execution, and change leadership. Their goal is to make their clients' success their own priority.
This document discusses engaging employees in the new decade through an approach that demystifies engagement. It begins by posing thought-provoking questions for leadership to consider regarding employee engagement. The document then discusses what engagement delivers for organizations, including meeting and exceeding expectations. It emphasizes that engagement is highest when there is clear communication between the organization and individual employees regarding what success means for both.
Building an Enterprise Class Sharepoint TeamColumbus Brown
The document provides guidance on building an enterprise-class SharePoint team. It discusses why collaboration requires teams, what kind of team is needed based on organizational size, maturity and goals. It also addresses how to demonstrate the value of the team to leadership in order to obtain necessary resources. The key points are that collaboration and teams rely on each other, the team composition should align with organizational objectives, and benefits must be shown to sponsors who can approve funding and hiring.
The document discusses a study that found organizations with highly satisfied leadership development programs ("HSOs") made greater use of peer-based development activities like coaching, mentoring, and internal meetings. These HSOs reported higher leader performance and satisfaction than organizations with dissatisfied programs. The study found executive development is most effective when it builds collaboration skills, aligns with business strategy, and incorporates peer-based and experiential learning methods over an extended period.
A Solution to the Leadership Development ChallengePhillip Ash
According to a recent study, leadership development is the number one concern of CEOs around the world. The Intelligent Leadership Styles program is a solution that can be deployed as an outsourcing program or to supplement an existing leadership development program
MSBCoach provides customized coaching and training programs to organizations. They work with clients to identify specific needs through interviews and surveys then design a plan tailored to the organization's culture. Coaching includes monthly training sessions and individual executive coaching to provide structure, strategic planning support, and other services. The goal is to develop strong leaders and high performing teams to benefit the individuals, teams, and overall organization.
We take immense pleasure in unveiling the inaugural issue of our newsletter, “Ab Initio”. The literal translation of this Latin term is “from the beginning”, rendering it an apt name for our newsletter, which is aimed at putting forth a fundamental perspective on topical management-related issues.
Kenexa attracting retaining and engaging technology talentOmni HR Consulting
This document provides a summary of a presentation on attracting, retaining, and engaging technology talent. The presentation uses data from an annual employee opinion survey of over 35,000 workers, including 1,210 US technology employees, to examine key drivers for this group. The top reasons US technology employees join organizations are the job itself and compensation. Engagement is highest when there are opportunities for career advancement, effective leadership, recognition, training, and work-life balance. Retention is most influenced by career advancement, compensation, work-life balance, and leadership. Differences exist based on organizational level, market type, and generation.
The document discusses the importance of execution in business planning and activities. It notes that over 70% of executives fail to create and effectively execute strategic plans, and less than 15% of formulated strategies are effectively implemented. The document advocates for becoming "execution based" and provides statistics on the benefits of executive coaching, such as improved productivity, relationships, and bottom-line profitability. It recommends that business leaders consider hiring an executive coach as one of the "best practices" used by the 9% of most profitable companies. The document promotes the services of the Executive Peer Forum for peer advisory groups, in-house forums, and individual executive coaching.
The document discusses performance consulting, which seeks to develop holistic strategies to improve performance through changes in measurement, education, staffing, and tools. Performance consulting can be divided into organizational development, professional development, and personal coaching. It is needed due to challenges like globalization and rapid change that demand broader skills from managers, leaders, and workers. As a result, human resources staff must become performance consultants who improve individual, team, departmental, and organizational performance through expertise, tools, and skills. The role of consultants is to partner with clients to define needs, develop responses, and implement and measure actions for performance improvement.
This document discusses driving strategic initiatives. It identifies that the key to success is not just communicating a strategy, but driving execution through specific initiatives and projects. It outlines that leaders must identify and structure initiatives, staff them with dedicated teams, and execute using factors like leadership involvement, course correction, team capability, and managing work effort. A case study example shows how a health insurance company successfully shifted platforms by focusing on these critical success factors after an initial failed attempt.
Applying external consulting techniques to internal consulting.
1. The document discusses how to apply external consulting techniques to internal consulting roles like an HR Business Partner.
2. It provides tips for internal consultants to have higher quality conversations, develop key consulting competencies like service and feedback, and use a 5-step consulting process.
