This document discusses how to build trust in an organization. It defines trust as a "state of readiness for unguarded interaction" and identifies credibility, respect, and fairness as the key foundations of trust. Trust develops through actions and interactions that demonstrate these qualities. High-trust organizations experience benefits like increased profitability and lower turnover. However, surveys find that most employees experience breaches of trust at work. To rebuild trust, leaders must assess the current level of trust and take steps to improve it, such as demonstrating integrity, respecting employees, encouraging open communication, and sharing decision-making.
This presentation explains the difference between leadership development and management development with strong evidence why it matters and how this can drive business performance. Also some practical guidelines on how to develop leadership capability.
FLOW is Good Business - The Official Leadership Development Program of Professor Csikszentmihalyi
Golden Prize winner of the "International Serious Play Awards" (2012, Seattle)
The "Leadership & Flow" research focuses on identifying and grouping the kinds of managerial/leadership challenges that organizations typically face today and in the foreseeable future.
The expected outcome of the research is to provide prediction and guidance to individuals and organizations on how to match skillsets with challenge clusters.
Do you believe that your organization is developing the talent it needs to reach business objectives and meet future challenges? If not, you are not alone. This white paper will show you how successful succession plans are more than filling out forms. They are real, living programs that combine learning and development opportunities and experiential learning to prepare leaders at all levels for tomorrow’s business challenges.If you, as a learning and development professional, don’t have succession planning on your radar, you should.
Beyond Smiley Sheets: Measuring the ROI of Learning and DevelopmentKip Michael Kelly
The stock prices of companies rise more when employers invest more in employee training. Yet, learning and development professionals often struggle to obtain program funding because they lack metrics to confirm the programs’ impact. This UNC Executive Development white paper shows how HR and talent management professionals can demonstrate the bottom-line impact of L&D projects to senior executives. Specifically, it:• Reviews how to evaluate L&D programs on four key levels• Discusses the challenges in assessing value for new and existing L&D development initiatives• Offers suggestions for ensuring L&D evaluations reflect what executive leadership expects• Provides steps to consider when calculating the ROI of L&D development programs• Shares examples of companies that have effectively demonstrated the value of their L&D programsL&D programs make a bottom-line difference. This white paper helps HR and talent professionals show just how valuable that bottom-line difference is.
As the companies examined in these pages will demonstrate, developing and executing an organization’s collective ambition requires involvement at all levels. HR and talent management professionals play a powerful role every step of the way, from helping to shape the collective ambition to executing it. An organization’s collective ambition can only be successful if there are the right people, in the right places with the right knowledge, skills and abilities. Simply put, it takes people to make the glue and to facilitate the grease.This white paper: Discusses the seven elements of collective ambition and why they matter.Explains why one of these elements may matter more than the others. Shows how top organizations collaborate to bring these elements together, enabling employees at all levels (and senior leaders in particular) to work together to provide the glue and the grease to get them where they want to go.Profiles several companies who have done an outstanding job of integrating these pieces into a powerful whole.Outlines the HR practices required at every level to ensure success.
Wired to Learn: How New Technologies Are Changing L&D DeliveryKip Michael Kelly
This presentation explores the demographic and technology trends that are shaping the modern workforce - and how companies deliver learning and development.
This white paper: Analyzes the big data revolution and the potential it offers organizations. Explores the critical talent needs and emerging talent gaps related to big data. Offers examples of organizations that are meeting this challenge head on. Recommends four steps HR and talent management professionals can take to bridge the talent gap.
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
Got Game? The Use of Gaming in Learning and DevelopmentKip Michael Kelly
Organizations ranging from the U.S. Army to IBM use serious video games to recruit and develop their people. They do so because research studies from academia and the public and for profit sectors have established that video games are a highly-effective training and development tool.This UNC Executive Development white paper supports HR and talent management professionals in understanding the latest gaming technology and its applications in learning and development. Specifically, it:• Outlines the various types of video games and the demographics of those who play them • Provides research about the use and effectiveness of gaming for training and development • Discusses how serious games develop organizational talent and examines their future in the world of L&D • Provides examples of companies that use serious games to develop skills and behaviors in the workplace Read how video games are building leaders, solving problems, and developing talent.
How to Help Leaders Succeed: A Guide to Successful Executive Career TransitionsKip Michael Kelly
This white paper provides HR and talent management professionals six simple steps they can take with newly hired executives to ensure successful transitions into their roles and organizational cultures. These steps are cost affordable and can be scaled to any size organization. With today’s leaner organizations, it is more important than ever to reduce the break-even point—the point at which new leaders have contributed as much value to their organizations as they have consumed from it—from six to three months (Watkins, 2003). Throughout this white paper are examples of organizations that have recognized this need and have developed programs that provide guidance to their executives to ensure successful career transitions.
This presentation explains the difference between leadership development and management development with strong evidence why it matters and how this can drive business performance. Also some practical guidelines on how to develop leadership capability.
FLOW is Good Business - The Official Leadership Development Program of Professor Csikszentmihalyi
Golden Prize winner of the "International Serious Play Awards" (2012, Seattle)
The "Leadership & Flow" research focuses on identifying and grouping the kinds of managerial/leadership challenges that organizations typically face today and in the foreseeable future.
