1) The IA Awareness Campaign aimed to improve perceptions of the Internal Audit department at NTUC Income by showing they play an indispensable role and are approachable.
2) The campaign had two phases - a perception survey and photo taking in Phase 1, and distributing personalized cards in Phase 2. Over 100 staff participated.
3) Feedback was positive, with most staff finding it fun and having a better understanding of internal audit. Food, games and souvenirs were suggested for future campaigns.
The annual report summarizes the activities of the Western Research Institute (WRI) in 2015. It discusses changes to the board of directors and staff. It highlights several key research projects completed in areas such as local government, education, economic development, and the environment. It also discusses business development activities including conferences and presentations. Financially, WRI earned $548,000 in income but reported a $26,852 deficit due to staff payouts and strategic review costs, though the overall financial position remains positive. The report concludes by noting a major strategic business review was undertaken in 2015 to inform WRI's future business strategy.
Este documento presenta el segundo periodo de apropiación y uso de la tecnología. Describe las competencias y indicadores de desempeño relacionados con el uso responsable y eficiente de recursos naturales, el mantenimiento adecuado de artefactos tecnológicos, el ensamblaje de sistemas siguiendo instrucciones y la realización de mediciones usando instrumentos tecnológicos.
This document provides information about an environmental project called "Plastics vs Planet" carried out by students from Clementi Primary School in Singapore. It includes the names and contact information of the school leader and mentor teacher. It then lists the names, ages, and grades of the 5 students involved in the project. The project aims to educate younger students about reducing plastic waste and building a sculpture from recycled bottles. It details the plans for a presentation and sculpture, challenges faced in obtaining recycling bins, and intentions to reward younger students for contributing bottles to complete the sculpture. The students hope to make a positive difference on their environmental cause despite not fully implementing plans yet.
This resume is for Rakesh Kumar, who has a diploma in mechanical engineering and is currently working as a supervisor at ANTRIKSH INDIA GROUP in Noida. He has over 2 years of work experience in production at Bajaj Motors Ltd. His objective is to use his technical and innovative skills for organizational and self-growth while handling responsibilities with sincerity and diligence.
Indian markets rose about 1% on Friday recovering from losses in the previous session. Markets are still up over 10% for the year due to foreign investor purchases. However, caution remains over the timing of interest rate cuts. Asian stocks are mixed today with Chinese stocks down on growth concerns while Japanese exporters are up. The Indian markets are expected to have a flat opening tracking uncertain Asian markets.
The annual report summarizes the activities of the Western Research Institute (WRI) in 2015. It discusses changes to the board of directors and staff. It highlights several key research projects completed in areas such as local government, education, economic development, and the environment. It also discusses business development activities including conferences and presentations. Financially, WRI earned $548,000 in income but reported a $26,852 deficit due to staff payouts and strategic review costs, though the overall financial position remains positive. The report concludes by noting a major strategic business review was undertaken in 2015 to inform WRI's future business strategy.
Este documento presenta el segundo periodo de apropiación y uso de la tecnología. Describe las competencias y indicadores de desempeño relacionados con el uso responsable y eficiente de recursos naturales, el mantenimiento adecuado de artefactos tecnológicos, el ensamblaje de sistemas siguiendo instrucciones y la realización de mediciones usando instrumentos tecnológicos.
This document provides information about an environmental project called "Plastics vs Planet" carried out by students from Clementi Primary School in Singapore. It includes the names and contact information of the school leader and mentor teacher. It then lists the names, ages, and grades of the 5 students involved in the project. The project aims to educate younger students about reducing plastic waste and building a sculpture from recycled bottles. It details the plans for a presentation and sculpture, challenges faced in obtaining recycling bins, and intentions to reward younger students for contributing bottles to complete the sculpture. The students hope to make a positive difference on their environmental cause despite not fully implementing plans yet.
This resume is for Rakesh Kumar, who has a diploma in mechanical engineering and is currently working as a supervisor at ANTRIKSH INDIA GROUP in Noida. He has over 2 years of work experience in production at Bajaj Motors Ltd. His objective is to use his technical and innovative skills for organizational and self-growth while handling responsibilities with sincerity and diligence.
Indian markets rose about 1% on Friday recovering from losses in the previous session. Markets are still up over 10% for the year due to foreign investor purchases. However, caution remains over the timing of interest rate cuts. Asian stocks are mixed today with Chinese stocks down on growth concerns while Japanese exporters are up. The Indian markets are expected to have a flat opening tracking uncertain Asian markets.
This resume is for Rakesh Kumar, who has a diploma in mechanical engineering and is currently working as a supervisor at ANTRIKSH INDIA GROUP in Noida. He has over 2 years of work experience in production at Bajaj Motors Ltd. His objective is to use his technical and innovative skills for organizational and self-growth while handling responsibilities with sincerity and diligence.
This document contains an agenda for the LEAP into LITERACY II conference taking place on October 1, 2011 from 8:15 AM to 12:45 PM at the Armstrong Center in Savannah, GA. The agenda includes:
- Check-in and registration from 8:15-8:45 AM followed by breakfast and an introduction from 9:00-9:45 AM.
