The document discusses high performance culture and its importance for business success. It defines high performance culture as constantly striving to improve and be the best.
It then provides three examples of organizations that have successfully implemented high performance culture: 1) Beames & Associates consulting firm requires all staff to deliver their best work. 2) They train staff by bringing in business leaders. 3) A boot camp run by Pro-Fit helps business owners stay physically fit and motivated through competitive training.
The document concludes by providing a checklist for business owners to assess if they have a high performance culture and identifies steps to develop one, which can double business results. Implementing a high performance culture requires setting goals, challenging yourself and your team
This document provides information about an upcoming conference on using social media and human resources. The conference will include:
- Keynote speeches on using social media for recruiting and employee engagement.
- Breakout sessions on topics like developing an internal social media strategy, leveraging LinkedIn for networking, and drafting an effective social media policy.
- Case studies from companies like American Express that have implemented social media strategies for HR purposes.
- Pre-conference workshops on topics such as using social media for HR, communicating wellness programs, and leveraging LinkedIn for professional relationships.
The conference aims to help HR professionals learn how to strategically use social media to recruit and retain top talent, engage employees
This document discusses talent retention from a North American perspective. It addresses the importance of retaining talent through alignment of values and performance, developing a strong employment brand, focusing on employee satisfaction, and managing employee mobility through career planning and international assignments. Retention is crucial due to declining labor forces and the increasing skill intensity of work. Developing global experience and managing employee velocity over three-year cycles can help maximize employee value and minimize turnover.
This document is the spring 2010 issue of GO magazine published by Development Dimensions International (DDI) to commemorate their 40th anniversary. It contains articles about DDI's history, their work helping clients strengthen leadership and develop talent, and trends in the workplace. The issue includes an interview with DDI's Chairman and CEO Bill Byham about the importance of networking for new hires, and articles on DDI's new leadership training courses, the impact of leadership development, and best practices for mid-level management.
The HR Edge: Performance & Productivityhumanityatwork
The document discusses how proud and productive workplaces motivate employees and improve performance. It argues that meaningful work, community, and collaboration are important for employee engagement and productivity. A case study highlights how a coffee shop creates a proud and productive workplace through positive employee interactions. The document also discusses how forming cross-functional teams, as in Health Shared Services BC's Centers of Excellence, can improve strategic decision making and organizational performance.
Booz co: investing in talent for sustained growthJuris Cernavskis
This document discusses developing the right talent for sustained growth through a capabilities-driven approach to people strategy. It outlines a four-step process: 1) Define the company's core capabilities that differentiate it from competitors. 2) Prioritize the capabilities that are most important to the company's strategy. 3) Identify the employee segments critical to developing those high-priority capabilities. 4) Invest in developing the skills and careers of employees in priority segments through tailored programs. Taking this capabilities-driven approach can help companies maximize the impact of their people strategies and talent investments.
This document provides an agenda for the "Wind Power HR & Talent Management" conference taking place on October 9-10, 2012 in Hamburg, Germany. The conference will feature 15 expert speakers discussing topics such as effective recruitment channels, improving employee retention, training programs, and bridging skills gaps in the wind industry. Speakers will share case studies and lessons learned from companies such as ENERCON Services UK Ltd, Centrica Energy, EDP Renewables, and KENERSYS GmbH. Participants can learn recruitment strategies for international roles and using company reputation to attract senior candidates.
The document provides information about the Asia Pacific Coaching Conference 2012 (APCC2012) to be held on September 4-5, 2012 at the Resorts World Convention Centre in Sentosa, Singapore. The conference aims to increase the positive impact of coaching across the Asia Pacific region under the theme "Coaching Beyond Boundaries". It will feature keynote speakers, sessions by international presenters, panel discussions, and networking opportunities. A pre-conference event on September 3 will offer workshops to immerse participants in new skills and knowledge.
This document provides information about an upcoming conference on using social media and human resources. The conference will include:
- Keynote speeches on using social media for recruiting and employee engagement.
- Breakout sessions on topics like developing an internal social media strategy, leveraging LinkedIn for networking, and drafting an effective social media policy.
- Case studies from companies like American Express that have implemented social media strategies for HR purposes.