3. The 5 steps include establishing rapport, understanding issues, presenting options, planning implementation, and evaluating results. Worksheets and tips are provided for each step.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
Cornerstone, Employee Engagement is all we do!Craig Clay
This document discusses the importance of leadership in driving employee engagement. It provides a case study showing that while two companies implemented similar employee training initiatives, only the company that first invested in leadership development saw improved long-term metrics and financial results. The top factors influencing employee engagement are the quality of relationships with managers and leadership behavior. Strategic leadership sets the vision and direction while operational leadership through day-to-day interactions has a bigger impact on success. To create true employee engagement, companies must hire servant leaders who put employee wellbeing and needs first.
Creating a sustainable learning & development function v2Deepak Chawla
Creating a sustainable learning and development function is challenging but rewarding. It is important to share a common vision with management by understanding business objectives and creating a multi-year roadmap aligned with organizational goals. Gaps should be identified through needs assessments to focus training on priority areas. A systematic training model and six disciplines can be used to design effective modular programs. Return on investment must be considered to justify costs and evaluate impact on business results.
Ssw coaching for high performance training for corporate executivesSoft Skills World
soft skills world proposes high performance
training for corporate executives. call to connect on 09818493659 or write to us on info@softskillsworld.com
The document discusses utilizing an emotional intelligence model to maximize return on investment for human resources in the Indian IT industry. It proposes assessing emotional intelligence among project managers and team members, providing training to develop key emotional competencies, and creating a supportive work environment. Metrics like productivity, engagement, and turnover are cited from research to demonstrate the potential financial benefits of improving emotional intelligence in organizations.
- The document discusses high-performance teams and how to develop them. It presents the S.C.O.R.E. framework for developing high-performance teams, which stands for strategy and purpose, clearly defined roles and responsibilities, open communication, rapid response to change, and effective leadership.
- It provides a case study of how a dysfunctional IT project team was transformed into a high-performing team using the S.C.O.R.E. framework, which resulted in improved project delivery and customer satisfaction.
- Developing high-performance teams requires focusing on synergistic characteristics like those defined in the S.C.O.R.E. framework in order to achieve results greater than the
Strategic Initiative Optimization and Strategic Relationship Optimizationarnoldconsultants
New solution consisting of processes, services and software tools for the alignment (and management) of strategic initiatives to the corporate strategies they support and provide a 360 view of status via SharePoint.
The Value Proposition for Outsourcing Leadership DevelopmentPhillip Ash
Leadership development that produces the behavior change necessary to improve leadership effectiveness is expensive. This presentation describes a positive value proposition for leadership development.
The document discusses how traditional talent management frameworks focus more on succession planning and metrics than meaningful career conversations, and proposes alternative approaches centered around in-depth discussions using a "Four Cs" model of credibility, capability, character, and career management to better understand individuals' strengths and development needs. It also examines questions around who should conduct talent assessments and how the information can be best used to inform decisions and action planning.
Gagen MacDonald is a strategy execution firm that helps companies motivate and align employees to accomplish business objectives. They use an organization's leadership, brand, culture, vision and history to engage employees. Gagen MacDonald provides services in organizational development, communications, strategy execution, and change leadership. Their goal is to make their clients' success their own priority.
This document discusses engaging employees in the new decade through an approach that demystifies engagement. It begins by posing thought-provoking questions for leadership to consider regarding employee engagement. The document then discusses what engagement delivers for organizations, including meeting and exceeding expectations. It emphasizes that engagement is highest when there is clear communication between the organization and individual employees regarding what success means for both.
Building an Enterprise Class Sharepoint TeamColumbus Brown
The document provides guidance on building an enterprise-class SharePoint team. It discusses why collaboration requires teams, what kind of team is needed based on organizational size, maturity and goals. It also addresses how to demonstrate the value of the team to leadership in order to obtain necessary resources. The key points are that collaboration and teams rely on each other, the team composition should align with organizational objectives, and benefits must be shown to sponsors who can approve funding and hiring.
The document discusses a study that found organizations with highly satisfied leadership development programs ("HSOs") made greater use of peer-based development activities like coaching, mentoring, and internal meetings. These HSOs reported higher leader performance and satisfaction than organizations with dissatisfied programs. The study found executive development is most effective when it builds collaboration skills, aligns with business strategy, and incorporates peer-based and experiential learning methods over an extended period.