- A guest speaker, Bryan Marshall, will present on "Multi-Genre, Multi-Media Reading & Writing" from 9:00-10:00 AM.
- There will be two breakout sessions, Session A from 10:30-11:30 AM and Session B from 11:45-
This doctoral dissertation from Vilnius Gediminas Technical University investigates the efficient implementation of lattice-ladder multilayer perceptrons (LLMLPs) in field programmable gate arrays (FPGAs) for real-time intelligent systems such as speech recognition. The dissertation develops an optimization technique for implementing LLMLPs on FPGAs based on specialized efficiency criteria. It also develops and analyzes optimized FPGA intellectual property cores for feature extraction and comparison in a Lithuanian speech recognizer. Experimental tests evaluate the accuracy and speed of the speech recognizer using the developed LLMLP cores under different conditions.
When editing documents there are various rules that you want your content authors to follow, such as grammar rules, document structure guidelines, business requirements, style preferences, or rules for the generated output. To enforce these rules, companies often use grammar checking apps, custom schemas or best practice guides. For content authors, there are usually too many rules to remember them all when writing content. The best approach for this challenge is to signal the user when a rule violation is detected and offer suggestions to help them solve possible rule problems and maintain integrity in their documentation.
Covered topics:
- Guiding users to choose the correct markup in certain situations
- Imposing a set of business rules
- Identifying potential problems in generated output
- Solutions for fixing the signaled rule violations
Este documento describe las diferencias entre hardware y software, y explica las partes principales de una computadora personal, incluyendo la motherboard, microprocesador, memoria, disco duro, tarjetas de video, sonido, red y módem. También describe los periféricos de entrada como teclados y mouse, periféricos de salida como impresoras, y periféricos de entrada/salida como modems. En conclusión, todos los elementos de una computadora interactúan para permitir el procesamiento y manejo de información.
This document discusses challenges to literacy and reading culture in Zambia. It analyzes how language policies have contributed to low literacy levels by introducing English too early in schools. It also cites lack of reading materials, teachers, and libraries as barriers. The author establishes that their experience running literacy programs shows introducing local languages earlier and establishing school/community libraries with books improves reading abilities. The proposed "Let's Read Zambia" campaign aims to overcome challenges by setting up libraries with reading materials in local languages to develop a strong reading culture.
El reciclaje es el proceso de reutilizar partes o elementos desechados de un artículo después de un proceso de tratamiento para que puedan usarse nuevamente, a pesar de haber llegado al final de su vida útil original. Reciclar ayuda a reducir los costos de eliminación de basura y a ahorrar recursos como energía, petróleo y árboles. Los residuos domésticos se separan en contenedores de diferentes colores según su tipo: amarillo para envases, azul para papel y cartón, y verde para vidrio
Creating digital tools for mental wellbeing and employment support: pre-alpha...Department of Health
This slide-deck reports on the second phase user research and testing. It presents refined design briefs that can be used to inform future alpha stages and design of a future service. These are themed according to the three core user groups identified in the first phase:
(i) finding work
(ii) in and out of work
(iii) managing work.
Here are some tips for communicating bad news to the media in a sensitive way:
- Be upfront and honest. Don't try to hide or downplay the bad news. Journalists will find out the full story eventually.
- Have all the facts straight before speaking to reporters. Make sure you understand the situation fully so you can answer questions knowledgeably.
- Designate one spokesperson to communicate with the media. Having multiple people sharing different messages will cause confusion.
- Express empathy and concern. Acknowledge how the news may affect people and convey your sympathy. This builds trustworthiness.
- Don't speculate or admit fault prematurely. Stick to the facts unless an investigation is complete. Own
The current economic slowdown has made it increasingly difficult for
companies to reward their employees with raises in salary and bonuses.
Corporations can no longer only rely on augmenting employee
compensation to retain experienced and engaged employees. Companies
may, however, overcome this challenge by implementing an effective
recognition program. Yet opinions differ concerning the ideal elements of a
recognition program. For example, programs vary widely in both the
number and type of award items offered. Determining the optimal
elements of a recognition program can help companies more effectively
increase employee engagement and company loyalty without relying on
increasing salary and bonuses.
In 2010, we (researchers at The Cicero Group) were commissioned by OC
Tanner to identify the characteristics of an employee recognition program
that cause an employee to feel most appreciated by their employer. We
conducted a rigorous study to specifically answer three key questions: (1)
To what degree, if at all, do award items contribute to the recognition
experience? (2) What is the ideal number of award items to choose from?
(3) Do award items create a better recognition experience than their cash
equivalent?
In this paper we will demonstrate that award items not only contribute to
the recognition experience, but are perhaps the most critical element in
helping employees feel appreciated. We also show that too many award
choices in a catalog can detract from the experience, and that the ideal
number is likely in the range of 100 to 500 items. Lastly, we present our
findings which suggest that awards create longer lasting feelings of being
appreciated than cash. We show that because of the fleeting nature of a
cash award, more than half of employees feel more appreciated by
receiving an award item than by receiving cash.