The expected outcome of the research is to provide prediction and guidance to individuals and organizations on how to match skillsets with challenge clusters.
Do you believe that your organization is developing the talent it needs to reach business objectives and meet future challenges? If not, you are not alone. This white paper will show you how successful succession plans are more than filling out forms. They are real, living programs that combine learning and development opportunities and experiential learning to prepare leaders at all levels for tomorrow’s business challenges.If you, as a learning and development professional, don’t have succession planning on your radar, you should.
Beyond Smiley Sheets: Measuring the ROI of Learning and DevelopmentKip Michael Kelly
The stock prices of companies rise more when employers invest more in employee training. Yet, learning and development professionals often struggle to obtain program funding because they lack metrics to confirm the programs’ impact. This UNC Executive Development white paper shows how HR and talent management professionals can demonstrate the bottom-line impact of L&D projects to senior executives. Specifically, it:• Reviews how to evaluate L&D programs on four key levels• Discusses the challenges in assessing value for new and existing L&D development initiatives• Offers suggestions for ensuring L&D evaluations reflect what executive leadership expects• Provides steps to consider when calculating the ROI of L&D development programs• Shares examples of companies that have effectively demonstrated the value of their L&D programsL&D programs make a bottom-line difference. This white paper helps HR and talent professionals show just how valuable that bottom-line difference is.
As the companies examined in these pages will demonstrate, developing and executing an organization’s collective ambition requires involvement at all levels. HR and talent management professionals play a powerful role every step of the way, from helping to shape the collective ambition to executing it. An organization’s collective ambition can only be successful if there are the right people, in the right places with the right knowledge, skills and abilities. Simply put, it takes people to make the glue and to facilitate the grease.This white paper: Discusses the seven elements of collective ambition and why they matter.Explains why one of these elements may matter more than the others. Shows how top organizations collaborate to bring these elements together, enabling employees at all levels (and senior leaders in particular) to work together to provide the glue and the grease to get them where they want to go.Profiles several companies who have done an outstanding job of integrating these pieces into a powerful whole.Outlines the HR practices required at every level to ensure success.
Wired to Learn: How New Technologies Are Changing L&D DeliveryKip Michael Kelly
This presentation explores the demographic and technology trends that are shaping the modern workforce - and how companies deliver learning and development.
This white paper: Analyzes the big data revolution and the potential it offers organizations. Explores the critical talent needs and emerging talent gaps related to big data. Offers examples of organizations that are meeting this challenge head on. Recommends four steps HR and talent management professionals can take to bridge the talent gap.
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
Got Game? The Use of Gaming in Learning and DevelopmentKip Michael Kelly
Organizations ranging from the U.S. Army to IBM use serious video games to recruit and develop their people. They do so because research studies from academia and the public and for profit sectors have established that video games are a highly-effective training and development tool.This UNC Executive Development white paper supports HR and talent management professionals in understanding the latest gaming technology and its applications in learning and development. Specifically, it:• Outlines the various types of video games and the demographics of those who play them • Provides research about the use and effectiveness of gaming for training and development • Discusses how serious games develop organizational talent and examines their future in the world of L&D • Provides examples of companies that use serious games to develop skills and behaviors in the workplace Read how video games are building leaders, solving problems, and developing talent.
How to Help Leaders Succeed: A Guide to Successful Executive Career TransitionsKip Michael Kelly
This white paper provides HR and talent management professionals six simple steps they can take with newly hired executives to ensure successful transitions into their roles and organizational cultures. These steps are cost affordable and can be scaled to any size organization. With today’s leaner organizations, it is more important than ever to reduce the break-even point—the point at which new leaders have contributed as much value to their organizations as they have consumed from it—from six to three months (Watkins, 2003). Throughout this white paper are examples of organizations that have recognized this need and have developed programs that provide guidance to their executives to ensure successful career transitions.
Rethinking Generation Gaps in the Workplace: Focus on Shared ValuesKip Michael Kelly
This white paper reviews emerging studies that suggest, while there are some tensions among the generations, the generation gap has been overly exaggerated in the popular press. In fact, the different generations may actually have more in common than previously thought. These studies will be used to highlight the values generations share in the workplace and provide guidance to HR and talent management professionals on how to improve organizational culture and communication by focusing on and leveraging these common traits.
The business world has become volatile, uncertain, complex and ambiguous (VUCA). It is the "new normal."For organizations to succeed in this VUCA environment, HR and talent management professionals must change the focus and methods of leadership development. This UNC Executive Development white paper is designed to support HR and talent management professionals in addressing that shift. Specifically, it:• Discusses the history of VUCA and how it applies to business strategy and development.• Explores how VUCA is relevant to leadership development.• Discusses how vision, understanding, clarity, and agility (VUCA Prime) provide a path forward in this environment.• Offers suggestions on what HR and talent managers must do to change their leadership development approach.Download this white paper today to see how your organization can adapt and thrive in the new normal.
The UNC Leadership Survey 2012: Women in Business explores how companies attract, develop, and recruit women. Survey respondents included talent management professionals from all over the world.