A Solution to the Leadership Development ChallengePhillip Ash
According to a recent study, leadership development is the number one concern of CEOs around the world. The Intelligent Leadership Styles program is a solution that can be deployed as an outsourcing program or to supplement an existing leadership development program
MSBCoach provides customized coaching and training programs to organizations. They work with clients to identify specific needs through interviews and surveys then design a plan tailored to the organization's culture. Coaching includes monthly training sessions and individual executive coaching to provide structure, strategic planning support, and other services. The goal is to develop strong leaders and high performing teams to benefit the individuals, teams, and overall organization.
We take immense pleasure in unveiling the inaugural issue of our newsletter, “Ab Initio”. The literal translation of this Latin term is “from the beginning”, rendering it an apt name for our newsletter, which is aimed at putting forth a fundamental perspective on topical management-related issues.
Kenexa attracting retaining and engaging technology talentOmni HR Consulting
This document provides a summary of a presentation on attracting, retaining, and engaging technology talent. The presentation uses data from an annual employee opinion survey of over 35,000 workers, including 1,210 US technology employees, to examine key drivers for this group. The top reasons US technology employees join organizations are the job itself and compensation. Engagement is highest when there are opportunities for career advancement, effective leadership, recognition, training, and work-life balance. Retention is most influenced by career advancement, compensation, work-life balance, and leadership. Differences exist based on organizational level, market type, and generation.
The document discusses the importance of execution in business planning and activities. It notes that over 70% of executives fail to create and effectively execute strategic plans, and less than 15% of formulated strategies are effectively implemented. The document advocates for becoming "execution based" and provides statistics on the benefits of executive coaching, such as improved productivity, relationships, and bottom-line profitability. It recommends that business leaders consider hiring an executive coach as one of the "best practices" used by the 9% of most profitable companies. The document promotes the services of the Executive Peer Forum for peer advisory groups, in-house forums, and individual executive coaching.
The document discusses performance consulting, which seeks to develop holistic strategies to improve performance through changes in measurement, education, staffing, and tools. Performance consulting can be divided into organizational development, professional development, and personal coaching. It is needed due to challenges like globalization and rapid change that demand broader skills from managers, leaders, and workers. As a result, human resources staff must become performance consultants who improve individual, team, departmental, and organizational performance through expertise, tools, and skills. The role of consultants is to partner with clients to define needs, develop responses, and implement and measure actions for performance improvement.
This document discusses driving strategic initiatives. It identifies that the key to success is not just communicating a strategy, but driving execution through specific initiatives and projects. It outlines that leaders must identify and structure initiatives, staff them with dedicated teams, and execute using factors like leadership involvement, course correction, team capability, and managing work effort. A case study example shows how a health insurance company successfully shifted platforms by focusing on these critical success factors after an initial failed attempt.
Applying external consulting techniques to internal consulting.
1. The document discusses how to apply external consulting techniques to internal consulting roles like an HR Business Partner.
2. It provides tips for internal consultants to have higher quality conversations, develop key consulting competencies like service and feedback, and use a 5-step consulting process.
3. The 5 steps include establishing rapport, understanding issues, presenting options, planning implementation, and evaluating results. Worksheets and tips are provided for each step.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
Cornerstone, Employee Engagement is all we do!Craig Clay
This document discusses the importance of leadership in driving employee engagement. It provides a case study showing that while two companies implemented similar employee training initiatives, only the company that first invested in leadership development saw improved long-term metrics and financial results. The top factors influencing employee engagement are the quality of relationships with managers and leadership behavior. Strategic leadership sets the vision and direction while operational leadership through day-to-day interactions has a bigger impact on success. To create true employee engagement, companies must hire servant leaders who put employee wellbeing and needs first.
Creating a sustainable learning & development function v2Deepak Chawla
Creating a sustainable learning and development function is challenging but rewarding. It is important to share a common vision with management by understanding business objectives and creating a multi-year roadmap aligned with organizational goals. Gaps should be identified through needs assessments to focus training on priority areas. A systematic training model and six disciplines can be used to design effective modular programs. Return on investment must be considered to justify costs and evaluate impact on business results.
Ssw coaching for high performance training for corporate executivesSoft Skills World
soft skills world proposes high performance
training for corporate executives. call to connect on 09818493659 or write to us on info@softskillsworld.com
Concinnity strategic plan presentation_2013Bobbi Bilnoski
The document provides an overview of strategic planning for a Parks and Recreation department. It discusses assessing the current environment, identifying stakeholders, conducting a SWOT analysis, and developing a strategic plan with goals, activities, outputs, and outcomes. The purpose is to build on past successes and create a future vision and direction for the department.
