Presentation for #TFT12: Planting the seeds - overcoming the talent shortfall.
This presentation covers: Workforce across the generations Employee Engagement Talent Management Retention Myths Capabilities High Potentials Career Paths.
See Breed's TFT speaker Pinterest board: http://pinterest.com/servicedesk/breed-lewis/
Kashvi Consultants provides management consulting services to support businesses through their entire lifecycle from inception to exit. They follow a 4D methodology of discover, dream, design, and deliver to help clients optimize enterprise performance by improving people satisfaction, streamlining processes, enhancing productivity, and optimizing the overall organization. Kashvi focuses on a people-centric approach to consulting and utilizes project management principles. Their services portfolio covers areas like finance, governance, human capital, supply chain, and customers.
Build winning teams - Matt Lock AssociatesMatt Lock
Coaching-led development for leaders and teams searching for exceptional levels of performance. We help you engage with the people and situations around you in more dynamic, effective and impactful ways.
The document discusses strategies for increasing employee engagement to reduce turnover. It finds that 54% of employees plan to leave their current employer as the economy improves, and turnover is costly, averaging 130% of an employee's salary. To prevent turnover, employers must focus on engagement by understanding employees' needs, communicating goals clearly, developing strengths, and fostering an environment of respect, fairness and camaraderie. Highly engaged employees deliver higher customer satisfaction, productivity and profits.
The document provides an overview of talent optimization strategies at a company. It discusses attracting, engaging, and developing key talent at all levels through out-of-the-box strategies and best practices. This includes ensuring the advancement of multicultural talent as well as new and seasoned employees through succession planning. The document also discusses maximizing productivity and business impact through diversity and inclusion practices embedded throughout the talent management process, from hiring and selection to engagement and development. Metrics are outlined to measure the impact of these talent optimization efforts.
This document discusses developing service leadership. It begins with a quote about how what got you to where you are today is not sufficient to keep you there. It then provides an agenda that will cover characteristics and types of leadership, open leadership, service leadership, profiles of admired leaders, global leadership, and putting global leadership into practice. It discusses general leadership characteristics from best-selling books and academics. It also covers open leadership, service leadership characteristics, profiles of service leaders in hospitality and tourism, and how to nurture service leadership.
Presentation for #TFT12: Planting the seeds - overcoming the talent shortfall.
This presentation covers: Workforce across the generations Employee Engagement Talent Management Retention Myths Capabilities High Potentials Career Paths.
See Breed's TFT speaker Pinterest board: http://pinterest.com/servicedesk/breed-lewis/
Kashvi Consultants provides management consulting services to support businesses through their entire lifecycle from inception to exit. They follow a 4D methodology of discover, dream, design, and deliver to help clients optimize enterprise performance by improving people satisfaction, streamlining processes, enhancing productivity, and optimizing the overall organization. Kashvi focuses on a people-centric approach to consulting and utilizes project management principles. Their services portfolio covers areas like finance, governance, human capital, supply chain, and customers.
Build winning teams - Matt Lock AssociatesMatt Lock
Coaching-led development for leaders and teams searching for exceptional levels of performance. We help you engage with the people and situations around you in more dynamic, effective and impactful ways.
The document discusses strategies for increasing employee engagement to reduce turnover. It finds that 54% of employees plan to leave their current employer as the economy improves, and turnover is costly, averaging 130% of an employee's salary. To prevent turnover, employers must focus on engagement by understanding employees' needs, communicating goals clearly, developing strengths, and fostering an environment of respect, fairness and camaraderie. Highly engaged employees deliver higher customer satisfaction, productivity and profits.
The document provides an overview of talent optimization strategies at a company. It discusses attracting, engaging, and developing key talent at all levels through out-of-the-box strategies and best practices. This includes ensuring the advancement of multicultural talent as well as new and seasoned employees through succession planning. The document also discusses maximizing productivity and business impact through diversity and inclusion practices embedded throughout the talent management process, from hiring and selection to engagement and development. Metrics are outlined to measure the impact of these talent optimization efforts.
This document discusses developing service leadership. It begins with a quote about how what got you to where you are today is not sufficient to keep you there. It then provides an agenda that will cover characteristics and types of leadership, open leadership, service leadership, profiles of admired leaders, global leadership, and putting global leadership into practice. It discusses general leadership characteristics from best-selling books and academics. It also covers open leadership, service leadership characteristics, profiles of service leaders in hospitality and tourism, and how to nurture service leadership.