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
Embracing Open–Book Management to Fuel Employee Engagement and Corporate Sust...Kip Michael Kelly
When John Case and Jack Stack first introduced the concept of open-book management more than 30 years ago, the intent was to unleash the entrepreneur in every employee and to spur them—and their organizations—to better performance. Since then, countless organizations have opened their books and engaged their employees in understanding the critical numbers with positive results to their bottom lines. Although the original goals of open-book management were improved profitability and productivity, organizations have realized other benefits from the practice. These benefits include improved employee satisfaction, engagement, retention, motivation, innovation and corporate sustainability. This white paper: Examines open-book management and the benefits of applying its principles to improve employee satisfaction, engagement, retention, motivation, innovation and corporate sustainability.Explores how open-book management practices are well-suited to help achieve corporate sustainability goals. Outlines steps HR and talent management professionals can take to ensure the application of those practices in their own organizations.
This white paper:Examines the positive characteristics Millennials bring to an organization.Explores what this generation feels is important in a job and what they expect from their employers.Offers HR and talent development professionals some practical tips on how to keep this generation engaged.Provides examples of what leading-edge organizations are doing to leverage this generation’s strengths and to integrate them into a multi-generational workforce.
Unlocking the Potential of On-Demand Learning in the WorkplaceKip Michael Kelly
Today‘s E-learning takes what worked from earlier versions of distance learning (such as video conferencing) and combines it with new Web technologies, to provide richer, more dynamic learning experiences than ever before.This white paper will discuss the evolution of online, on-demand learning and what to look for when designing or purchasing E-learning programs for your organization. Through case examples, it will also provide training and development professionals with ideas about how to apply on-demand learning in their workplaces to meet strategic objectives and succeed in today‘s fast-paced global marketplace.
Ready, Aim, Coach: How HR Can (and Should) Coach Managers on Problem Employee...Kip Michael Kelly
Problem employees are the bane of everyone’s existence in an organization. They cause productivity to plummet and damage morale. Because few people enjoy conflict, managers often go to extremes to avoid addressing the problem behavior. It seems inevitable that it winds up in the HR department. Unfortunately, by the time it does, the damage has already been done and the clean-up can take months. This white paper will show HR and talent managers how to use coaching skills to help managers handle problem employee behavior and reduce the workplace costs associated with problem employees.
Ready to Serve: How and Why You Should Recruit VeteransKip Michael Kelly
Some of the most sought-after competencies employers look for include: leadership, teamwork, critical thinking and problem solving.The U.S. military builds these competencies in every soldier, sailor, marine, and airman--many of whom are now veterans looking to work outside the military.To help HR and talent management professionals recruit, employ, onboard, and retain military veterans, this UNC Executive Development white paper specifically covers:• The upside of hiring and retaining military veterans• Government incentives for employers who employ veterans• The challenges posed by hiring veterans and suggestions for addressing them• Resources available for HR and talent management professionals interested in recruiting and hiring veterans• Examples of three organizations who have successfully developed and implemented programs for hiring veteransThe U.S. military is currently producing the finest workforce the U.S. has ever seen. Read this white paper, and you will quickly learn that hiring veterans is not only good for the country, but also good for your organization.
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!
Five Steps to Delivering a Competency-Based Development PlanHuman Capital Media
A competency management strategy is key to an organization’s ability to deliver focused and efficient learning and development plans to employees. Job competencies provide a consistent way to assess and measure the success of learning initiatives, focusing on results of the programs themselves and the positive impact on the business. This webinar will discuss five critical steps in defining and implementing a job-specific competency-based approach to development.
Objectives:
Understand the challenges to deploying competency-based development plans.
Review the five-step methodology to deliver competency-based development.
Learn key tips and tools that can help you overcome common objections and delays.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
An effective learning environment balances several key elements. Here’s how we’re accomplishing these in an online environment:
World-class faculty combining relevant, deep expertise with immediate application.
Active engagement between participants to leverage their experiences.
Experiential learning to put new frameworks into action and practice working in teams.
The latest volume of ideas@work explores critical issues and best practices in talent management.
Two of our papers focus on today’s volatile and constantly changing business environment. Developing Leaders in a VUCA Environment provides talent managers with ideas, guidance, and examples on how to address the shift needed in leadership development to adapt to the new normal, while Building a Resilient Organizational Culture focuses on how to cultivate and nurture a culture of resilience at all levels of the organization.
This volume also features a chapter from what’s been called the “talent management bible” - Marc Effron’s and Miriam Ort’s “One Page Talent Management”. This practical, science based guide to accelerating talent growth has become a best seller in talent management circles, and the chapter we’ve included outlines the barriers to building talent and the philosophy for successful talent development based on simplicity, accountability, and transparency.
The other two white papers included in this volume examine new trends in talent development. Got Game? The Use of Gaming in Learning and Development takes a serious look at how gaming technology can be used to develop organizational talent. The Big Data Talent Gap explores the talent implications of the big data revolution.
This UNC Executive Development white paper:
- Explores why resilience is more important than ever for organizations to cultivate.
- Explains the difference between wellness programs and building a resilience culture.
- Discusses why resilience should be cultivated, not just at the senior leadership level,
but at all levels in an organization.