- Pre-conference workshops on topics such as using social media for HR, communicating wellness programs, and leveraging LinkedIn for professional relationships.
The conference aims to help HR professionals learn how to strategically use social media to recruit and retain top talent, engage employees
This document discusses talent retention from a North American perspective. It addresses the importance of retaining talent through alignment of values and performance, developing a strong employment brand, focusing on employee satisfaction, and managing employee mobility through career planning and international assignments. Retention is crucial due to declining labor forces and the increasing skill intensity of work. Developing global experience and managing employee velocity over three-year cycles can help maximize employee value and minimize turnover.
This document is the spring 2010 issue of GO magazine published by Development Dimensions International (DDI) to commemorate their 40th anniversary. It contains articles about DDI's history, their work helping clients strengthen leadership and develop talent, and trends in the workplace. The issue includes an interview with DDI's Chairman and CEO Bill Byham about the importance of networking for new hires, and articles on DDI's new leadership training courses, the impact of leadership development, and best practices for mid-level management.
The HR Edge: Performance & Productivityhumanityatwork
The document discusses how proud and productive workplaces motivate employees and improve performance. It argues that meaningful work, community, and collaboration are important for employee engagement and productivity. A case study highlights how a coffee shop creates a proud and productive workplace through positive employee interactions. The document also discusses how forming cross-functional teams, as in Health Shared Services BC's Centers of Excellence, can improve strategic decision making and organizational performance.
Booz co: investing in talent for sustained growthJuris Cernavskis
This document discusses developing the right talent for sustained growth through a capabilities-driven approach to people strategy. It outlines a four-step process: 1) Define the company's core capabilities that differentiate it from competitors. 2) Prioritize the capabilities that are most important to the company's strategy. 3) Identify the employee segments critical to developing those high-priority capabilities. 4) Invest in developing the skills and careers of employees in priority segments through tailored programs. Taking this capabilities-driven approach can help companies maximize the impact of their people strategies and talent investments.
This document provides an agenda for the "Wind Power HR & Talent Management" conference taking place on October 9-10, 2012 in Hamburg, Germany. The conference will feature 15 expert speakers discussing topics such as effective recruitment channels, improving employee retention, training programs, and bridging skills gaps in the wind industry. Speakers will share case studies and lessons learned from companies such as ENERCON Services UK Ltd, Centrica Energy, EDP Renewables, and KENERSYS GmbH. Participants can learn recruitment strategies for international roles and using company reputation to attract senior candidates.
The document provides information about the Asia Pacific Coaching Conference 2012 (APCC2012) to be held on September 4-5, 2012 at the Resorts World Convention Centre in Sentosa, Singapore. The conference aims to increase the positive impact of coaching across the Asia Pacific region under the theme "Coaching Beyond Boundaries". It will feature keynote speakers, sessions by international presenters, panel discussions, and networking opportunities. A pre-conference event on September 3 will offer workshops to immerse participants in new skills and knowledge.
The document discusses strategies for talent management, including recruiting, nurturing, and retaining talent. It recommends creating magnetism through an appealing organizational brand and effective people practices like coaching, mentoring, and personalized development plans. When recruiting, organizations should market themselves and look beyond traditional sources. Nurturing involves strategic leadership, developing a strong culture and employee voice. Retention relies on employee satisfaction, engagement, work-life balance, and seeing the organization as a good employer. The document provides tips for improving talent management programs and getting buy-in from different audiences. It concludes by asking questions about whether the right talent strategies and metrics are being used.
Hanson Dodge Creative - Active Lifestyle PortfolioBryan Rasch
Hanson Dodge Creative is an agency focused on brand experience design and technology for active lifestyle brands. They have over 25 years of experience working with major outdoor and fitness brands like Trek, Nike Cycling, Johnson Outdoors and Burton. They help clients develop strategic brand programs through integrated solutions including websites, catalogs, packaging and in-store designs. They are also known for their custom product programs that allow consumers to personalize products.
Engage is a UK-based employee engagement consulting firm with 40 employees. They specialize in measuring, thinking about, and delivering solutions to improve employee engagement for their clients. Their clients range from large FTSE 100 companies to innovative startups. Engage takes a strategic, data-driven approach to developing engagement programs tailored to each client's specific needs and objectives. Their goal is to enhance business performance by increasing employee engagement.