Hay Group offers a suite of HR tools to help organizations with talent selection and development, compensation, and employee engagement. The tools are based on Hay Group's 60 years of research and proven methodologies. They include assessments of emotional intelligence, leadership styles, growth potential, and employee effectiveness. The tools are available online, competitively priced, and tailored for each stage of the employee lifecycle.
CBI Group is a national company that provides human resources and recruitment solutions. They offer services including recruitment, consulting, and outplacement. Their recruitment services include project staffing, search, and sourcing as a service. Their consulting services include HR projects, management consulting, and audits and assessments. Their outplacement services include career coaching, full outplacement, and self-paced online outplacement support. CBI Group aims to provide scalable, flexible solutions tailored to each client's specific needs.
The document discusses the role of HR in supporting organizational transformation through engaging leadership. It provides examples of how employee ownership can strengthen transformation by shifting to a more decentralized structure with empowered employees and a flexible, no-blame culture. Effective leadership, communication, and organizational development programs are needed to embed transformation and develop employees. Case studies demonstrate some of the cultural and process challenges of transitioning to employee ownership.
Goodwill Industries of Central Virginia is exploring ways to define and strengthen its organizational culture by focusing on leadership development and values-based leadership. The author conducted research on leadership approaches at other Goodwill organizations. Key findings include: 1) Reinventing the leadership team at Goodwill Chesapeake to better integrate operations; 2) Defining behaviors to bring values to life at Goodwill Menasha through an "intentional culture"; and 3) Shifting from rules-based to principles-based leadership focused on respect, customer satisfaction, and stewardship at Goodwill Indiana. The author aims to propose a leadership model for Goodwill Central Virginia that integrates the mission and defines measures for success.
Appreciative Inquiry is an approach to change management that focuses on an organization's strengths rather than its problems. It involves four steps: discovery, where positive experiences are shared; dream, where a vision is created from these strengths; design, where a plan is made; and deliver, where the plan is implemented. For example, to address lack of motivation, Appreciative Inquiry would have employees share stories of when they felt most motivated, identify encouraging factors like appreciation, think of ways to convey more appreciation, and devise and implement a process like thank you emails or awards. The advantage is focusing on positives translates to more positive action.
LeanWA Conference: Design Thinking & Adaptive Leadership for human-centered c...Catalyz
A presentation given at the 2017 Washington State Lean conference. Introduces tools and frameworks from design thinking and adaptive leadership and how they can be used to better design organizational transformation and change initiatives.
Iceberg Consulting helps companies turn potential into results through performance consulting. They provide services like assessment centers, coaching, and recruitment processing to help clients improve business performance and make better hiring decisions. Emerging from Liverpool, they have experience delivering projects for clients such as Serco, DSGi, and Everton FC.
Karen has over 11 years of experience in operational management and client service, and 8 years of experience in management consulting. She has a proven track record of delivering improvements in client service, productivity, efficiency, and operational risk awareness. Karen provides interim management services, including turnaround assistance and change management. She also offers executive coaching programs focused on leadership development, communication, and change management. Previous clients have provided testimonials praising Karen's ability to improve performance, drive positive change, develop teams, and create a better understanding between colleagues.
This document discusses executive coaching and its benefits for workplace productivity. It provides statistics showing that 75% of workers are C or D performers, and executive coaching can help improve tangible results like productivity and quality of work, as well as intangible results like relationships and job satisfaction. The document introduces a case study of a coaching program for an executive named Mary Jane and outlines a 7-step coaching model and coaching results framework focused on priorities, goals, accountability and sustainability.
Leadership & Corporate Soft Skills Training Programmes
For more information, please visit our website, www.icfe-cg.com or e-mail us at enquiry@icfe-cg.com
Richard Gavriel is the director of Richard Gavriel Speaker Management, which manages professional speakers, trainers, coaches and consultants. He has extensive connections in the industry and understands clients' training needs, matching them with the right subject matter experts. Many people who have worked with Richard praise his enthusiasm, ability to understand clients' visions, and talent for delivering successful events and training solutions.
The document discusses an organization that partners with clients to develop solutions that drive measurable performance improvement. Their approach is based on three principles: context is important, engagement is key, and people are not passive recipients of information like sheep. They draw on expertise to build customized solutions addressing areas like sales, leadership, and performance. Services include content solutions, custom programs, and facilitation/coaching. Content solutions cover selling skills, negotiations, presentations and more, tailored to each client's needs.