- Offers steps HR and talent managers can take to develop resilient organizational
cultures.
- Provides examples of organizations that have engaged in a resilience initiative and
the benefits they realized as a result.
Passing the Torch: 5 Steps for Turning the Baby Boomer Brain Drain into a Bra...Kip Michael Kelly
As aging baby boomers reach retirement age over the next two decades, many organizations face a potential mass exodus of their senior leaders. While the economic downturn may have delayed retirement for many baby boomers, these valued employees will retire eventually, taking with them a lifetime of knowledge and skills that are difficult, if not impossible, to replace. This paper discusses the five steps you should take now to avoid the baby boomer brain drain and create a brain trust.
Leadership Agility: Using Improv to Build Critical SkillsKip Michael Kelly
This white paper: Defines what improv is (and isn’t) Outlines the rules of improv and discusses how these rules apply to your organization Examines how improv can be used to develop specific skills and behaviors and build agile business leaders Offers examples of how organizations are using improv to effectively develop talent Provides practical ways you can introduce improv in your organization
Wired to Learn: How New Technologies Are Changing L&D DeliveryKip Michael Kelly
This white paper: Explores the growth of electronically-delivered L&D. Reviews the motivators that are fueling that growth. Reviews and defines some of the terminology emerging in the field, including computer-based collaborative learning, mobile learning, global learning, and the use of social media in learning. Introduces technical trends in the e-learning environment that HR and talent managers should monitor for use in their organizations. Offers steps L&D professionals can take to introduce these emerging technologies into their organizations. Provides several examples of how HR and talent management teams have applied these technologies in their organizations.
The Recruiting Revolution: How Technology is Transforming Talent AcquisitionKip Michael Kelly
We are living through an exciting era in technology development—the emergence of interactive, social media and virtual technologies whose business applications are not yet fully realized. While marketing professionals have been quick to embrace the potential of these technologies for product placement, branding and sales, HR and talent management professionals have approached them with a little more caution as they explore how interactive, social media and virtual world technologies can be effectively applied to attract talent to their organizations. This white paper: Identifies some of the major players in social media and describes their main features;Examines the pros and cons of using social media, simulations and virtual world technologies to expand talent pools and to identify good job candidates;Explores how leading organizations are using these technologies in their HR practices, and;Provides HR and talent management professionals with information they can use to help them incorporate social media and virtual technologies into their organizations’ hiring practices.
Not surprisingly, participation in and management of virtual teams comes with its own unique challenges and opportunities. This white paper will explore virtual teams, their benefits and challenges to organizations, and will outline the three key steps that HR and talent management professionals can follow to ensure that virtual team members and leaders in their organizations have the skills, competencies and tools needed to succeed. These important steps are:1. Participate in the selection process of virtual team members and leaders.2. Ensure for the appropriate selection, training and use of virtual team technologies.3. Provide training for virtual team members.
Making the Case for Learning and Development: 5 Steps for SuccessKip Michael Kelly
This white paper draws lessons from our work with a range of organizations. It outlines steps you and other learning and development leaders can take to show your CEO and CFO the top and bottom-line value and the ROI of learning and development initiatives. These steps can change your own and your senior management’s perception of learning and development programs and of the value these programs provide to the organization:1. Know your organization’s strategic priorities.2. Understand how the learning and development function can contribute to those priorities.3. Determine what learning and development programs will support the organization’s strategic direction. 4. Build it with metrics.5. Pitch it like you’re the CFO.
Focusing on Employee Engagement: How to Measure and Improve ItKip Michael Kelly
This white paper:- Outlines the characteristics of engaged employees- Identifies the traits that engaged, disengaged and actively disengaged employees demonstrate- Explores the costs of poor employee engagement to organizations- Provides suggestions to human resource and talent management professionals on how to gauge employee engagement in their organizations- Offers employee engagement trends and steps to improve employee engagement that HR and talent management professionals can take
This white paper examines the knowledge, skills and abilities business leaders must have to ensure the continued success of their organizations in today’s competitive global marketplace. It will introduce HR and talent management professionals to a four-step process taught at UNC Kenan-Flagler Business School to improve leadership skills and to create a leadership culture within organizations.
The New Business Imperative: Recruiting, Developing and Retaining Women in th...Kip Michael Kelly
Organizations with women in senior leadership positions outperform those that have none. Yet, one study of the top 1500 U.S. firms revealed that an astounding 70% of top U.S firms have no women in their senior leadership ranks. Many organizations then have the capacity for greater improvement... and greater business results.To help HR and talent management professionals eliminate the persistent gap between men and women in the workforce in terms of pay, career path, and leadership development, this UNC Executive Development white paper:• Explores the business imperative to foster women's roles in organizations• Examines the gap in female representation in leadership positions• Highlights the perception gaps between men and women in how effective organizations are when it comes to recruiting, developing and retaining women• Offers HR and talent management professionals steps they can take to recruit, develop and retain women in organizational leadership rolesDownload this white paper today and learn how to address the female leadership challenge and reap the bottom-line rewards of more fully including women in the workplace.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Discover the innovative and creative projects that highlight my journey throu...
ideas@work vol.3
1. VOLUME 3
BUSINESS INSIGHTS FROM UNC EXECUTIVE DEVELOPMENT
WHITE PAPERS FEATURED:
How to Build Trust in an
Organization
The Recruiting Revolution:
How Technology Is
Transforming Talent
Acquisition
Embracing Open-Book
Management to Fuel
Employee Engagement and
Corporate Sustainability
Maximizing Millennials in the
Workplace
The New Business
Imperative: Recruiting,
Developing and Retaining
Women in the Workplace
PLUS: CHAPTER FROM A
BEST SELLING HR RESOURCE!