The document discusses the importance of having a clear vision for a company. It states that without a vision, efforts to professionalize a company will be futile. It also notes that a company's stated vision is important for attracting the right employees and talent, as startups are often able to do this despite lower pay by having an inspiring vision. Finally, it says that for a vision to be effective, it needs to be ambitious, well-articulated, widely communicated, and guide the company's actions.
Content from my books on employer branding: "Brand from the Inside", "Brand for Talent". Includes definitions and how to embark on an employer branding initiative.
Employee engagement cipd (leicester branch) presentation 3rd december 2009Simon Bozeat
The document discusses employee engagement and organizational change. It provides principles and methods for inspiring leadership, building trusting relationships, developing personal growth, and achieving goals through proven techniques. The majority of the models discussed are derived from the speaker's extensive transformation work and other projects over decades. Additional resources are available by emailing the contact provided.
The document summarizes the employee policies and culture at Diksha Technologies, an IT company. It describes an empowering and encouraging work environment that provides training, career growth opportunities, and work-life balance. Employees praise the company for challenging work, professional guidance, and recognition. The company emphasizes knowledge sharing, open communication, and participative management. It also offers health benefits, performance-linked bonuses and rewards, and focuses on employee satisfaction and retention.
Updated brochure on Cultivate Talents AMP methodology designed to link strategy and setting direction with implementing the right change method and using business focused applied learning for leaders around business activities and improving performance
Webinar corporate social performance management: driving employee engagementCharles Bedard
The document discusses best practices for creating a learning and coaching culture to drive employee engagement and corporate performance. It promotes using BullseyeEvaluation's performance management system to facilitate productive communication through coaching and mentoring. This establishes a cycle that effectively manages talent and creates strategy execution, delivering key performance indicator improvements.
This document provides information about the Pathways to Prosperity professional coaching program offered by nLIVEn. It introduces four pathways or programs focused on personal and professional goals: 1) regaining motivation and energy, 2) establishing or improving a business, 3) developing management and leadership skills, and 4) assisting with personal or professional transitions. It then describes the Professional Partnership program, which provides 24-32 coaching sessions over 8-12 months to help clients achieve their visions. Several client testimonials are included that describe how the program has helped with business growth, work-life balance, and personal goals. The document also outlines specialty programs focused on areas like team profiling, business planning, and cultural diversity.
The document provides information about People Perfect, a human resources and outsourcing services company based in Pakistan. It discusses the company's mission to build value-based relationships through reliable HR and outsourcing solutions. It provides details on the company's history and background, core values, products and services including HR strategy, employee outsourcing, executive search, business process outsourcing, training and development, and payroll management. It also includes biographies of several members of the company's senior management team.
Richard Gavriel is the director of Richard Gavriel Speaker Management, which manages professional speakers, trainers, coaches and consultants. He has extensive connections in the industry and understands clients' training needs, matching them with the right subject matter experts. Many people who have worked with Richard praise his enthusiasm, ability to understand clients' visions, and talent for delivering successful events and training solutions.
Ceo Talent Search Pvt Ltd..Presentationshashinair05
CEO TalentSearch is an integrated HR services provider with 4 verticals and offices in India and overseas. It was established in 2001 as a talent search entity under the CEO Group, which was founded in 1999. CEO TalentSearch has over 100 clients across 8 countries and a team of over 100 professionals. It offers position-based recruitment and mass recruitment through its Way2Jobz initiative, using various talent sourcing methods and screening tools. Some of its major clients that it has placed candidates for include Best & Crompton, EID Parry, L&T, PepsiCo and others.
Ceo Talent Search Pvt Ltd Presentation (2)guestb28258
CEO TalentSearch is an integrated HR services provider with 4 verticals and offices in India and overseas. It was established in 2001 as a talent search entity under CEO Group, which was founded in 1999. CEO TalentSearch has over 100 professionals and more than 100 clients spread across 8 countries. It offers position-based recruitment and mass recruitment through its Way2Jobz initiative, which uses scientific screening tools. Some of its major clients that it has placed candidates for include Best & Crompton, EID Parry, India Cements, L&T, and PepsiCo.