The document discusses developing high-performance teams. It begins by noting the prevalence of searches related to teams and teamwork. It then discusses different types of teams, from working groups to potential teams to real teams and high-performance teams. The key differences are the level of commitment to a common purpose/goals and mutual accountability. The document also presents an assessment tool to evaluate what type of team you have. Finally, it raises the question of how to build a team and what elements should be observed, such as learning, sharing, communication, and developing a shared vision.
MindDoJo provides corporate training focused on innovative and engaging learning. They design customized solutions for different participant levels from executives to staff. Their workshops emphasize activity-based and problem-based learning as the most effective ways for people to truly learn. MindDoJo offers training in various topics including communication, innovation, leadership, and strategy. Their goal is to help participants improve skills like strategic thinking and creativity.
The document appears to be a handbook from WhiteLight Consulting Pvt Ltd on creative leadership and seeing the whole picture. It includes sections on frameworks for creative and critical thinking at work, guidelines for deferring judgement and building on ideas, the WhiteLight Consulting team, the types of services they offer such as learning workshops, executive coaching and consulting, as well as client testimonials praising their interactive approach. It emphasizes the importance of creativity for busy executives and provides tools to apply creativity in the workplace.
The document summarizes a presentation on measuring employee engagement in high performance organizations. It discusses the importance of measuring employee opinions through surveys to understand satisfaction, engagement, and motivation. Regular surveys can help identify issues, facilitate strategic alignment between HR and business goals, and ensure the organization has the right people and culture to execute its strategy. The results should be openly shared and used to develop action plans and programs to improve the work environment and increase engagement. Engaged employees are more productive, innovative, and better retain customers compared to satisfied but disengaged employees. Leadership, clear communication, and aligned HR practices can help boost engagement.
This document discusses attracting and retaining customers in the insurance industry. It explores why people are attracted to insurance, focusing on financial, social, inspirational, and spare time motivations. It then examines how to build a customer base through an emotional rather than logical approach, and allowing customers to motivate each other. The most successful insurance agents are described as having real-life experience, achieving good results, high energy, enthusiasm, and activity. The objective is outlined as increasing activity within the existing customer base and helping them expand their own customer networks. Common pitfalls for implementation are also listed, such as weak recruitment, underestimating time and effort needed, and lack of widespread involvement.
This document provides 7 ideas for effective leadership:
1. Create a clear vision of the future that inspires and motivates people.
2. Define and communicate core values to guide behavior and create the desired culture.
3. Engage employees by listening to them, giving them autonomy, and making them feel valued to increase productivity and loyalty.
4. Solicit feedback and ideas from all levels to challenge the status quo and drive innovation.
5. Develop other leaders within the organization rather than just followers.
6. Take action on ideas and visions rather than just discussing them.
7. Effective leadership requires initiative and faith in a better future rather than maintaining the status quo
I promoted people to management who never supervised before and they ran into challenges. Debora worked with our employees to assist them with their leadership roles.
Hay Group offers a suite of HR tools to help organizations with talent selection and development, compensation, and employee engagement. The tools are based on Hay Group's 60 years of research and proven methodologies. They include assessments of emotional intelligence, leadership styles, growth potential, and employee effectiveness. The tools are available online, competitively priced, and tailored for each stage of the employee lifecycle.
CBI Group is a national company that provides human resources and recruitment solutions. They offer services including recruitment, consulting, and outplacement. Their recruitment services include project staffing, search, and sourcing as a service. Their consulting services include HR projects, management consulting, and audits and assessments. Their outplacement services include career coaching, full outplacement, and self-paced online outplacement support. CBI Group aims to provide scalable, flexible solutions tailored to each client's specific needs.
The document discusses the role of HR in supporting organizational transformation through engaging leadership. It provides examples of how employee ownership can strengthen transformation by shifting to a more decentralized structure with empowered employees and a flexible, no-blame culture. Effective leadership, communication, and organizational development programs are needed to embed transformation and develop employees. Case studies demonstrate some of the cultural and process challenges of transitioning to employee ownership.
Goodwill Industries of Central Virginia is exploring ways to define and strengthen its organizational culture by focusing on leadership development and values-based leadership. The author conducted research on leadership approaches at other Goodwill organizations. Key findings include: 1) Reinventing the leadership team at Goodwill Chesapeake to better integrate operations; 2) Defining behaviors to bring values to life at Goodwill Menasha through an "intentional culture"; and 3) Shifting from rules-based to principles-based leadership focused on respect, customer satisfaction, and stewardship at Goodwill Indiana. The author aims to propose a leadership model for Goodwill Central Virginia that integrates the mission and defines measures for success.