A Model for Talent Manager
Excellence
3. Inside this issue
How to Build Trust in an Organization
page 4
The Recruiting Revolution: How Technology Is Transforming Talent Acquisition
page 14
Embracing Open-Book Management to Fuel Employee Engagement and
Corporate Sustainability
page 26
Maximizing Millennials in the Workplace
page 36
The New Business Imperative: Recruiting, Developing and Retaining Women
in the Workplace
page 48
4+2
BONUS CHAPTER: A Model for Talent Manager Excellence
page 60
(Note: The information or conclusions expressed in the following white papers are the authors’ review of findings expressed by the
organizations. All brand representations are registered trademarks owned by the respective companies or organizations.)
3
5. H O W T O B U I L D T R U S T I N A N O R G A N I Z AT I O N
“ rust is the lubrication that makes it
T
possible for organizations to work.”
– Warren Bennis
Time will tell if Netflix can rebuild the trust they lost
with their employees and their customers—its culture of
trust, responsibility and freedom to take risks and to be
innovative hangs in the balance.
Leadership and organizational studies pioneer
Warren Bennis once said that “trust is the lubrication
that makes it possible for organizations to work.”
Organizations with high levels of trust have more
productive workforces, better employee morale and
lower employee turnover. They also perform better
financially than their industry peers.
Promise
This white paper:
• Defines trust in organizations.
• Explores the characteristics of organizational trust
and how it develops.
• Examines the benefits of trust in organizations.
• Examines the erosion of trust in the workplace.
• Offers steps HR professionals can take to build
or rebuild trust in their organizations. The Foundations of Trust:
Credibility, Respect and
Fairness
“ o be persuasive we must be
T Dr. Duane C. Tway, Jr., offered an excellent definition of
believable; to be believable we must trust in his 1993 dissertation, A Construct of Trust, as
be credible; to be credible we must “the state of readiness for unguarded interaction with
be truthful.” someone or something” (Dubois, 2010). Warren Buffet
put it another way. “Trust,” said Buffet “is like the air
– Edward R. Murrow
we breathe. When it’s present, nobody really notices.
But when it’s absent, everybody notices.”
5
7. H O W T O B U I L D T R U S T I N A N O R G A N I Z AT I O N
The Development of Trust: Russell 3000 and SP 500, posting annualized
returns of 11 percent versus 4.26 percent and 3.83
Action and Interaction percent, respectively. Lyman also notes that those best
companies experience about half the turnover rate
Trust is earned through action. As Maister, Green and than other organizations in their industries. (Lyman,
Galford wrote in their seminal book, The Trusted Advisor 2003, 2012).
(2001), “You have to do something to give people the
evidence they need to believe you should be trusted. A 2009 study by Interaction Associates found that high-
You have to be willing to give in order to get.” trust organizations also had more effective leadership
and better collaboration at all levels of the organization.
Trust is also earned through interaction. It can be as The study found that high-trust organizations:
simple as a conversation between co-workers, a five-
minute chat in the break room between a manager • Have a strong sense of shared purpose.
and her employee, or teamwork among co-workers to
complete a project. It is the interaction that conveys to • Have employees who work together to support that
others the willingness on the part of one person to do purpose.
something that is to the benefit of another person’s
health and well-being (Lyman, 2012). • reate cultures in which tolerance and cooperation
C
are highly valued.
It is through a person’s action and interaction that
others can assess whether that person is credible, • Have leaders who coach rather than just manage.
reliable and fair.
• Have many people participate in making decisions.
The Effect of Trust: The study revealed that in addition to superior earnings
as compared to low-trust organizations, high-trust
A Better Bottom Line organizations excelled (as compared to their low-trust
peers) at exhibiting organizational behavior consistent
Numerous studies have been conducted through the
with their values and ethics (85 percent vs. 46 percent);
years that confirm the benefit of trust in the workplace:
at retaining employees (80 percent vs. 42 percent);
and at attracting, deploying and developing talent (76
• A classic study by Cornell University Associate
percent vs. 24 percent).
Professor Tony Simon of 6,300 Holiday Inn employees
found that hotels where managers followed through
If trust increases profitability and helps in attracting and
on their promises and had behavioral integrity were
keeping talent, then the lack of trust lowers productivity,
more profitable (in Bader, 2003).
job satisfaction and commitment and increases
employee turnover.