Opportunities in power.. at HRTT organised by UPES DehradunUPES Dehradun
The document discusses challenges in acquiring and developing talent for India's growing power sector. It notes a large gap between the projected manpower needs over the next decade versus current intake and output from technical institutes. Key talent challenges include a "talent war" due to high demand and low supply of skilled workers, non-availability of required skills, slow career growth, locational disadvantages, and lack of strong industry-academic collaboration. The power sector is also not seen as a top priority for younger generations.
Engage is a UK-based specialist in employee engagement. They have forty employees who are experts in engagement, research, consulting, communications, and leadership. They work with both large international brands and smaller innovative companies. Engage aims to enhance business performance through improving employee engagement. They help clients measure engagement, develop strategies to improve it, and implement solutions across areas like leadership, culture, communications, and collaboration. Engage tailors its approaches to client needs and objectives and measures the results and return on investment of engagement programs.
Presentation for #TFT12: Planting the seeds - overcoming the talent shortfall.
This presentation covers: Workforce across the generations Employee Engagement Talent Management Retention Myths Capabilities High Potentials Career Paths.
See Breed's TFT speaker Pinterest board: http://pinterest.com/servicedesk/breed-lewis/
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
BSI is a standards organization that helps companies achieve excellence through standards and certification. It summarizes that BSI provides standards, training, auditing and certification services to help organizations embed best practices, improve performance and reduce risk. Some key points made include that BSI originated many widely adopted standards like ISO 9001, works with experts globally to develop standards, and that over 65,000 companies in over 150 countries use BSI's services.
Highly renowned companies are realizing the effectiveness of coaching in achieving their goals. Major corporations from a variety of sectors, including IBM, Nike, Verizon and Coca-Cola Enterprises, have turned to coaching to increase employee satisfaction, improve output and strengthen their bottom lines. Learn more at coachfederation.org.
Iceberg Consulting helps companies turn potential into results through performance consulting. They provide services like assessment centers, coaching, and recruitment processing to help clients improve business performance and make better hiring decisions. Emerging from Liverpool, they have experience delivering projects for clients such as Serco, DSGi, and Everton FC.
The document discusses strategies for talent management, including recruiting, nurturing, and retaining talent. It recommends creating magnetism through an appealing organizational brand and effective people practices like coaching, mentoring, and personalized development plans. When recruiting, organizations should market themselves and look beyond traditional sources. Nurturing involves strategic leadership, developing a strong culture and employee voice. Retention relies on employee satisfaction, engagement, work-life balance, and seeing the organization as a good employer. The document provides tips for improving talent management programs and getting buy-in from different audiences. It concludes by asking questions about whether the right talent strategies and metrics are being used.
Hanson Dodge Creative - Active Lifestyle PortfolioBryan Rasch
Hanson Dodge Creative is an agency focused on brand experience design and technology for active lifestyle brands. They have over 25 years of experience working with major outdoor and fitness brands like Trek, Nike Cycling, Johnson Outdoors and Burton. They help clients develop strategic brand programs through integrated solutions including websites, catalogs, packaging and in-store designs. They are also known for their custom product programs that allow consumers to personalize products.
Engage is a UK-based employee engagement consulting firm with 40 employees. They specialize in measuring, thinking about, and delivering solutions to improve employee engagement for their clients. Their clients range from large FTSE 100 companies to innovative startups. Engage takes a strategic, data-driven approach to developing engagement programs tailored to each client's specific needs and objectives. Their goal is to enhance business performance by increasing employee engagement.
The document discusses the importance of having a clear vision for a company. It states that without a vision, efforts to professionalize a company will be futile. It also notes that a company's stated vision is important for attracting the right employees and talent, as startups are often able to do this despite lower pay by having an inspiring vision. Finally, it says that for a vision to be effective, it needs to be ambitious, well-articulated, widely communicated, and guide the company's actions.
Content from my books on employer branding: "Brand from the Inside", "Brand for Talent". Includes definitions and how to embark on an employer branding initiative.