Appreciative Inquiry is an approach to change management that focuses on an organization's strengths rather than its problems. It involves four steps: discovery, where positive experiences are shared; dream, where a vision is created from these strengths; design, where a plan is made; and deliver, where the plan is implemented. For example, to address lack of motivation, Appreciative Inquiry would have employees share stories of when they felt most motivated, identify encouraging factors like appreciation, think of ways to convey more appreciation, and devise and implement a process like thank you emails or awards. The advantage is focusing on positives translates to more positive action.
LeanWA Conference: Design Thinking & Adaptive Leadership for human-centered c...Catalyz
A presentation given at the 2017 Washington State Lean conference. Introduces tools and frameworks from design thinking and adaptive leadership and how they can be used to better design organizational transformation and change initiatives.
Iceberg Consulting helps companies turn potential into results through performance consulting. They provide services like assessment centers, coaching, and recruitment processing to help clients improve business performance and make better hiring decisions. Emerging from Liverpool, they have experience delivering projects for clients such as Serco, DSGi, and Everton FC.
Karen has over 11 years of experience in operational management and client service, and 8 years of experience in management consulting. She has a proven track record of delivering improvements in client service, productivity, efficiency, and operational risk awareness. Karen provides interim management services, including turnaround assistance and change management. She also offers executive coaching programs focused on leadership development, communication, and change management. Previous clients have provided testimonials praising Karen's ability to improve performance, drive positive change, develop teams, and create a better understanding between colleagues.
This document discusses executive coaching and its benefits for workplace productivity. It provides statistics showing that 75% of workers are C or D performers, and executive coaching can help improve tangible results like productivity and quality of work, as well as intangible results like relationships and job satisfaction. The document introduces a case study of a coaching program for an executive named Mary Jane and outlines a 7-step coaching model and coaching results framework focused on priorities, goals, accountability and sustainability.
Leadership & Corporate Soft Skills Training Programmes
For more information, please visit our website, www.icfe-cg.com or e-mail us at enquiry@icfe-cg.com
Richard Gavriel is the director of Richard Gavriel Speaker Management, which manages professional speakers, trainers, coaches and consultants. He has extensive connections in the industry and understands clients' training needs, matching them with the right subject matter experts. Many people who have worked with Richard praise his enthusiasm, ability to understand clients' visions, and talent for delivering successful events and training solutions.
The document discusses an organization that partners with clients to develop solutions that drive measurable performance improvement. Their approach is based on three principles: context is important, engagement is key, and people are not passive recipients of information like sheep. They draw on expertise to build customized solutions addressing areas like sales, leadership, and performance. Services include content solutions, custom programs, and facilitation/coaching. Content solutions cover selling skills, negotiations, presentations and more, tailored to each client's needs.
The document discusses developing high-performance teams. It begins by noting the prevalence of searches related to teams and teamwork. It then discusses different types of teams, from working groups to potential teams to real teams and high-performance teams. The key differences are the level of commitment to a common purpose/goals and mutual accountability. The document also presents an assessment tool to evaluate what type of team you have. Finally, it raises the question of how to build a team and what elements should be observed, such as learning, sharing, communication, and developing a shared vision.
MindDoJo provides corporate training focused on innovative and engaging learning. They design customized solutions for different participant levels from executives to staff. Their workshops emphasize activity-based and problem-based learning as the most effective ways for people to truly learn. MindDoJo offers training in various topics including communication, innovation, leadership, and strategy. Their goal is to help participants improve skills like strategic thinking and creativity.
The document appears to be a handbook from WhiteLight Consulting Pvt Ltd on creative leadership and seeing the whole picture. It includes sections on frameworks for creative and critical thinking at work, guidelines for deferring judgement and building on ideas, the WhiteLight Consulting team, the types of services they offer such as learning workshops, executive coaching and consulting, as well as client testimonials praising their interactive approach. It emphasizes the importance of creativity for busy executives and provides tools to apply creativity in the workplace.
The document summarizes a presentation on measuring employee engagement in high performance organizations. It discusses the importance of measuring employee opinions through surveys to understand satisfaction, engagement, and motivation. Regular surveys can help identify issues, facilitate strategic alignment between HR and business goals, and ensure the organization has the right people and culture to execute its strategy. The results should be openly shared and used to develop action plans and programs to improve the work environment and increase engagement. Engaged employees are more productive, innovative, and better retain customers compared to satisfied but disengaged employees. Leadership, clear communication, and aligned HR practices can help boost engagement.