• Watson Wyatt Worldwide study found that
A
organizations in which front-line employees trusted
With all the documented benefits of having trust in
their senior leaders had a 42 percent higher return on
an organization, one would think that creating and
shareholder investment than organizations in which
maintaining it would be a high priority for senior
distrust was the norm (Reina and Reina, 2007).
business leaders. Unfortunately, many senior leaders
cannot seem to shake the top-down model of
• Amy Lyman’s tracking of publicly traded 100 Best
management that adheres to the notion that authority
Companies has shown that as a group and over
creates trust. In reality, trust creates authority.
time, those organizations have outperformed the
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9. H O W T O B U I L D T R U S T I N A N O R G A N I Z AT I O N
Example: Whole Foods Market
J
ohn Mackey, CEO Whole Foods Market, Inc. (Austin, Tex.), wrote an essay
in 2010 that provides insight into why Whole Foods is ranked consistently
in the top 25 of the Best Companies to Work For list. To create a high trust
organization, writes Mackey, organizations must:
• evelop and articulate a higher purpose. “The single most important requirement for the
D
creation of higher levels of trust for any organization,” notes Mackey, “is to discover or
rediscover the higher purpose of the organization.” This higher purpose must go beyond
making money.
• alk the talk. Organizations must have leaders who “walk the talk”—who serve the
W
purpose and mission of the organization and lead by example.
• ave teams everywhere. Small teams maximize familiarity and trust, which helps
H
maximize collaboration at all levels of an organization.
• mpower employees, because empowerment equals trust. “The effectiveness of teams,”
E
Mackey writes, “is tremendously enhanced when they are fully empowered to do their
work and to fulfill the organization’s mission and values.”
• ave transparent and authentic communication. One of the biggest mistakes
H
organizations make is trying to “spin” their messages in the belief that if they tell
stakeholders what they want to hear rather than the unvarnished truth, they will like
them better. Spinning a message, in fact, creates distrust.
• ractice fairness. A virtue of transparency, notes Mackey, is that it helps ensure that
P
unfairness is quickly seen and corrected.
• reate a culture of love and care. Mackey believes that leaders must embody genuine
C
love and care of the organization and its people. In fact, he believes the virtues of love
and care should be considered in all promotional decisions, writing that “we shouldn’t
just promote the most competent, but also the most loving and caring.” A vital part
of this loving-and-caring culture, notes Mackey, is the cultivation of forgiveness rather
than judgment and condemnation.
Source: Mackey, 2010.
9
11. H O W T O B U I L D T R U S T I N A N O R G A N I Z AT I O N
Step 2: Report the Results of the Step 3a: Assess Your Own
Assessment. Trustworthiness and Whether HR
A recurring theme, which emerges in the study of trust
Programs and Policies Promote Trust in
in organizations, is to improve it, organizations must the Organization.
communicate as openly and transparently as possible
with employees at all levels. Once assessed, the results
of an organizational survey of trust should be openly Step 3b: Ask Other Senior Leaders to
communicated to all employees. HR professionals
Do the Same.
should consider multiple delivery methods, including
town hall meetings and posting the results on a Trust in senior leaders is vital to an organization’s
company intranet. The communication should report success, and while an employee survey may help
on the strengths and weaknesses found through the recognize organizational trust issues, HR professionals
study. Areas of improvement should be identified, and must assess whether their actions are construed as
employees should participate in the process of what trustworthy by others. Feedback (from all levels in
steps will be taken to make those improvements. the organization) and self-assessment are ways this
information may be gathered.
Reina and Reina (2007) offer the following suggestions
to HR professionals when trying to establish or rebuild Some questions that could be asked when seeking
trust in the workplace: feedback or taking a self-assessment may include:
• llow feelings to surface. When reporting
A • Do I communicate openly, honestly and consistently?
on the results of the survey, allow employees to
• Are my actions consistent with my words?
constructively voice their concerns, issues and
feelings. Holding small group meetings after the • Do I share information with my employees
report has been presented may make employees feel consistently?
safer and encourage them to more openly discuss
• Do I help develop my employees?
their experiences.
• Do I respect my employees’ opinions? Do I include
• et support. Reina and Reina observed that a
G
their opinions during the decision making process?
common mistake made by senior leaders and
HR professionals is to think they can manage the • Do I treat all of my employees fairly?
process of building or rebuilding trust alone. Trust
is highly emotional for everyone involved; obtaining With the expertise of an outside consultant, use the
the support of an outside consultant to guide the information obtained from the organization-wide
organization through the process can help. survey and the personal assessment to develop a
“trustworthiness improvement plan.” This may also
• ake responsibility. HR professionals and senior
T be a good time to identify a coach or mentor who can
leaders must take responsibility for any actions they help guide you through the process in the long term.
made in the past that lowered trust. Do not spin
the truth or cover up mistakes—this will only lower Next, ask senior leaders to undergo the same process.
trust more. Everyone at the senior leadership level must lead by
example to establish or re-establish trust and credibility.
• ncourage forgiveness. Forgive yourself and others.
E
Forgiveness helps release feelings of anger, bitterness
and resentment that come with broken trust.
11
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13
17. THE RECRUITING REVOLUTION AND TECHNOLOGY
• A Facebook application launched a year ago.
• Allows users to separate their personal and professional lives while
tapping into Facebook’s 500-million user base.