The document summarizes an ROI case study on a coaching program called "Coaching for Business Impact" implemented by the Nations Hotel Learning Organization. The program involved 14 steps including voluntary participation, self-assessment, goal setting, action planning, and progress reviews. Objectives were defined at different levels including reaction, learning, application, impact, and ROI. A data collection plan was developed to measure outcomes at each level using methods like questionnaires, action plans, and company records. The case study aimed to provide insights into how coaching creates value and measure the actual ROI for the coaching project.
The document provides an overview of strategy deployment methods including management by objective (MBO), Hoshin Kanri, and balanced scorecard. It discusses the key aspects of each method such as cascading objectives in MBO, the use of catchball, A3 reports, and X-charts in Hoshin Kanri. The document also examines some of the strengths and limitations of each approach to strategy deployment.
5 Essentials to Modern Performance ManagementSaba Software
The way we work today has changed. When it comes to modernizing the performance management process in an organization, annual reviews and competencies don’t cut it anymore. Focusing on informal performance check-ins is a start, but it’s not enough.
In this presentation, we discuss how you can make a strategic shift in your performance management program with the 5 essential elements to creating a high-performance culture.
Gain insights into:
• Why—and how—organizations that engage in strategic performance management outperform their competitors
• Best practices for implementing performance processes that align, engage and inspire your people
• And how it all integrates into your talent management framework
As performance management continues to evolve from an isolated HR-driven process to an intrinsic part of everyday business rhythms, discover why you should emphasize increased engagement through employee satisfaction and contribution.
Does your approach to Performance Management ‘Sing’ or ‘Sting’?Pivot Software
Does your approach to Performance Management ‘Sing’ or ‘Sting’?
How to focus on practices that create meritocracies,
and avoid being seduced by the technology.
http://www.pivotsoftware.com/ebook2/
Why Teams Fail & 14 Success Factors for a TurnaroundDiane Boivie
The document discusses reasons why teams fail and success factors for improving team performance and turnarounds. It provides 10 reasons why teams fail, including disempowering leadership and lack of accountability. It also lists 10 ways to improve teamwork, such as aligning teams around goals and strategies. Additionally, the document outlines 14 success factors for team turnarounds, including factors related to productivity like leadership and resources, as well as positivity factors like trust and respect. The purpose is to help teams assess weaknesses and make improvements to enhance performance.
Clarity on engagement accountability is first needed before one can even try improving employee engagement inside an enterprise. But, accountability is different for every level in an organization, including individuals, managers and executives.
Chris Rice, author and head of BlessingWhite, a division of GP Strategies, shares perspectives from the consulting work done by BlessingWhite (specific to the role of senior leaders in engagement). Most employees are exposed to these executives only in corporate statements, town hall meetings or other one-to-many communications. So how does an executive set the tone and inspire others when their opportunities to do so are few and they are seen as being so remote?
Join us for this TrainingIndustry.com webinar sponsored by GP Strategies, as Rice discusses the important role senior executives must play in building a culture where employee engagement is a way of delivering superior business results.
This webinar explores easy-to-understand insights on:
•Distinguishing an executive’s role from that of a manager when it comes to building engagement
•Pitfalls executives face when trying to deal with employee engagement
•Practical tools executives can use to keep their efforts, and themselves, on track
Follow the conversation on Twitter: #EmployeeEngagement
The document summarizes a presentation by Ann Oglanian of ReGroup, LLC on strategic planning for compliance. It discusses the five steps of strategic planning: 1) identifying issues and risks, 2) prioritizing issues, 3) matching objectives to risks, 4) identifying necessary resources, and 5) identifying costs of initiatives. It emphasizes translating strategic planning to speak the business's language, setting expectations for compliance professionals, and measuring progress to demonstrate the value of compliance.
The document discusses how coaching employees is more effective than annual performance reviews. It outlines five key elements of successful coaching: job fit, motivation, chemistry with the manager, chemistry with the team, and leadership ability. The document advocates transitioning from annual performance evaluations to ongoing coaching through open communication and understanding employees' strengths and development areas.
When it comes to projects, sometimes we have to get out of our own way. Find out how to recognize your assets and liabilities so you can leverage what you do well and keep your motivation and energy up throughout the project.