This document discusses attracting and retaining customers in the insurance industry. It explores why people are attracted to insurance, focusing on financial, social, inspirational, and spare time motivations. It then examines how to build a customer base through an emotional rather than logical approach, and allowing customers to motivate each other. The most successful insurance agents are described as having real-life experience, achieving good results, high energy, enthusiasm, and activity. The objective is outlined as increasing activity within the existing customer base and helping them expand their own customer networks. Common pitfalls for implementation are also listed, such as weak recruitment, underestimating time and effort needed, and lack of widespread involvement.
This document provides 7 ideas for effective leadership:
1. Create a clear vision of the future that inspires and motivates people.
2. Define and communicate core values to guide behavior and create the desired culture.
3. Engage employees by listening to them, giving them autonomy, and making them feel valued to increase productivity and loyalty.
4. Solicit feedback and ideas from all levels to challenge the status quo and drive innovation.
5. Develop other leaders within the organization rather than just followers.
6. Take action on ideas and visions rather than just discussing them.
7. Effective leadership requires initiative and faith in a better future rather than maintaining the status quo
I promoted people to management who never supervised before and they ran into challenges. Debora worked with our employees to assist them with their leadership roles.
The document discusses how engagement drives business results and the critical role that feedback plays. It argues that traditional performance reviews are ineffective at providing feedback and promoting engagement. Instead, it recommends supercharging familiar behaviors like recognition, 1:1 meetings, and ongoing feedback through gamification to make the feedback process easier and more continuous. This intrinsic approach could increase engagement, reduce turnover, and boost market position.
This document discusses lessons on employee engagement from global organizations. It summarizes research showing that engaged employees are more profitable, productive, and loyal. Engagement leads to higher quality, fewer defects, and less absenteeism. Recognition is an important driver of engagement. The document provides tips for managers to improve engagement through clear expectations, feedback, and caring about employees. It also outlines proven strategies for engagement including appreciation, communication, trust, pride in one's work, and opportunities for growth. Global case studies show consistent benefits of engagement initiatives.
The document discusses factors for career success, including awareness of interests and aptitudes, satisfaction with different careers, and understanding performance expectations. It presents different career themes and assessments of traits, behaviors, and priorities that contribute to finding the right career fit and achieving success. The Pathfinder career assessment tool is introduced as a way to evaluate these various dimensions and identify suitable career options.
Unlock Employee Potential With CoachingKim Freedman
1. The document discusses how coaching can help unlock employee potential and improve organizational performance metrics like revenue, retention, satisfaction, and sales.
2. It defines coaching as a partnership where the coach asks questions to help clients find their own solutions and maximize potential, rather than giving advice. Coaching differs from consulting, mentoring, counseling, and traditional management in focusing on the future and empowering self-motivation.
3. Effective coaching skills include listening, asking open-ended questions, and developing trust and accountability with clients to help them achieve their goals. Coaching programs have grown in popularity due to associations with higher performance, engagement, and leadership development.
The document discusses providing organizational blueprints to help companies achieve true excellence in one day. It notes that blueprints identify actions, linkages, and process changes needed, but do not implement them. Blueprints leverage a company's expertise and provide a map to guide them on the path to excellence. The service claims to develop excellence blueprints in one business day that identify the most important opportunities for improvement and immediate benefits.
The document outlines the agenda and content for a workshop on increasing influence. It discusses understanding audiences and their motivations, focusing on business value, targeting methods to specific people, and committing stakeholders to action. Methods covered include design exercises, business modeling, and process mapping to align user needs, business goals, and offerings. The workshop teaches an influence process and covers topics like crossing the chasm and pivoting approaches.
The document provides strategies for attracting, developing, and retaining top talent. It discusses the high costs of miss-hires for managerial positions and outlines best practices for recruiting top talent, including employee referrals and targeting top recruiters. It defines three levels of talent - A, B, and C players - and emphasizes the importance of attracting and retaining A-level top talent. The document also discusses principles for effectively rewarding top talent, such as aligning rewards with business goals and integrating different reward tools. Finally, it suggests that retaining top talent requires understanding what they want, such as a challenge, fun at work, and opportunities for growth.
The Purpose Gap; making agility realityJohn Rosling
The document discusses bridging the gap between an organization's stated purpose and the reality experienced by its employees. It argues that purpose-led organizations outperform profit-led ones but that most corporations fail to translate purpose into meaningful change. To bridge this "purpose gap", leaders must understand context, ownership, and trust. Context provides meaning by interpreting organizational purpose for teams. Good leaders manage through context rather than control by clarifying goals and inspiring others. Understanding one's personal context and alignment with organizational purpose is also important for inspiring employees.