Employee engagement cipd (leicester branch) presentation 3rd december 2009Simon Bozeat
The document discusses employee engagement and organizational change. It provides principles and methods for inspiring leadership, building trusting relationships, developing personal growth, and achieving goals through proven techniques. The majority of the models discussed are derived from the speaker's extensive transformation work and other projects over decades. Additional resources are available by emailing the contact provided.
The document summarizes the employee policies and culture at Diksha Technologies, an IT company. It describes an empowering and encouraging work environment that provides training, career growth opportunities, and work-life balance. Employees praise the company for challenging work, professional guidance, and recognition. The company emphasizes knowledge sharing, open communication, and participative management. It also offers health benefits, performance-linked bonuses and rewards, and focuses on employee satisfaction and retention.
Updated brochure on Cultivate Talents AMP methodology designed to link strategy and setting direction with implementing the right change method and using business focused applied learning for leaders around business activities and improving performance
Webinar corporate social performance management: driving employee engagementCharles Bedard
The document discusses best practices for creating a learning and coaching culture to drive employee engagement and corporate performance. It promotes using BullseyeEvaluation's performance management system to facilitate productive communication through coaching and mentoring. This establishes a cycle that effectively manages talent and creates strategy execution, delivering key performance indicator improvements.
This document provides information about the Pathways to Prosperity professional coaching program offered by nLIVEn. It introduces four pathways or programs focused on personal and professional goals: 1) regaining motivation and energy, 2) establishing or improving a business, 3) developing management and leadership skills, and 4) assisting with personal or professional transitions. It then describes the Professional Partnership program, which provides 24-32 coaching sessions over 8-12 months to help clients achieve their visions. Several client testimonials are included that describe how the program has helped with business growth, work-life balance, and personal goals. The document also outlines specialty programs focused on areas like team profiling, business planning, and cultural diversity.
The document provides information about People Perfect, a human resources and outsourcing services company based in Pakistan. It discusses the company's mission to build value-based relationships through reliable HR and outsourcing solutions. It provides details on the company's history and background, core values, products and services including HR strategy, employee outsourcing, executive search, business process outsourcing, training and development, and payroll management. It also includes biographies of several members of the company's senior management team.
Richard Gavriel is the director of Richard Gavriel Speaker Management, which manages professional speakers, trainers, coaches and consultants. He has extensive connections in the industry and understands clients' training needs, matching them with the right subject matter experts. Many people who have worked with Richard praise his enthusiasm, ability to understand clients' visions, and talent for delivering successful events and training solutions.
Ceo Talent Search Pvt Ltd..Presentationshashinair05
CEO TalentSearch is an integrated HR services provider with 4 verticals and offices in India and overseas. It was established in 2001 as a talent search entity under the CEO Group, which was founded in 1999. CEO TalentSearch has over 100 clients across 8 countries and a team of over 100 professionals. It offers position-based recruitment and mass recruitment through its Way2Jobz initiative, using various talent sourcing methods and screening tools. Some of its major clients that it has placed candidates for include Best & Crompton, EID Parry, L&T, PepsiCo and others.
Ceo Talent Search Pvt Ltd Presentation (2)guestb28258
CEO TalentSearch is an integrated HR services provider with 4 verticals and offices in India and overseas. It was established in 2001 as a talent search entity under CEO Group, which was founded in 1999. CEO TalentSearch has over 100 professionals and more than 100 clients spread across 8 countries. It offers position-based recruitment and mass recruitment through its Way2Jobz initiative, which uses scientific screening tools. Some of its major clients that it has placed candidates for include Best & Crompton, EID Parry, India Cements, L&T, and PepsiCo.
Opportunities in power.. at HRTT organised by UPES DehradunUPES Dehradun
The document discusses challenges in acquiring and developing talent for India's growing power sector. It notes a large gap between the projected manpower needs over the next decade versus current intake and output from technical institutes. Key talent challenges include a "talent war" due to high demand and low supply of skilled workers, non-availability of required skills, slow career growth, locational disadvantages, and lack of strong industry-academic collaboration. The power sector is also not seen as a top priority for younger generations.
Engage is a UK-based specialist in employee engagement. They have forty employees who are experts in engagement, research, consulting, communications, and leadership. They work with both large international brands and smaller innovative companies. Engage aims to enhance business performance through improving employee engagement. They help clients measure engagement, develop strategies to improve it, and implement solutions across areas like leadership, culture, communications, and collaboration. Engage tailors its approaches to client needs and objectives and measures the results and return on investment of engagement programs.