This presentation includes Altimeter Group research first shared in two previously published artifacts. We are publishing this research in the form of a PowerPoint presentation so that you can use and share our Open Research within your own presentations. The quotes in this presentation are from social strategists and executives interviewed for the e-book, The Seven Success Factors of Social Business Strategy (available at: http://bit.ly/7-success-factors). The data charts in this presentation are from the report, The State of Social Business 2013: The Maturing of Social Media into Social Business (available at: http://bit.ly/ssb-2013). Data is based on Altimeter Group’s annual survey of social strategists and executives, from 2010-2013.
The document discusses a project conducted by the YMCA to better understand how staff view the organization's mission and cause through qualitative interviews. It involved interviewing over 130 staff members using a set of questions to understand their passion for the cause, how the cause impacts their work and life, and how the organization can better live out and communicate its cause. The emerging themes found staff to be passionate about the cause but saw a divide between the cause and the business aspects of the organization. It recommended increasing intentional communication about the cause across all levels of staff and using the qualitative findings to better define a collective mission.
The consulting team conducted interviews at the American Red Cross to address low employee morale. They found that a shift to a more corporate, metrics-driven culture conflicted with the humanitarian mission and created ambiguity. Recommendations included communicating the mission, increasing volunteer recruitment, standardized training, and redefining rewards to recognize both hard and soft performance. Short term fixes included communicating the mission and developing quick trainings, while long term strategies involved establishing strategic approaches, investing in employee development, and allocating more resources to recruiting.
The Diagonal Thinking Self-Assessment - Second Year Progress ReportThink Ethnic
The document provides information on the second year progress report of the Diagonal Thinking Self-Assessment tool. Over 11,000 people have registered for the assessment since its launch in 2008, with around 55% completing it. In the second year, there was an increase in under-25s, students, unemployed individuals, and those from non-white backgrounds taking the assessment compared to the first year. The assessment identifies 'Diagonal Thinkers' who display both linear and lateral thinking abilities. Feedback found the tool was useful for career guidance, especially among under-25s, though recruitment staff in advertising agencies could make better use of the assessment.
"We have met the enemy and he is us". Advancing the conversation on the futur...negriff
This document summarizes the findings of a survey of over 200 communication professionals regarding leadership characteristics for the communication profession. The survey found:
1) As a profession, in functions, and as individuals, respondents were furthest from having a deep understanding of their businesses and a single strategic view, and closest to building relationships and being collaborative.
2) The profession requires more mentoring, coaching and education to develop leadership skills, while functions need common understanding and leadership.
3) Individuals feel close to leadership goals but seek understanding and resources from functions and the profession before taking responsibility for the profession's future.
IPSC - Institute for Political and Sociological Consulting, www.ipsc.am
Why is the RESEARCH is a new «urgency»? , Barriers to Using Research , The Role of Research in PR/Communications , Types of Researches , From Data Collection to Analytics , Some practicalities with data , Literature references to take home
How To Structure A Paragraph In An Academic EssaySusan Cox
The document provides instructions for creating an account, submitting a paper writing request, and receiving assistance from HelpWriting.net. Users first create an account by providing a password and email. They then complete an order form with instructions, sources, and deadline. Writers bid on the request, and the user chooses a writer based on qualifications. The writer completes the paper and users can request revisions until satisfied.
PoliteMail Software surveyed global internal communications professionals to learn more about their challenges and tools they use to measure results of employee engagement.
Maria Galindo created a highly successful customer advocacy program at Apptio that generated a "movement" of passionate customer advocates. She achieved this by focusing on making an emotional connection with customers and giving them opportunities to build their social capital and tell their stories. Her program included initiatives like customer onboarding, networking opportunities, and amplifying customer stories across multiple channels. It resulted in an 86% onboarding rate for advocates and generated a wealth of positive customer content that helped grow Apptio's business.
The document describes Grow Marion, a nonprofit organization seeking to legalize alcohol sales in restaurants seating at least 50 people in Marion, KY. The purpose is to educate people about alcohol policy through a pragmatic campaign. Volunteering opportunities are available to gain experience in political and social organizing. The program being developed uses Nationbuilder, Canvasser, and Facebook seamlessly to organize the campaign and drive traffic to digital materials. It addresses issues like driving online traffic, uses paid Facebook ads, and imports voter data to identify supporters.
This resume is for Rakesh Kumar, who has a diploma in mechanical engineering and is currently working as a supervisor at ANTRIKSH INDIA GROUP in Noida. He has over 2 years of work experience in production at Bajaj Motors Ltd. His objective is to use his technical and innovative skills for organizational and self-growth while handling responsibilities with sincerity and diligence.
This document contains an agenda for the LEAP into LITERACY II conference taking place on October 1, 2011 from 8:15 AM to 12:45 PM at the Armstrong Center in Savannah, GA. The agenda includes:
- Check-in and registration from 8:15-8:45 AM followed by breakfast and an introduction from 9:00-9:45 AM.
- A guest speaker, Bryan Marshall, will present on "Multi-Genre, Multi-Media Reading & Writing" from 9:00-10:00 AM.