VolunteerMatch Solutions BPN Webinar: Building a Flexible - and Sustainable -...VolunteerMatch
January 2012 Best Practice Network Webinar series, presented by VolunteerMatch
Session Description:
Employees want their companies to offer the chance to get involved in local communities. But a "set it and forget it" program won't be enough to keep employees engaged and enthusiastic over the long haul. Programs today must be approached more like business programs - ones that can flex with changing environments and circumstances.
The January VolunteerMatch Solutions Best Practice Network webinar session discussed how adopting a Change Model and being flexible can prepare your organization for the changing tides of volunteer engagement in the coming year.
Panelists:
Vicky Hush, VP of Client Relations and Strategic Partnerships, VolunteerMatch
Suzanne Osten, Director of the Office of Social Responsibility, UnitedHealth Group
Erin Dieterich, Manager of Corporate Relations & Strategic Partnerships, Discovery Communications
Employee engagement project statement of workCindy Joice
This document outlines a project to improve employee engagement in the Distribution Department. The project was created in response to low engagement scores on a recent survey. Key activities will include educating managers, conducting additional surveys to establish a baseline, identifying engagement drivers, and holding managers accountable for engagement results. The project aims to create sustainable engagement practices and realize benefits like higher performance, lower turnover, and improved customer satisfaction. Challenges include gaining buy-in during a time of change and providing support given constraints, but opportunities exist to clarify expectations and priorities.
Presentation on using a performance approach to link competencies to outcomes and therefore to business results. First delivered at ASTD's international conference
The document provides information on building organization development (OD) capabilities. It discusses the roles of OD professionals, which include being a trusted advisor, change facilitator, communication promoter, and business partner. Building OD capabilities requires identifying requirements, designing interventions to drive culture and performance, and providing leadership on change management. It also discusses tools that OD professionals use, such as action research, communication tools, and analyzing an organization's current and future states. The document emphasizes that extensive practice is needed to build OD skills and capabilities.
Creating the Right Environment for Employee Engagement Elijah Ezendu
The document discusses creating the right environment to promote employee engagement. It defines employee engagement and outlines its importance for competitive advantage. It then provides frameworks and models for understanding the factors that influence engagement, including job design, leadership, psychological conditions, and roles for human resources. The document also discusses challenges in engagement and provides strategies for building passion and focus in employees through an engagement value proposition.
Similar to FCN January 2012 Webinar Handout For Posting (20)
This document summarizes a panel discussion on telling an agency's story through visual content like videos and images. The panelists were from USAID, CMS, NASA, and an independent digital storyteller. They discussed best practices like focusing on compelling narratives and missions, using videos and images to showcase projects and progress, leveraging popular platforms and culture, and engaging followers as ambassadors rather than just consumers of content. The goal is to make agencies more relevant by sharing both successes and failures in a transparent way online.
Cormac Smith, Deputy Director of Communications for the Cabinet Office and Government Communication Service, presented a webinar on the Modern Communications Operating Model (MCOM) for communications teams in the UK, US, and Canadian governments. The webinar outlined MCOM's four pillars for core communications teams: strategic communications, media and campaigns, strategic engagement, and internal communications. MCOM aims to deliver world-class public service communications that support ministers' priorities, enable efficient public services, and improve people's lives.
The document discusses the results of a study on the effects of a new drug on patients with a certain medical condition. The study found that the drug was generally well-tolerated with few side effects reported. However, the drug did not show a statistically significant improvement in clinical outcomes for patients when compared to an existing treatment.
The Federal Communicators Network (FCN) has released "Advancing Federal Communications," a research paper that makes the case for clear and consistent quality standards for U.S. federal government communication.
The result of a grassroots, volunteer study among an interagency group of government communicators, the paper incorporates extensive primary and secondary research and includes a set of concrete recommendations for improvement.
The document summarizes findings from a study on advancing federal government communications. Key findings include: 1) Communication management in the federal government tends to be more ad hoc than planned, with no clear, consistent standards; 2) There is a need to institutionalize communication as a standalone professional function within the Executive Branch; and 3) Partnerships should be formalized to facilitate collaboration and refinement of best practices. The document recommends establishing standards, recognizing communication as a core function, and formalizing partnerships to improve federal communication.
The document discusses communication program management models. It states that in general, communication management should reflect how the larger organization is structured but should also be adapted as needed based on specific needs and circumstances of the communication program. The document provides high-level guidance on aligning communication management with organizational structure while allowing for flexibility.