• Allows employers to post jobs on their Facebook pages; shows users
jobs they may like based on their professional profiles.
• Allows users to endorse people.
• Includes job postings on BranchOut by employers plus job postings
from other boards.
• Shows users connections (individuals) they have to jobs; allows users
to tap into people they know to start the networking process.
• Allows talent management professionals to find passive candidates,
to review a person’s job history, to advertise job openings, to
promote their employment brands and to encourage visits to their
career websites.
• Currently available to individuals only, but Google Plus Product Specialist
Manager Chris Vennard says the application will offer business and
school pages within the first half of 2012.
• Has interface that is similar to Facebook, but its power to eventually
harness everything “Google” makes it a must-track for recruiters.
• Can categorize social connections through ”circles”. For example, users
can have circles that include only friends, only colleagues or only family
members, but the application allows users to assign individuals to more
than one circle. Allows users to develop profile information that is
customized and visible only to specific circles.
• Streams information based on a user’s pre-selected interests. This can
be handy for recruiters trying to increase their employment brand or to
advertise jobs.
• Allows videoconferencing for up to ten people at a time in ”hangouts”.
Users can specify friends or select circles to participate in a hangout,
and users can come and go throughout the videoconference. User can
even watch YouTube videos together in real time. Talent acquisition
professionals can use this to stream YouTube videos promoting their
organizations, interview candidates, and even hold small career fairs.
17
19. THE RECRUITING REVOLUTION AND TECHNOLOGY
Which Application Is the Right One?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
In a side-by-side comparison of BeKnown and social media applications. When selecting which social
BranchOut, J.T. O’Donnell, founder of Careerealism. media applications to use, HR and talent management
com, urged job seekers to choose one and stick with professionals should not only consider the resources
it because you can’t go wrong either way. These are they have available to maintain them, but should
early days in social media for career networking, and also consider which ones will best align with their
no single application has emerged as a clear overall organization’s strategic HR plan.
long-term leader, and none has emerged as a leader
in a specific industry. Until that evolution happens,
recruiters will likely find themselves juggling multiple
Social Media in Recruiting on the Rise
The 2011 Jobvite survey confirms that social media recruiting is on the rise:
• 89% of respondents said they used social media to recruit talent in 2011.
• ocial media recruiting topped the list as the most popular area in which respondents
S
planned to increase investment.
• 5% of respondents said they planned to increase their social recruiting budgets. Only 16
5
percent said they planned to spend more on job boards and a third of respondents said
they planned to spend less on job boards, third-party recruiters and search firms.
Source: Jobvite Social Recruiting Survey, 2011.
19
21. THE RECRUITING REVOLUTION AND TECHNOLOGY
Example: AutoMax Recruiting Training
AutoMax Recruiting Training recently partnered with Hire the
Winners, the creator of a car sales simulator that helps dealers learn
more about sales candidates and their sales potential. According to
AutoMax, the simulator has been used more than 16,000 times and has an 82 percent
retention rate after two years for sales people the simulator recommended. For those the
simulator recommended with reservation, the two-year retention rate was 64 percent,
and for those not recommended, the two-year retention rate was just 14 percent.
When Are Simulations Appropriate?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
There are a few important considerations for employers that simulations may cause bottlenecks in the hiring
thinking about using simulations in the talent acquisition process, particularly for organizations hiring a large
process. Some recruiters feel that simulations may turn number of candidates. Finally, the types of skills assessed
off upper-level professionals who expect to be wooed through simulations must be considered—they may be
rather than assessed, and they advise employers to better suited to softer skills, such as customer-service
consider the type of worker being recruited and whether orientation (Ruiz, 2008). For harder, knowledge-based
a simulation is appropriate. Others are concerned skills, traditional assessments may be more appropriate.
The Next Evolution of Simulations: Gaming. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The future is here in the world of simulations and 1. ive rewards (like badges) to visitors to your site when
G
recruitment, and that future is gaming. Employers they’ve engaged in an activity such as watching a
are using gaming technology to offer realistic job video or taking an assessment. Encourage them to
previews and video tours to attract candidates to their come back to the site frequently.
organizations. Gaming technology lures candidates to
the organization’s website, keeps them there longer as 2. Consider using virtual world technology like Second
they play a game or two, and in the process, users learn Life. IBM, Monster.com and other organizations have
more about the organization in a fun and engaging used this technology to host virtual job fairs, conduct
way. Recruiters are learning from gamers that awarding interviews and offer virtual tours.
badges and showing progress toward a goal attracts the
Gen Yers who have grown up playing online games. Ken 3. ffer video-based job tryouts.
O
Wheeler from ERE.net predicts that gaming will become
4. Hold virtual career fairs.
standard fare in recruiting within the next decade
(Wheeler, 2010).
5. se tests, puzzles and simulations.
U
Wheeler offers six tips recruiters can use to start the 6. evelop a full-fledged game. These simulated
D
gaming ball rolling. environments engage candidates and can immerse
them in your organization’s talent brand.