Equipping Managers to Engage: Getting ConnectedJitka Holt
This document outlines an agenda and materials for a two-day employee engagement course for managers. The agenda includes assessing organizational engagement, defining the manager's role in building connections, creating conditions for engagement across the organization and individually, and providing ongoing support. The materials provide frameworks for understanding organizational health and the types of organizations, the manager's role in engaging at cognitive, affective, behavioral and spiritual levels, and creating conditions for communication and engagement at both the organizational and individual level through leadership, communication, development and support.
Aligning Your Brand Promise with Your Internal Audiences to Improve Employee ...Vignette
Workshop:
How To Align Your Brand Promise With Your Internal Audiences, Increase Growth, And Improve Consumer Satisfaction
Description:
Mike Lepis, Creative Director and Principal of Vignette recently led the following workshop for internal communications professionals. Connect your brand to your employees and work on a strategic campaign of your own. Vignette has successfully helped clients develop strategies, programs, and tools to overcome brand challenges and help companies develop long-term plans of success.
Mike led workshop attendees through the tools & techniques Vignette uses to align company brand promises with their internal audiences, including:
* Identify your audiences—what motivates them, how to do they consume internal content, and where are the key opportunities
* Produce engaging content that connects your brand message to your internal audiences
* Illustrate your brand values through elements of story, message, and design
* Create a plan to measure ROI around the challenging area of internal communications
This document discusses emerging challenges in talent acquisition and employee retention for HR. It emphasizes engaging and aligning employees towards organizational goals through strategic HR development and alignment. The needs of 21st century customers are outlined, focusing on speed, quality, variety, service and price. More emphasis is placed on learning new skills, building relationships, exposure to new cultures, sharing ideas and having fun at work. HR drivers are discussed and a people's charter is presented as a blueprint with dual objectives of enhancing people satisfaction and organizational effectiveness. The document outlines HRD focus, expected outcomes and approaches around setting standards, identifying gaps, providing inputs, measuring outputs and linking with performance appraisals.
Bluprints is a globally-unique staff engagement model which serves to create a high-performance culture in conjunction with leadership vision.
Bluprints offers a simple, cost effective means to reach your entire organisation to define a pertinent business agenda in your lingo and to engage people in improvement activities against set priorities.
This high impact | low effort process brings your unique, critical business drivers to life in a visual, measurable, actionable storyline, mapping action to business objectives and delivering an ROI that will show the process is self-funding in a reasonable timeframe.
Across the globe, poor employee engagement statistics highlight a significant profit leakage whilst employee loyalty brings customer loyalty when your people are respected and their collective intelligence is harnessed to deliver customer value.
Some of the South African companies who have and are still using the Bluprints Method ™ to great acclaim are Deloitte, EY, Primedia Broadcasting, STRATE, Alexander Forbes and Sanlam.
I look forward to hearing from you.
Manie Roodt
Only 13% of employees worldwide are engaged at work, according to Gallup's new 142-country study on the State of the Global Workplace. In other words, about one in eight workers -- roughly 180 million employees in the countries studied -- are psychologically committed to their jobs and likely to be making positive contributions to their organizations.
Business leaders worldwide must raise the bar on employee engagement. Increasing workplace engagement is vital to achieving sustainable growth for companies, communities, and countries.
Employee loyalty brings customer loyalty when your people are respected and their collective intelligence is harnessed to deliver customer value. Yet, across the globe, poor employee engagement statistics highlight a significant and urgent profit leakage. Traditional top down approaches are the culprit.
Could I perhaps interest you in a conversation about how Bluprints’ innovative model will help rapidly connect people to your bigger picture so that they can contribute their best?
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
This document discusses effective account leadership. It begins by outlining the scope of the session, which includes account management, account leadership, managing money, creative briefing, creative assessment, and creative presentation. It then discusses what account management is, noting that it is the interface between the agency, client, and other partners. The document emphasizes that getting the basics right is the foundation of good client relationships, such as managing time, workflow, meetings, reports, and covering all bases. Mastering these fundamentals leads to winning new business, retaining and growing existing business, selling better work, and building more client trust.
Harnessing the power of Project ManagementWes Balakian
The document discusses harnessing the power of project management. It discusses how project management can help organizations move from being flat to extraordinary, cost centers to profit centers, over-staffed to lean, and over-budget to cost effective. It also discusses how project management can help organizations improve business results, maximize profitability, increase productivity without capital investment, expand human capital effectiveness, and excel at customer satisfaction. Additionally, it discusses how project management can help solve the four biggest problems plaguing CEOs which are failing to deliver on time, not enough sales, failing to hire and retain talent, and failing to manage change.