- There will be two breakout sessions, Session A from 10:30-11:30 AM and Session B from 11:45-
This doctoral dissertation from Vilnius Gediminas Technical University investigates the efficient implementation of lattice-ladder multilayer perceptrons (LLMLPs) in field programmable gate arrays (FPGAs) for real-time intelligent systems such as speech recognition. The dissertation develops an optimization technique for implementing LLMLPs on FPGAs based on specialized efficiency criteria. It also develops and analyzes optimized FPGA intellectual property cores for feature extraction and comparison in a Lithuanian speech recognizer. Experimental tests evaluate the accuracy and speed of the speech recognizer using the developed LLMLP cores under different conditions.
When editing documents there are various rules that you want your content authors to follow, such as grammar rules, document structure guidelines, business requirements, style preferences, or rules for the generated output. To enforce these rules, companies often use grammar checking apps, custom schemas or best practice guides. For content authors, there are usually too many rules to remember them all when writing content. The best approach for this challenge is to signal the user when a rule violation is detected and offer suggestions to help them solve possible rule problems and maintain integrity in their documentation.
Covered topics:
- Guiding users to choose the correct markup in certain situations
- Imposing a set of business rules
- Identifying potential problems in generated output
- Solutions for fixing the signaled rule violations
Este documento describe las diferencias entre hardware y software, y explica las partes principales de una computadora personal, incluyendo la motherboard, microprocesador, memoria, disco duro, tarjetas de video, sonido, red y módem. También describe los periféricos de entrada como teclados y mouse, periféricos de salida como impresoras, y periféricos de entrada/salida como modems. En conclusión, todos los elementos de una computadora interactúan para permitir el procesamiento y manejo de información.
This document discusses challenges to literacy and reading culture in Zambia. It analyzes how language policies have contributed to low literacy levels by introducing English too early in schools. It also cites lack of reading materials, teachers, and libraries as barriers. The author establishes that their experience running literacy programs shows introducing local languages earlier and establishing school/community libraries with books improves reading abilities. The proposed "Let's Read Zambia" campaign aims to overcome challenges by setting up libraries with reading materials in local languages to develop a strong reading culture.
El reciclaje es el proceso de reutilizar partes o elementos desechados de un artículo después de un proceso de tratamiento para que puedan usarse nuevamente, a pesar de haber llegado al final de su vida útil original. Reciclar ayuda a reducir los costos de eliminación de basura y a ahorrar recursos como energía, petróleo y árboles. Los residuos domésticos se separan en contenedores de diferentes colores según su tipo: amarillo para envases, azul para papel y cartón, y verde para vidrio
Creating digital tools for mental wellbeing and employment support: pre-alpha...Department of Health
This slide-deck reports on the second phase user research and testing. It presents refined design briefs that can be used to inform future alpha stages and design of a future service. These are themed according to the three core user groups identified in the first phase:
(i) finding work
(ii) in and out of work
(iii) managing work.
Here are some tips for communicating bad news to the media in a sensitive way:
- Be upfront and honest. Don't try to hide or downplay the bad news. Journalists will find out the full story eventually.
- Have all the facts straight before speaking to reporters. Make sure you understand the situation fully so you can answer questions knowledgeably.
- Designate one spokesperson to communicate with the media. Having multiple people sharing different messages will cause confusion.
- Express empathy and concern. Acknowledge how the news may affect people and convey your sympathy. This builds trustworthiness.
- Don't speculate or admit fault prematurely. Stick to the facts unless an investigation is complete. Own
The current economic slowdown has made it increasingly difficult for
companies to reward their employees with raises in salary and bonuses.
Corporations can no longer only rely on augmenting employee
compensation to retain experienced and engaged employees. Companies
may, however, overcome this challenge by implementing an effective
recognition program. Yet opinions differ concerning the ideal elements of a
recognition program. For example, programs vary widely in both the
number and type of award items offered. Determining the optimal
elements of a recognition program can help companies more effectively
increase employee engagement and company loyalty without relying on
increasing salary and bonuses.
In 2010, we (researchers at The Cicero Group) were commissioned by OC
Tanner to identify the characteristics of an employee recognition program
that cause an employee to feel most appreciated by their employer. We
conducted a rigorous study to specifically answer three key questions: (1)
To what degree, if at all, do award items contribute to the recognition
experience? (2) What is the ideal number of award items to choose from?
(3) Do award items create a better recognition experience than their cash
equivalent?
In this paper we will demonstrate that award items not only contribute to
the recognition experience, but are perhaps the most critical element in
helping employees feel appreciated. We also show that too many award
choices in a catalog can detract from the experience, and that the ideal
number is likely in the range of 100 to 500 items. Lastly, we present our
findings which suggest that awards create longer lasting feelings of being
appreciated than cash. We show that because of the fleeting nature of a
cash award, more than half of employees feel more appreciated by
receiving an award item than by receiving cash.