Presentation for #TFT12: Planting the seeds - overcoming the talent shortfall.
This presentation covers: Workforce across the generations Employee Engagement Talent Management Retention Myths Capabilities High Potentials Career Paths.
See Breed's TFT speaker Pinterest board: http://pinterest.com/servicedesk/breed-lewis/
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
BSI is a standards organization that helps companies achieve excellence through standards and certification. It summarizes that BSI provides standards, training, auditing and certification services to help organizations embed best practices, improve performance and reduce risk. Some key points made include that BSI originated many widely adopted standards like ISO 9001, works with experts globally to develop standards, and that over 65,000 companies in over 150 countries use BSI's services.
Highly renowned companies are realizing the effectiveness of coaching in achieving their goals. Major corporations from a variety of sectors, including IBM, Nike, Verizon and Coca-Cola Enterprises, have turned to coaching to increase employee satisfaction, improve output and strengthen their bottom lines. Learn more at coachfederation.org.
Iceberg Consulting helps companies turn potential into results through performance consulting. They provide services like assessment centers, coaching, and recruitment processing to help clients improve business performance and make better hiring decisions. Emerging from Liverpool, they have experience delivering projects for clients such as Serco, DSGi, and Everton FC.
The document provides strategies for attracting, developing, and retaining top talent. It discusses the high costs of miss-hires for managerial positions and outlines best practices for recruiting top talent, including employee referrals and targeting top recruiters. It defines three levels of talent - A, B, and C players - and emphasizes the importance of attracting and retaining A-level top talent. The document also discusses principles for effectively rewarding top talent, such as aligning rewards with business goals and integrating different reward tools. Finally, it suggests that retaining top talent requires understanding what they want, such as a challenge, fun at work, and opportunities for growth.
I promoted people to management who never supervised before and they ran into challenges. Debora worked with our employees to assist them with their leadership roles.
The document discusses key aspects of building an effective HR development process to support organizational execution. It addresses 7 behaviors leaders must demonstrate including knowing people and business, setting clear goals, rewarding performance, and expanding capabilities. Three core processes are identified: people, strategy, and operations. An effective people process evaluates staff, sets frameworks, and builds leadership pipelines through tools like assessments, improvement plans, succession depth analyses, and retention risk reviews. Non-performers must be dealt with fairly while preserving dignity. Finally, HR must be linked to business strategy, operations, and objective appraisal/reward systems to fuel high performance.
The book provides Jack Welch's guidelines for business success drawing from his experiences turning around GE. It covers developing a clear mission and values, hiring the right people, driving change, dealing with crises and competition. Welch emphasizes the need for candor, differentiating performance, and constantly challenging the status quo to win in the marketplace. The book aims to help readers succeed in their careers and companies.
This document provides an overview of strategic business planning and leadership. It discusses developing a vision and knowing yourself as vital leadership competencies. Effective communication and delegating responsibility are also covered. The document emphasizes building a leadership team and mentoring others to develop leadership skills throughout the organization. Strategic business planning allows companies to constantly reinvent themselves to be successful.
The document discusses ArchPoint Consulting, a management consulting firm that leverages executive-level experience to help clients achieve business goals and improve performance. ArchPoint focuses on strategy, organization design, marketing, and sales effectiveness. Their consultants have extensive Fortune 500 experience and a 97.6% client repeat rate. ArchPoint takes a hands-on approach to fully execute solutions and ensure client success.
Kashvi Consultants provides management consulting services to support businesses through their entire lifecycle from inception to exit. They follow a 4D methodology of discover, dream, design, and deliver to help clients optimize enterprise performance by improving people satisfaction, streamlining processes, enhancing productivity, and optimizing the overall organization. Kashvi focuses on a people-centric approach to consulting and utilizes project management principles. Their services portfolio covers areas like finance, governance, human capital, supply chain, and customers.