Similar to Managing Employees In Turbulent Times Pdf (20)
3. What is his track record..?
Creating Involvement
4. Why should I listen to Bob..?
If you have come to help me you
can go home again. But if you see
my struggle as part of your own
survival then perhaps we can work
together.'
Australian Aboriginal Women
Creating Involvement
5. How is it for you..?
• What are some of the problems you face
managing employees during these “turbulent
times?”
– Globally...
– Your organisation...
– You personally...
Creating Involvement
6. Key Leadership traits
Research has uncovered four key drivers
of effective leadership during times of
significant change:
– Cognitive abilities
– Dealing with ambiguity
– Resiliency
– Authenticity
Creating Involvement
7. Key Business Themes
Customer
Innovation Business Delight
Employee
Satisfaction
Creating Involvement
8. L
Research on Key Business Themes
• BAIN Consulting, USA (1999-2002)
• Interviewed over 130,000 customers,
400 companies, 28 industries
• Searched to find a clear, tangible,
unambiguous measurement that linked
customers experience with growth
Creating Involvement
9. T
Growth linked to customer experience
• Link of a satisfied customer to growth is weak
• Repurchase is not a true indicator of loyalty
• Link between customers that recommend, and
business growth is strong
• World class loyalty = net promoter score 75-80%
• Average net promoter score 16%
Creating Involvement
11. Who determines Customer Experience..?
CEO
The thin
red line
Front line staff
Customers
Creating Involvement
12. Core Problem 1
• I can not create customer experience alone...
• I have the vision and the strategy...
• ...but to execute, to implement I need others!
• I need everyone on board...
Creating Involvement
13. Core Problem 2
Effective leadership has a dual role:
– be good stewards, managing risk,
generating strong financial results,
demanding integrity, being prudent.
– create an engaging environment that
encourages and rewards an employees
desire to expend discretionary effort.
Creating Involvement
14. Chicken or Egg..?
Apply pressures to
hit the numbers of Employee
sales and savings... Satisfaction
Increase the effort to
win hearts and minds
on values and vision...
Creating Involvement
15. Push hard on the numbers..?
Creating Involvement
16. Who let the dogs out..?
Pace
Costs
Quality
Creating Involvement
17. Who let the dogs out..?
Pace
Costs
Quality
Morale
Employee
Satisfaction
Creating Involvement
18. Who let the dogs out..?
Pace
Costs
Quality
Discretionary
Morale
Effort
Employee
Satisfaction
Creating Involvement
19. Push hard on the numbers..?
Customer
Satisfaction
Pace
Costs
Quality
Discretionary Morale
Effort
Employee
Satisfaction
Creating Involvement
20. Go for hearts and minds
Engage head
and heart
Employee
Satisfaction
Creating Involvement
21. Go for hearts and minds
Engage head
and heart
Employee
Satisfaction
Morale
Discretionary
Effort
Creating Involvement
22. Go for hearts and minds
Engage head
and heart
Employee
Satisfaction
Pace
Morale
Discretionary Costs
Effort
Quality
Creating Involvement
23. Go for hearts and minds
Engage head
and heart
Employee
Satisfaction
Pace
Morale
Discretionary Costs
Effort
Quality
Creating Involvement
32. Problem Summary
• I can create customer experience alone...
– I need to lead and work with a team
• Dual role (Manage Vs Engage) conflicts...
– Put pressure on performance = it goes down
• We are collectively rubbish at communicating...
– Don't see things the same / Context / Intent / Filter
– Iceberg of Ignorance / You broadcast = I duck..!
Creating Involvement
33. Possible answers..?
• Develop the Vision
• Develop the Strategic Plan
• Execute the plan
– Recruit the talent
– Focus the talent
– Engage the talent
– Listen inside and out
– Manage the performance
Creating Involvement
38. RARE Delegation
• R. A. R. E.