This document summarizes a presentation on choosing the right communication management model for organizations. It discusses key concepts of loose coupling and presents a case study of a federal agency that implemented a loosely coupled IT system. The presentation compares different communication program models and argues that stakeholder analysis tools need to be adapted for loosely coupled organizations where relationships are more complex. It introduces the Mega-Change Profiler method for analyzing stakeholders in such organizations.
The document discusses the goals and plan for building a new content management system (CMS) platform to manage multiple Department of Commerce websites. The key goals were to move to Drupal 7, have a responsive design, and create shared functionality across sites for a cohesive experience. The plan was to build reusable features like content types, galleries, and taxonomies that could be enabled or disabled on each site as needed from a single code repository. While complex, this allows for easier development, maintenance, and a more cohesive user experience across sites.
The document discusses the National Institute of Environmental Health Sciences' intranet redesign in 2012. It overviews the implementation of a new content management system to create a more unified and usable intranet across multiple sites and servers. The redesign consolidated outdated sites into a single intranet with common design, structure, and content management capabilities. This allowed for easier content updates, integrations with other applications and systems, and improved search across sites. The intranet launch addressed prior issues of disconnected sites, lack of CMS, and poor usability.
The document discusses issues with BEA's current intranet, InSite, which was last redesigned in 2007. InSite has limited functionality, static content managed by a single team, and content siloed by department rather than task. It lacks collaboration tools. The new BEAnet will address these issues by focusing on key tasks rather than subjects, allowing content management at the program level with permissions and workflows. It will include collaborative tools like OneBEA, improved search functionality, and analytics. New features will include document management, versioning, tagging and permissions as well as calendars, blogs, discussion boards, and widgets like quick polls.
The Federal Communicators Network (FCN) is an independent, professional organization of volunteers founded in 1995 that provides communications best practices, training, networking, and other opportunities for federal government employees. To join FCN, individuals should email LISTSERV@LISTSERV.GSA.GOV, leave the subject line blank, and type SUBSCRIBE FCN in the body of the message. More information can be found on their Twitter, LinkedIn, or blog.
Kathryn Sosbe of the U.S. Department of Agriculture presented this training on writing and editing tips for the Federal Communicators Network event on storytelling on October 30, 2014. FCN makes better government writers and editors!
Katherine Spivey of the U.S. General Services Administration presented this training on plain language tips, tactics, and rules for the Federal Communicators Network event on storytelling and writing on October 30, 2014.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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FCN January 2012 Webinar Handout For Posting
1. January 19, 2012
Engaging Employees in the Strategy
for Performance-Driven Results
FCN Lunch & Learn Webinar
Posted by FCN with Permission of Chris Gay
Connecting People and Strategy
2. Our Purpose
To help organizations connect
people and strategy to
achieve results
2
3. The State of Engagement
21% of employees today identify themselves as highly
disengaged, a three-fold increase since 2007.1
The cost of disengagement to U.S. employers is estimated to
be as much as $350 billion per year.2
Engaged employees outperform disengaged ones by 20-28%.3
Organizations with engaged employees showed a 19% increase
in operating income 1-year period, compared to a 33%
decrease in companies with disengaged employees.4
1The Corporate Executive Board, Employee Engagement Study, 2010 3The Conference Board, Global Engagement Study, 2010
2Human Capital Institute, The Economics of Engagement, 2009 4Towers Perrin, International Survey Research, 2009
3
4. What Drives Engagement?
Employee understanding of the
strategy and how their work
contributes to company performance is one
of the top drivers of engagement
However...
Source: The Conference Board (included review of Gallup, Towers Perrin, Blessing White, the
Corporate Leadership Council and others)
4
5. What Drives Engagement?
Only 37% of employees
understand what the
organization is trying to
achieve
20% of employees have
a clear line of sight
between their work and
organizational goals
Source: Stephen Covey, The 8th Habit: From Effectiveness to Greatness
5
7. Definition of Employee
Engagement
Employees are engaged when they:
Understand the organization and their role in its success
Trust leadership and believe leaders are making decisions
with the best interest of the organization and the people
in mind
Are engaged in making a difference in their jobs every day
Feel valued and appreciated
7
8. Federal Employee Viewpoint
Survey Overall Results
Strengths
Survey Item % Favorable
The work I do is important. 92%
I like the work I do. 85%
I know how my work relates to my agencies goals and priorities. 85%
I am held accountable for achieving results. 84%
My agency is successful at accomplishing its mission. 79%
The people I work with cooperate to get the job done. 75%
My work gives me a feeling of personal accomplishment. 74%
I have enough information to do my job well. 73%
Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management
8
9. Federal Employee Viewpoint
Survey Overall Results
Opportunities
Survey Item % Favorable
My training needs are assessed. 54%
Policies and programs promote diversity in the workplace. 59%
Employees have a feeling of personal empowerment with respect 48%
to work processes.
Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management
9
14. Gather Data Assess the
Landscape
Gather data to ensure thorough understanding of:
External and internal factors
impacting the agency and
employees
and alignment of organization
behind them
14
15. SWOT Analysis Assess the
Landscape
Strengths Weaknesses
What are we really Where are we most
good at? What is our vulnerable? What are
competitive the biggest issues?
disadvantage?
Opportunities Threats
How can we improve What will cause low
employee engagement engagement or high
to deliver agency turnover?
results?
15
17. Overview Set
Objectives
& Priorities
Set objectives
Brainstorm strategies for each objective
Prioritize strategies
Develop tactics for each strategy, with timeline and
resource requirements
Identify next steps
17
18. Criteria for Strategic Objectives Set
Objectives
& Priorities
Strategic objectives should be:
Realistic can be achieved in timeframe
Communicable easy for others to understand
Measurable state how you will
Relevant achievement will make
a major contribution to vision and/or
mission
18
22. Messaging The Context Create the
Plan
Employees need to
understand the context for
priorities?
What are other agencies
doing?
How does your agency want
to be positioned with its
constituencies?
22
23. Stakeholder Analysis Create the
Plan
Stakeholder Key Issues Key Impact Comm.
Group Constituents Tactic
Call Center Rep Need context and Managers/ 9 Create online tip
detail to ensure Employees sheets
they can explain Prepare role
differences to plays for
people and manager to use
proactively with team
respond
23
24. Identify Vehicles Create the
Plan
Top Communication Methods Used to Engage Employees and Foster Productivity
Source: IABC Research Foundation and Buck Consultants Employee Engagement Survey, 2011
24
26. Federal Employee Viewpoint Align
Survey Perceptions of Leaders Leaders
Survey Item % Favorable
Managers communicate the goals and priorities of the 64%
organization.
Overall, how good a job do you feel is being done by 58%
the manager directly above your immediate
supervisor/team leader?
My organization's leaders maintain high standards of 57%
honesty and integrity.
Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management
26
28. Building Trust Align
Leaders
Employees with a high degree of
trust in management are more
committed and less likely to leave:
80% with high trust in
management are committed to
the organization, compared
with 25% with a low trust
60% with low trust in
management intend to leave
their organization, compared to
20% with high trust
Source: CCL, World Leadership Survey, 2010
28
31. Federal Employee Viewpoint Engage
Survey Motivation & Commitment Employees
Survey Item % Favorable
In my organization, leaders generate high levels
45%
of motivation and commitment in the workforce.
Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management
31
33. Using Creativity Engage
Employees
Discovery Maps
Social media blogs, discussion boards, podcasts, wikis,
webcasts
Contests
Opportunities for dialogue and employee input
Storytelling
Be Creative Find Ways to Truly Connect
33
34. Discovery Maps Engage
Employees
A discovery map is an interactive, visually compelling
communication tool that can be used to:
Create strategic clarity throughout the organization
Align leaders to ensure they are consistently
communicating and modeling behaviors for success
Actively engage employees in the strategy and
achieving it
Build pride throughout the organization
Discovery maps leverage visual learning
and active dialogue, which is how over
60% of people learn
34
35. Growth of Social Media Engage
Employees
Streams 3 billion
750 million videos per day 100 million
active users user accounts
Used by over
175 million 100,000 companies
user accounts
93% of social media
4 out of 5 in U.S. create, users believe a company
participate in or read social should have a presence
media each month in social media
35
36. Most Commonly Used Social Engage
Media Tools Employees
Internal and External Social Media Tools Currently Used
Source: IABC Research Foundation and Buck Consultants Employee Engagement Survey, 2010
36
37. Use of Social Media Example Engage
Employees
Employee film festival employee created videos
with voting, comments and sharing
Social media portal blogs, social games, photo
sharing and forums
Employee jams to generate ideas, spur creativity
and build community
Intranet tools polls, focused discussions and
recognition mechanism
37