Procter & Gamble provides an overview of its corporate purpose, values, and principles. The company's purpose is to provide branded products and services of superior quality and value that improve lives. Its values center around attracting and developing top talent. The document also outlines P&G's history and operations in India, including its focus on sustainability and community development. It describes the company's human resources approach, which emphasizes training, development, and performance management to promote from within.
Future Considerations is a global consultancy that develops leaders, strengthens relationships and helps organisations find direction and purpose in complex business environments.
Simply put, we work with our partners to transform their leadership, teams and organisations by applying leading edge thinking to business reality and effect deep personal change as a conduit for organisational change, and vice-versa.
This is a quick powerpoint slide deck of who we are and what we are able to offer. If you’d like to know more contact me at peter@futureconsiderations.com
Building a Performance-Based Culture [webinar 01.10.13]BizLibrary
The document discusses characteristics of high performing organizations based on a presentation from Chris Osborn and Jessica Batz of BizLibrary. It identifies several common factors among high performing organizations and teams, including clear strategies aligned with performance measures, a strong customer focus, effective leadership, well-defined processes and structures, and an empowering culture defined by values like innovation and commitment.
This document discusses how to build and sustain a high-performance organizational culture to drive long-term employee engagement. It defines organizational culture and explains that a high-performance culture has three key components: a clear mission, shared values, and shared accountability. Such a culture provides meaning for employees, guides behaviors, inspires innovation, and provides stability during times of change. The document outlines best practices for developing a high-performance culture, including clarifying the mission and values, assessing the starting culture, communicating and modeling the values, inspiring employees, and aligning practices. Developing an authentic culture requires looking inward and involves the entire organization.
Springfield Chamber Membership Breakfast Spring 2011ebreiten
The document discusses how workplace culture and employee productivity impact business profitability. It notes that employee turnover ranges from 44-60% annually and costs businesses significantly in replacement costs. High performing employees are increasingly likely to leave due to lack of career growth opportunities. The top reasons for employee turnover are lack of career advancement, dislike of work, desire for higher pay, and poor manager relationships. Companies can improve engagement and retention by coaching employees, building trusting relationships, communicating frequently, tying employee goals to business objectives, and creating a culture that reflects stated values. This increases productivity and reduces replacement costs from turnover.
This document discusses aligning an organization's strategy and culture. It outlines three key ways to do this:
1. Aligning shared values, organizational messages, and desired behaviors to drive results. High performing companies clearly communicate their purpose and values throughout the organization.
2. Engaging and enabling employees to enhance performance. Organizations must ensure employees have what they need to do their jobs well and feel supported, not just motivated.
3. Challenging unwritten rules to enable transformation. Leaders must confront unhelpful cultural norms and behaviors internally to drive change.
Sentis is a global business that assists organizations and individuals improve safety, well-being, leadership and performance through applying psychology. They believe the mind is the most important change tool. Sentis partners with clients across many industries to achieve safety, well-being and culture goals through assessment, training, coaching and embedding solutions. They have over 60,000 clients in 22 countries and deliver services in 5 languages focused on safety, health, leadership and organizational development.
1. cret COVER STORY
e
to ps high high
performance performance
culture results
Does your business have the winning edge?
photos by Andrew Sikorski words by Peter Beames
H
igh Performance Culture The desire, drive and commitment to the success that comes with a High
(HPC) is constantly striving deliver quality in everything you do is Performance Culture then the starting
to be the best you can synonymous with successful business’ point is leadership: the ability of the
possibly be. It is about having who have a HPC. business owner and senior management
the vision, the passion and the plan It’s not about luck, it’s more than just to set the example, create the trend, and
to perpetually improve and develop; hard work, it’s all about producing the change the culture.
to constantly be at the forefront of best outcome possible. Such leadership comes naturally and
whatever it is that you do. HPC applies to Some would say that business is driven by the passion and vision to
successful individuals, it certainly applies success comes with a lot of luck, I say achieve best practice standards in your
to successful elite sporting teams, and it the harder you work at something, the industry in everything you do.
definitely applies to successful business. more luck you have. Leadership with passion and vision
Look around at your competitors and The more a business challenges itself will inspire teamwork in your workforce
peers, what separates the star performers to improve, the greater likelihood it will that wants to constantly improve,
from the also rans? More often than produce a different and better result. develop and become the future leaders
not it’s a High Performance Culture. If you want your business to have in your business.