– Results ~ why ~ what ~ when
– Ask for plan ~ how
– Review plan ~ add & shape
– Evaluation ~ co-design process
Creating Involvement
39. Focus the Talent
• Three levels of internal communication
– Enterprise wide
– Local Teams
– Supervisor 1-2-1
Creating Involvement
40. Enterprise wide case study
• Brand position survey conducted – Yr 1
• Position + Promise chosen formulated – Yr 2
• Global organisation, 40 subsidiaries &
independent agents
• Complex and intangible message
• Objective Yr 3
– Align our organisation behind the chosen brand
promise
Creating Involvement
44. Internalising a message
My message
Corporate message
easier
exceeds expectations
intelligent solutions
more efficient
professional people
leading authority
Personal values and motivation pride
Work-unit climate and leadership
Creating Involvement
45. Engage the Talent
• Walk the talk
• Involve rather than broadcast
• Speed of communication
• Formal and Informal channels
• Upward and Downward options
Creating Involvement
46. Formal Downward Communication
• Everyone gets the strategic business plan
• Receives an employee handbook
• Receives a basic set of procedures
• A copy of their job description & org' chart
• Orientation programs
• Regular departmental management meetings
Creating Involvement
47. Formal Downward Communication
• Full departmental staff meetings every month
• Communicate while walking around
• Celebrate major accomplishments
• Performance reviews
• Every major decisions and policies change
• Planned recreational events
Creating Involvement
48. Upward Communication
• Regular project status reports
• Supervisors must use one-on-one meetings
• Use staff meetings to solicit feedback
• Respect the quot;grapevinequot;
– Listen to it and learn from it
Creating Involvement
49. Employee Engagement
• Employees are emotionally
& intellectually committed
to the organisation
• Psychologically and
physically deliver the
discretionary effort of
superior performance.
• Everyone top to front-line
realise the full potential ~
theirs and the company's
Creating Involvement
50. Employee Engagement
• On average 1 in 3 are
engaged
• High engagement
produces on average
200% more productivity
Creating Involvement
51. Influence the Work Unit
External environment
Transformational
change
Leadership
Organisational
Mission and strategy
culture
Management
Structure practices Support systems
Work unit climate
Transactional
Task requirements
change
Individual needs and
and individual Motivation values
skills/abilities
Individual and organisational
performance
Creating Involvement
52. Simple version
External environment Leadership
Individual performance
Business system and processes Work unit motivation
Creating Involvement
53. Motivation Theories
• Basic Needs ~ Maslow, Hertzberg,
– Self esteem and primary drives matter
• Need – Achievement ~ McClelland
– High achievers want stretching goals, they believe in & feedback
• Equity
– Comparable fairness matters
• Expectancy
– Belief in effort, linked to reward, they consider valuable
• Attribution
– Being able to link persistence, intensity, choice to results
Creating Involvement
54. Simple version
I like the customers I like my boss
I like myself and what I do
I like way the company works I like my work mates
Creating Involvement
55. •
D
W
A measure of motivation
How can I grow?
The Summit
Camp Two Do I belong here?
Camp One What can I give?
Base Camp What can I get?
Creating Involvement
56. Improve motivation by listening
• Let your listeners speak..!
– Focus groups
– Town Hall Meetings
– Workouts
– Open Space / World Cafe
– Internet ~ Blogging
Creating Involvement
61. Costs of getting in wrong..?
• Increase in staff turnover
– £2.4 billion
– 9.2% of the impact
• Increase in sickness absence
– £8.4 billion / 8 days pp.pa
– 32.4% of the impact
• Increase in Presenteeism ~ reduced effort
– £15.1 billion
– 58.4% of the impact
Creating Involvement
62. Impact of the Recession
• 78% of internal comms managers report
budgets frozen or cuts...
– 60% report swapping to low cost channels
• 33% of HR managers report plans to reduce
head count...
– 67% report plans to increase activities around
engagement and retention of talent
Creating Involvement
63. Impact of the recession
• 53% of employees report an increase in stress
• 91% of managers report working extra hours
– 42% above working hours
– 21% loss in productivity
Professor Cary Cooper, Senior UK Government Advisor
Creating Involvement
64. Specific Recommendations
• Analyse your entire operation
• Determine you have sufficient resources
• Change credit terms
• Reassure all customers and suppliers
• Communicate with ALL your stakeholders
Creating Involvement
65. Specific Recommendations
• Three levels of communication
– Enterprise – Team – Individual
• Influence the Work Unit
– Direct Supervisors are key
• Top down AND Bottom up
• Involve rather than “broadcast!
• Let your listeners speak
• Feed the grapevine fast
Creating Involvement
67. Some Questions for you...
• Did you enjoy this session?
• Did you learn something?
• IF I came back – would you..?
Creating Involvement
68. Final offer
• If you'd like a copy of the slides and a FREE
copy of the “All Aboard” OPC Report (normally
£45)...
• Please ensure I have your business card
Creating Involvement
69. Welcome
Managing Employee in Turbulent Times
• Employee Engagement
• Stakeholder Communication
• Performance Management
• All Aboard..!
Creating Involvement