This presentation includes Altimeter Group research first shared in two previously published artifacts. We are publishing this research in the form of a PowerPoint presentation so that you can use and share our Open Research within your own presentations. The quotes in this presentation are from social strategists and executives interviewed for the e-book, The Seven Success Factors of Social Business Strategy (available at: http://bit.ly/7-success-factors). The data charts in this presentation are from the report, The State of Social Business 2013: The Maturing of Social Media into Social Business (available at: http://bit.ly/ssb-2013). Data is based on Altimeter Group’s annual survey of social strategists and executives, from 2010-2013.
The document discusses a project conducted by the YMCA to better understand how staff view the organization's mission and cause through qualitative interviews. It involved interviewing over 130 staff members using a set of questions to understand their passion for the cause, how the cause impacts their work and life, and how the organization can better live out and communicate its cause. The emerging themes found staff to be passionate about the cause but saw a divide between the cause and the business aspects of the organization. It recommended increasing intentional communication about the cause across all levels of staff and using the qualitative findings to better define a collective mission.
The consulting team conducted interviews at the American Red Cross to address low employee morale. They found that a shift to a more corporate, metrics-driven culture conflicted with the humanitarian mission and created ambiguity. Recommendations included communicating the mission, increasing volunteer recruitment, standardized training, and redefining rewards to recognize both hard and soft performance. Short term fixes included communicating the mission and developing quick trainings, while long term strategies involved establishing strategic approaches, investing in employee development, and allocating more resources to recruiting.
The Diagonal Thinking Self-Assessment - Second Year Progress ReportThink Ethnic
The document provides information on the second year progress report of the Diagonal Thinking Self-Assessment tool. Over 11,000 people have registered for the assessment since its launch in 2008, with around 55% completing it. In the second year, there was an increase in under-25s, students, unemployed individuals, and those from non-white backgrounds taking the assessment compared to the first year. The assessment identifies 'Diagonal Thinkers' who display both linear and lateral thinking abilities. Feedback found the tool was useful for career guidance, especially among under-25s, though recruitment staff in advertising agencies could make better use of the assessment.
"We have met the enemy and he is us". Advancing the conversation on the futur...negriff
This document summarizes the findings of a survey of over 200 communication professionals regarding leadership characteristics for the communication profession. The survey found:
1) As a profession, in functions, and as individuals, respondents were furthest from having a deep understanding of their businesses and a single strategic view, and closest to building relationships and being collaborative.
2) The profession requires more mentoring, coaching and education to develop leadership skills, while functions need common understanding and leadership.
3) Individuals feel close to leadership goals but seek understanding and resources from functions and the profession before taking responsibility for the profession's future.
IPSC - Institute for Political and Sociological Consulting, www.ipsc.am
Why is the RESEARCH is a new «urgency»? , Barriers to Using Research , The Role of Research in PR/Communications , Types of Researches , From Data Collection to Analytics , Some practicalities with data , Literature references to take home
How To Structure A Paragraph In An Academic EssaySusan Cox
The document provides instructions for creating an account, submitting a paper writing request, and receiving assistance from HelpWriting.net. Users first create an account by providing a password and email. They then complete an order form with instructions, sources, and deadline. Writers bid on the request, and the user chooses a writer based on qualifications. The writer completes the paper and users can request revisions until satisfied.
PoliteMail Software surveyed global internal communications professionals to learn more about their challenges and tools they use to measure results of employee engagement.
Maria Galindo created a highly successful customer advocacy program at Apptio that generated a "movement" of passionate customer advocates. She achieved this by focusing on making an emotional connection with customers and giving them opportunities to build their social capital and tell their stories. Her program included initiatives like customer onboarding, networking opportunities, and amplifying customer stories across multiple channels. It resulted in an 86% onboarding rate for advocates and generated a wealth of positive customer content that helped grow Apptio's business.
The document describes Grow Marion, a nonprofit organization seeking to legalize alcohol sales in restaurants seating at least 50 people in Marion, KY. The purpose is to educate people about alcohol policy through a pragmatic campaign. Volunteering opportunities are available to gain experience in political and social organizing. The program being developed uses Nationbuilder, Canvasser, and Facebook seamlessly to organize the campaign and drive traffic to digital materials. It addresses issues like driving online traffic, uses paid Facebook ads, and imports voter data to identify supporters.
Turning Shopper Insights into company-wide MemesTom De Ruyck
Dannon disrupted traditional shopper research by engaging shoppers in an online community to gain insights. They captured shoppers' journeys over 4 weeks through mobile ethnography. This generated vast data. To increase impact, Dannon presented findings interactively and had executives explore observations. However, Dannon felt potential was unused. So they developed an "Insight Activation Studio" mobile platform to spread insights throughout the company. Employees share observations and ideas on "Inspiration Walls" to further develop insights into "memes" that trigger meaningful actions.
Running head CHICK-FILL-A ACTION PLAN 1CHICK-FILL-A ACTIO.docxsusanschei
Running head: CHICK-FILL-A ACTION PLAN
1
CHICK-FILL-A ACTION PLAN
2
Chick-fil-A Action Plan
Chick-fil-A Action Plan
The Chick-fil-a organization hired Team C as consultants to address needs this organization feels needs resolving. Team C was able to develop a project plan that will address the needs of this organization. Team C created an action plan to help the organization better understand the process of the project plan. In this action plan summary, Team C will discuss the data collection process, the different measures used to for the action plan, taking the data collection and converting into monetary value. Team C will discuss how to take all this information and utilized it terms of training and development for Chick-fil-A.