Suite 7, Football House
3-5 Phipps Close, Deakin
T 6282 9500 F 6282 9200
beamesandassociates.com.au
2. COVER STORY
Peter Beames, Director, Beames & Associates James Watt, Director, Beames & Associates David Rae, Director, Beames & Associates
A
t Beames and Associates, having regularly arranging for business luminaries and Anecdotally business’ with a High
a High Performance Culture is consultants to address our staff and challenge Performance Culture achieve results that are at
mandatory. Every staff member on our industry paradigms. least double industry averages.
every job for every client strives to Culturally we target our advice to clients If your business could benefit from
deliver the best possible outcome. to identify their business’ potential as a result implementing a High Performance Culture
In doing so standard approaches are of implementing a High Performance Culture consider the following checklist and identify
challenged through innovation and new and provide guidance on what actions to the steps and actions required to improve
ideas are generated. We train to do this by undertake. your business’ success:
pro-fit corporate health
C
hris Males, founder support network of the group of adds up to living actively for longer
and managing director highly successful people,” says Chris. which is something money can’t
of Pro-Fit Corporate Regular testing is critical to buy,” Chris said.
Health runs a boot monitor progress. Chris says it is well worth
camp at 6.30am every Saturday for “We focus on periodically getting up on a Saturday morning
this close knit group of regional measuring and reducing the at 6:30am to train this group of
business leaders with a High biological age of each member of regional business leaders.
Performance Culture. Chris says the group. We undertake physical “It is an effort, but it’s worth
it’s not hard to keep the group tests and health assessments it. I provide them with direction
motivated. through blood tests to calculate in an area of life where they aren’t
“As individuals they are highly a biological age at the start of experts. In return I benefit greatly
motivated and competitive which a training block. The group from the ideas and suggestions
shows in their training as it does undertakes three to four months of shared by the group in areas where
in most aspects of their lives. But focused training before retesting. each of them are market leaders.
they need stimulus, they need Some guys in the group in their And above all, the banter, the jokes,
variety, they need challenges. And late 40’s and 50’s have biological camaraderie and mateship make it
importantly they thrive in the ages in the low 30’s and 40’s. That a lot of fun,” Chris said.
18
3. cret COVER STORY
e
to ps high performance culture
business owners’ checklist
Do you have a High yes You are off to a great head start
Performance Culture? NO Identify what personal life changes you need to make and consider
engaging a business coach or mentor to assist you
Does your Management yes You have a key ingredient to achieve your business’ potential
Team have a High
Performance Culture? NO Provide HPC training for your management and engage business leaders
as presenters and mentors to assist their development.
Does your business annually
document its vision and a yes Your business has the road map for high performance results
strategic plan that targets NO Undertake a strategic planning process and document a strategic plan
with actions, allocated responsibilities and time frames
industry leading performance?
yes The hard work will contribute to the achievement of high performance
Does your business have business results
a strong work ethic? NO Implement actions to increase and improve the work ethic. If necessary
evolve staff and replace with new employees with the necessary attitude
Do you have a social network
yes You will be constantly stimulated by new ideas you can incorporate in
your business to help achieve High Performance Results
of successful people?
NO Join or organise a business networking group where interesting ideas of
what is driving success can be exchanged
Do you constantly challenge yes Then your team has the High Performance Culture required to
you and your team to constantly improve its results
personally improve your NO Then your business’ performance will most likely plateau or have
business’ performance? plateaued as you and your team are accepting of the status quo
Business’ with a High Performance relationships, their personal affairs. guidance or assistance in implementing a
Culture invariably have an owner with a It’s almost certain that this is why “Success High Performance Culture in your business
High performance Culture in all aspects of breeds Success” and for the high performers the Directors of Beames and Associates
their lives; their sports, their hobbies, their it becomes a habit. Should you require any would be only too pleased to assist you.
To see a YouTube video ‘B2B @ Pro-Fit Peak Suite 7, Football House
Performance Training Session for Beames & 3-5 Phipps Close, Deakin
Associates’ point your smart phone camera T 6282 9500 F 6282 9200
or iPhone QR Code Reader at this QR code. beamesandassociates.com.au