21
23. THE RECRUITING REVOLUTION AND TECHNOLOGY
Virtual World Technology: Virtual Career Fairs
The use of virtual worlds (mostly used to host virtual using that same technology; and visit networking
career fairs) in the talent acquisition process admittedly lounges where they can interact with different employers
had a rocky start a few years ago. Limits to the and other job seekers. Virtual career fairs can even allow
technology at the time and people’s unfamiliarity with managers who would normally be unable to attend live
how it worked caused these online experiences to be fairs to talk to candidates, speeding up the interviewing
often clunky and sometimes downright embarrassing, process.
according to Courtney Hunt, Ph.D., principle at
Renaissance Strategic Solutions. “I heard horror stories Virtual career fairs allow employers to reach candidates
of avatars floating during virtual career fairs—and that from across the globe without the costs associated with
wasn’t the person’s intent,” recalls Hunt. travel and hosting on-site career fairs. They are also
environmentally friendly because they are paperless
Others agree. Until recently, technological limitations (resumes are submitted virtually) and energy saving
made virtual career fairs just barely better than what (reduced reliance on gas to get to and from live career
employers could get through online job boards; a fairs).
place to post jobs and a corporate profile, an area for
online chats, and bulletin boards (Zappe, 2011). These A survey by Unisfair, a virtual engagement marketing
limitations caused interest in the use of virtual worlds in company, found that 60 percent of respondents plan
recruiting to wane. to increase spending on virtual environments and 67
percent of respondents are thinking about hosting ten
New and improved virtual world technology, however, or more virtual events in the next 12 months (Gardner,
has caused a resurgence of interest among HR 2011).
professionals who see virtual career fairs as a cost
effective way to attract talent, particularly those “Virtual engagement is not just a replacement for a
who grew up using technology and who find online physical event, but is a new channel for reaching your
interaction more the norm than the exception (Zappe, audiences,” notes Joerg Rathenberg, Unisfair’s vice
2011). president of marketing. “The research indicates that
virtual events are being adopted across industries and
In today’s virtual career fairs, job seekers and recruiters enterprises and will continue to be the preferred way to
use avatars to enter a virtual world. Participants can chat meet, market, collaborate and educate for both hosts
live through text, voice or video; conduct interviews and attendees alike.” (Gardner, 2011).
23
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27. EMBRACING OPEN-BOOK MANAGEMENT
Organizations practicing open-book management: • Teach employees how to follow the action and
keep score. All employees track progress on critical
• Explain clearly the organization’s key measures of
numbers through regular meetings and scorecards.
business success, allowing employees to make better- They are empowered to take action to improve
informed business decisions. performance as needed.
• Share financial information (such as income
• Engage the ingenuity of all employees in solving key
statements, balance sheets and other key metrics) business challenges, such as how the organization
with employees, and ensure they understand them can become more socially and environmentally
and know how they relate to the organization’s key sustainable.
measures of business success.
“When you share the numbers and bring them alive,
• Tell the stories behind the numbers to bring them
you turn them into tools people can use to help
alive and give them meaning. themselves as they go about their business every day.
That’s the key to open-book management.”
• Allow employees to share in the success of the
(Stack, 1992).
organization through a profit-sharing program that is
tied to key business metrics.
27
29. EMBRACING OPEN-BOOK MANAGEMENT
Not surprisingly, these outcomes—a stronger sense of successful corporate sustainability programs do a better
ownership, improved trust and collaboration, stronger job of attracting and retaining employees. Executives in
teams, better informed and innovative suggestions, organizations with successful sustainability efforts also
and an improved bottom line, to name a few—are also report that their employees are far more knowledgeable
hallmarks of successful corporate sustainability initiatives about their organization’s operations than employees
that emphasize the triple bottom line of people, planet in other businesses, enabling them to devise efficiency
and profits. According to a 2011 McKinsey survey, improvements that lead to more sustainable operations.
Open-Book Management Challenges
The main concern most people raise when it comes to Other concerns about open-book management practices
open-book management is whether it is wise to share include:
compensation information to employees, the fear being
that it could make them disgruntled if they perceive • The worry that disgruntled employees may misuse
inequities in pay structures. financial information (such as profit margins) or other
proprietary information by sharing it with competitors.
Open-book management proponents do not
recommend sharing individual compensation • The concern that if the organization is successful,
information. Instead, they advise employers to combine employees will want a larger piece of the profits and
salaries and benefits into a single line on budget may become unmotivated if they don’t receive it.
statements so employees can see and monitor it. This Alternately, if the organization is struggling, workers
will show employees how much compensation and will be concerned with job security and possibly jump
benefits cost the organization without providing ship, taking their knowledge and talents elsewhere.
detailed information.
• The belief that open-book management creates
a conundrum for organizations by begging
And while some might believe that open-book
the questions: “Is it possible to be too
principles can generate resentment toward
transparent? If we open the
highly compensated employees, evidence
books, will we give
shows the opposite occurs. Employees
competitors too much
in open-book organizations better
information about
understand and therefore accept
our products and
compensation structures more
talent? Will it
willingly. Some management experts
lead to the
like Ed Lawler, director of the
poaching of
University of Southern California’s
our products
Center for Effective Organizations,
and top
believe that by keeping
performers?”
compensation plans secret
or practicing “closed book
management,” businesses
tend to generate more
distrust and resentment
among employees.
29