Data Collection
Collecting data for the project is done to assess how well the project is meeting, or has met the stated goals and objectives. According to Shays (2005), “Data collection is a delaying tactic to decide where to begin" (pg1) There are multiple ways to collect the data including questionnaires, surveys, interviews, and focus groups are types of data collection that require human interaction. Collection methods would be ideal in helping the project team evaluate the differences in customer service, before and after the training. Measurement tests, simulations, and observation are a few other ways for the researchers to collect data. Measurement tests, simulations, and observation are meant to evaluate the depth of the employees learning or practical application of the skills taught as a part of the training program. This is ideal for Chik-fil-A’s training program evaluation. Project teams must research each data collection method to ensure they have selected the best methods of collecting the data for their project, so they are able to properly assess the project's performance (Phillips et al., 2015).
Methods for Data Collection
To ensure project success, the consultant will utilize different data collecting methods. The consultants will conduct interviews with top management to gather input at the reaction level. These interviews will provide a clear understanding of how main stockholders and top management perceive the project, how useful do they believe it will be and how effective do they perceive the chosen communication methods. Feedback on the reaction level is essential to ensure customer satisfaction.
Data collection for the learning level will consist of a small survey given to the trainees. A small survey with mainly close-ended questions will provide information on how the new training program skills are received. Addressing the learning objective will be key in knowing if the trainees understand the new tools and if the learning process is being effective.
Application and implementation level are to measure the various times during the project. Prior every location manager is trained, they will be provided with an action plan with step by steps instructions on h ...
1) The document discusses the importance of having a strong employer brand for attracting and retaining top talent as reflected by lower staff turnover rates.
2) It describes a panel discussion where internal communicators shared their views on developing employer brands and the role of internal communication teams in bringing the brand to life.
3) The panel stressed that developing an employer brand requires collaboration across departments and buy-in from senior leadership, and internal communicators should advocate to CEOs about the importance of actively managing their company's employer brand.
Public Relations and Communications - A Child Advocacy Center's Journey to Ca...Rebecca Gordon
The document summarizes the journey of Missouri KidsFirst in developing their public relations and communications strategies over time. It outlines a 5 step process for other child advocacy centers to plan and build their communications capacities, including: 1) assessing their current situation, 2) defining goals and objectives, 3) developing a strategic plan and budget, 4) determining appropriate communications tactics, and 5) establishing measurements and refining their approach based on results. The presentation provides advice on conducting research, branding, messaging, storytelling, budgeting, collaborations, and evaluating outcomes.
1) The document discusses the importance of having a strong employer brand for attracting and retaining top talent as reflected by lower staff turnover rates.
2) It describes a panel discussion where internal communicators shared their views on developing employer brands and the role they can play in bringing the brand to life both internally and externally.
3) Key topics from the discussion included the importance of managing employer brands online through sites like Glassdoor, ensuring leadership buy-in for the employer brand strategy, and using metrics like cost per hire and attrition rates to measure the impact of the brand.
Similar to IA Awareness Campaign 2015_Project Evaluation Report (20)
2. 2
IA Awareness Campaign 2015
[Introduction & Context]
Internal Audit (“IA”) has typically been viewed in a less-than-ideal light in many organizations, NTUC
Income (“Income”) being no exception. Common stereotypes include the notion of internal auditors
being annoying policemen, just waiting to catch others in the midst of their mistakes, and persistently
wanting to find fault with the way things are currently done even when it seems fine. However, IA is
definitely more than just an in-house police department and its role in Income goes beyond policing.
Setting out to improve this undesirable and inaccurate view of IA, the Awareness Campaign was
conceived in 2014 to work toward this. It was envisioned that through this campaign, the staff
throughout Income will appreciate the indispensable role that internal auditors play in ensuring the
organization is operationally healthy, and also that better working relationships will be built with the
staff outside of IA as they come to realize that internal auditors are actually an approachable lot.
[Objectives of Campaign]
The IA Awareness Campaign had 2 main goals, summarized under IA – Indispensable & Approachable.
The first goal was for the staff of Income not from IA to gain a greater appreciation and awareness of
IA’s critical contribution to Income’s operations. The end state is for these staff to know that IA staffs
actually play an indispensable role in keeping the organization in good operational health.
The second goal was to improve personal and working relations between staffs of IA and other
departments. Through engaging in the activities designed, staff would hopefully have fun together and
establish or deepen friendships in the process.
[Overview of Strategy]
An initial presentation proposing 6 brainstormed ideas or activities was made. Following that, one was
chosen and adapted to drive home the key message that internal auditors in Income are not only
indispensable to ensuring effective functioning of Income’s operations, but also an approachable lot,
both in and outside of work.
3. 3
The strategy concept was to carry out the campaign in two phases – the first phase involving an initial
perception survey coupled with photo taking, and the second phase entailing distribution of
personalized IA Awareness Campaign cards followed by administering a simple feedback survey.
The expenditure for this campaign was kept under $50.
[Phase One]
In Phase One of the IA Awareness Campaign, the campaign coverage1
spanned most departments in
Bras Basah HQ as well as Harbourfront Center. Through the creation of a movement chart for all the IA
staffs, each of them got to involve themselves in the campaign at one point or other. Two key elements
for Phase One were created, namely the voting board and the photo frame.
Voting Board
Which occupation below
resembles Internal Auditors
the most?
Grab a sticker,
take your vote!
#IAawarenessprogram2015
A voting board was created to encourage easy and light-hearted participation from the non-IA staffs. As
seen above, the two A4-sized printouts were pasted onto a corrugated board. The IA staff would carry
the board around and armed with stickers, invited the non-IA staff to do a very quick perception survey
on which of the four following occupations (fireman, doctor, policeman, repairman) resembled internal
auditors in Income the most, in their view. The expectation was that the policeman would be most
popularly voted for, with little votes for the other occupations, especially the doctor.
1
At Bras Basah HQ, we reached out to Branch Services (BS), Office Services (OS), Group & Health (GH), Information Management (IM), Personal
Lines (PL), Legal (LG), Finance (FN), Actuarial (AT), Compliance (COM), Corporate Office (CO), Marketing (MK), Corporate Social Responsibility
(CSR) and Human Resources (HR).
At Harbourfront, we reached out to Life Insurance (LI), Motor Insurance (MT), Office Services (OS) and Information Management (IM).
4. 4
Additionally, a photo frame (above) titled “Internal Auditors … Friends or Foes?” and five props
following the then-popular and friendly theme of “minions” and was created to facilitate a fun time of
photo taking between staff of IA and non-IA departments. Photos taken during Phase One would then
form part of a card and be printed out and distributed during Phase Two.
Chocolates were also purchased and given out during Phase One as an act of goodwill and to thank the
other staff for their sportiness in participation in Phase One of the campaign.
Overall, 101 photos were taken with non-IA staff and many more took part in the perception survey.
Some of the highlights are included above. The post-campaign voting board is shown below.
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As expected, we observed that many actually
voted for the occupation of policeman, some
without even giving it a second thought!
Interestingly, we noted that there were many
votes for the occupation of doctor – many
more than we expected (just a handful)! This
was particularly heartening as it showed that
there were many non-IA staffs who actually
knew and appreciated this positive aspect of
IA’s role. Hearing from some of them mention
phrases like “You guys diagnose our problems
and advise us!” was also very encouraging.
Lastly, there were a few unconventional
responses such as placing the sticker in the
center or even at the side. When curiously
asked for an elaboration for such a choice,
some of them felt that internal auditors play a
mix of all four roles from time to time and thus
he couldn’t decide. Another staff felt that
internal auditors ought to focus on prevention
rather than merely cure in their jobs.
Based on the voting results, almost
half (48%) of Income staffs we
surveyed felt that IA most resembled
policemen, similar to our
expectations of what people thought
about IA. Surprisingly, there were a
sizeable number (33%) who believed
IA was like a doctor.
This demonstrates that in the eyes of
other Income staffs, IA has its merits
and plays an important role. It was
an unexpected takeaway and a great
encouragement to the IA team.
6. 6
Photo Frame & Props
The photo frame and props designs were well-received, capitalizing on the current trend of “Minions”.
They elicited positive responses such as “cute” and “interesting”, and also made others curious about
our campaign as we passed by.
The photo frame was hand-made using
corrugated cardboard and cutting materials.
The designs were taken from online images
and printed on 250gsm paper before
attaching onto the frame. The props were
printed out and laminated to ensure
durability.
“Internal Auditors … Friends or Foes?” was
the tagline created to generate interest about
IA in a fun manner and encourage people to
contemplate IA’s role in Income. The yellow
and purple minions aptly reflected the “friend”
and “foe” roles respectively.
Internal Audit’s abbreviation “IA” was spun-off
creatively to stand for “Indispensable &
Approachable” and “Irritating & Annoying” for two
of our props. Many staff had fun using these props.
To portray a friendy image of IA, the phrase “Your
friendly neighborhood spiderman auditor” was
created and made into a prop, taking inspiration
from the quote in the movie Spider-Man.
[Phase Two]
For Phase Two of the campaign, we compiled all the photos and posters and liaised with Office Services
at Harbourfront Center for high-quality color printing on thick 250gsm A4-sized paper. The papers were
cut into A5 size and manually folded into A6 cards (see below for sample). Finally, they were given out to
every staff member who took photo(s) in Phase One as a personalized IA Awareness Campaign card.
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The personalized card consisted of 4 key elements.
One, a self-designed “What people think I do vs What I really do” poster on the front. The inspiration for
this came from 9gag, a popular website with young people these days and where many memes such as
this can be found. We felt that expressing the IA awareness message through such a medium would be
amusing and casual, and really capture the attention of readers.
Two, a stethoscope-themed poster from the IIA (Institute of Internal Auditors) website on the back. This
formalizes and clearly spells out our IA awareness message in the event that readers do not fully get it
yet after reading through the rest of the card.
Three, a standardized message from the IA team to thank the staff who participated.
Fourth, the photo taken during Phase One. This would hopefully entice the non-IA staff to hold onto this
unique and personalized card as a souvenir from their participation in the campaign, and from time to
time when they look at it, they will be reminded of our IA awareness message.
Through Phase Two of the campaign, we shared with the non IA staff that IA plays an often-overlooked
role of an Indispensable and Approachable doctor, by performing periodic reviews on organizational
health and keeping Income “healthy”. Similar to health checkups that might not always be pleasant or
enjoyable, audits done by IA are always necessary in the long run in helping to improve the control
processes in different departments, such that Income operates efficiently and optimally as a whole.
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At the end, to facilitate reflection and learning from this year’s
campaign, a quick feedback survey (below) was administered to
identify the responses participants had towards our activities.
[Results of Feedback Survey]
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Compiling the 75 responses gathered from the post-campaign feedback survey (not 100% as some were
away or out of office then), we have the following observations to highlight:
1. All of the respondents found the campaign a fun one, with about 60% of responses saying it was
a little fun and 40% saying it was lots of fun. This was good as it was a key objective of the
campaign – not just to put forth the message in a serious and un-engaging manner but to get
people hyped up and interested to know more.
2. When asked about the improvement in understanding of what IA does at the end of the
campaign, approximately 50% of respondents said they understand a little better, 40% a lot
better, and 10% not really or not at all. However, we note that many of the apparent negative
responses were actually qualified and these respondents meant that they already had a right or
fairly accurate understanding of what IA does, and thus the campaign did not add too much
value for them in this sense. Nevertheless, as seen from the results of the first question, they
had fun participating in the activities.
3. Food and games seemed to be the top 2 picks for respondents when they were asked to think
about what they would like to see in next year’s campaign, with souvenirs following close
behind. This would be good for next year’s team organizing the campaign to keep in mind.
4. 10 comments were given, with 2 being suggestions for improvement and the other 8 being
affirmation.
[Learning Points]
Looking back at the fruits of this year’s campaign, we have identified a few key learning points that could
prove useful for next year’s campaign or a similar awareness outreach program.
1. As our campaign involves a great measure of personal interaction between the IA staff and
other staff, the IA staff would have to be unafraid to approach others and initiate conversation.
2. The activities of choice need to be minimally intrusive and time-consuming to incentivize the
non-IA staff to participate. This aspect of convenience should be clearly conveyed to the non-IA
staff from the get-go (such as by telling them it is a quick 30-seconds survey or voting).
3. As Phase One and Two of the campaign were tightly linked (the perception survey and the card),
the four images used should ideally be congruent to avoid confusion.
4. The survey form design can be tweaked to be avoid misleading survey participants. Tick boxes
created for question c) caused some participants to only tick one option rather than ranking all
four options given, which was the original intention. A possible improvement is to make the
keyword “rank” explicit such as through bolding it.
5. Every member of the IA team was involved in the campaign to some extent. This is good as the
involvement allows the permanent staff to feel that this is more than just a project tasked to
interns, but it is really a department effort.
6. The IA team could be better prepared in explaining why we are having the campaign, and being
able to communicate the awareness message in an easy-to-understand way for non-IA staff.
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7. Different staff have different levels of prior understanding and past interaction with the IA
department. Therefore, one size may not fit all when it comes to selecting the strategy to
increase awareness. If possible, a brief audience analysis should be done to predict the likely
response of the staff the IA team intended to approach.
8. Currently, most of the IA staff approached other staff they already knew. However, this partially
defeats the purpose of the awareness campaign, which was to get the IA staff to establish new
connections with other staff. It would have been even better if the IA staff could be bolder in
approaching staff they do not know.
9. The Tampines center was left out of the campaign participation due to a lack of time to attend
to it, with the other tasks at hand for the IA team. Possibly, a day or two could be specially
carved out for the IA team to focus on the campaign efforts.
10. There was positive bonding with managers from other departments and we believe that this
campaign has left a different and positive impression on most of them about IA.
[Conclusion]
The fruits of our Awareness Campaign were seen in around 100 staff getting the chance to hear more
about what IA is really like from the IA team, and also have some fun and laughter together.
We have enjoyed the process of being involved in the IA Awareness Campaign 2015 from cradle to grave
immensely. It has allowed us to work and interact with multiple parties across Income and given us a
fresh and novel way to contribute to the IA department as interns. We sincerely hope that our efforts
have made a positive difference in improving the perceptions of non-IA staff towards the IA department
of Income, and trust that the phrase “Indispensable & Approachable” will be one that is here to stay.
We would like to thank Ms Goh for giving us the opportunity to take the lead in planning and executing
this campaign, and the entire IA team for being sporting in helping us to execute Phase One and Two.
Special mention also goes to Office Services for assisting us with the otherwise complex printing job, and
Alvin for giving us much valuable guidance along the way.