The document discusses implementing a Sales Managed Environment program to improve sales performance by providing sales managers with the necessary skills, tools, and processes to effectively coach, recruit, manage performance, and motivate sales teams. It notes that current sales managers often lack these skills and tools, leading to underperforming sales teams. Completing the Sales Managed Environment program would certify sales managers and equip them to build high-performing sales organizations through intensive coaching, testing, training, and use of proven systems and processes.
White Paper - Selling in the New Normal: For Organizations with Complex Sales...Selling to Zebras, LLC
Still waiting for the economy and business opportunities to get back to normal? Change is Required to Survive! In the “New Normal” complex sales organizations have learned that their best efforts and previous approach to selling customers in complex sales cycles no longer work; sales levels, margins and average deals sizes are down and sales cycles are longer with many ending in non-decision. Jeff Koser describe the necessary components to be successful in the New Normal.
Ia april 2013 what really motivates producersJustin Berry
The document discusses different approaches to producer compensation used by insurance agencies. It summarizes the findings of a study that found compensation incentives do not generally drive producer behavior unless they are perceived as unfair. It then provides examples of compensation approaches used by several agencies, including tiered commission rates, bonuses for growth, and reducing renewal commissions for producers who do not meet new business requirements. The goal of these approaches is to align producer compensation with agency growth objectives.
This document summarizes research on the relationship between executive compensation and firm performance. The key points are:
1. Executive compensation has increased dramatically over the last 3 decades, far outpacing worker pay growth. However, research studies have found little to no correlation between high executive pay and stronger firm performance.
2. While companies argue that incentive-based pay motivates executives, some studies show executive pay is often not closely tied to performance metrics and stock price movements.
3. Alternative views of "performance" beyond short-term profits, such as investment, innovation, and workforce development, are rarely considered in executive compensation.
4. To strengthen the link between pay and performance, companies increasingly use long-
Professional Employer Organizations (PEOs) allow businesses to outsource their human resource management and focus on their core operations. PEOs handle tasks like benefits administration, payroll, and workers' compensation to reduce a company's HR burden. Business owners from Skyline Mortgage and Abaco Corp. discuss how partnering with Administaff PEO allowed them to grow rapidly while having expert help with regulatory compliance and other HR needs. Selecting a reputable PEO requires vetting their experience, financial stability, and ability to meet a company's specific HR and risk management requirements.
Thomas International provides people assessment tools to help businesses make better hiring, development, and management decisions. Their tools include assessments that provide insight into a person's behaviors, strengths, motivations, aptitude, and emotional intelligence. They work with over 32,000 companies worldwide to help with recruitment, performance management, leadership development, and other human resources needs.
Deming 14 points survey 2010 from john cachatJohn Cachat
- The document appears to be survey results about an organization's implementation of Deming's 14 Points.
- Based on the responses, 51.2% of respondents said the organization had done "Good" at creating constancy of purpose toward improving products/services.
- 45.1% said the organization had done "Good" at adopting a new philosophy of management awakening to challenges and taking leadership for change.
Would you like to increase your employee loyalty, understand how to manage this individual, how to retain and develop? Then Thomas System! It's based on DISC theory. 88,49% valid!
The document discusses implementing a Sales Managed Environment program to improve sales performance by providing sales managers with the necessary skills, tools, and processes to effectively coach, recruit, manage performance, and motivate sales teams. It notes that current sales managers often lack these skills and tools, leading to underperforming sales teams. Completing the Sales Managed Environment program would certify sales managers and equip them to build high-performing sales organizations through intensive coaching, testing, training, and use of proven systems and processes.
White Paper - Selling in the New Normal: For Organizations with Complex Sales...Selling to Zebras, LLC
Still waiting for the economy and business opportunities to get back to normal? Change is Required to Survive! In the “New Normal” complex sales organizations have learned that their best efforts and previous approach to selling customers in complex sales cycles no longer work; sales levels, margins and average deals sizes are down and sales cycles are longer with many ending in non-decision. Jeff Koser describe the necessary components to be successful in the New Normal.
Ia april 2013 what really motivates producersJustin Berry
The document discusses different approaches to producer compensation used by insurance agencies. It summarizes the findings of a study that found compensation incentives do not generally drive producer behavior unless they are perceived as unfair. It then provides examples of compensation approaches used by several agencies, including tiered commission rates, bonuses for growth, and reducing renewal commissions for producers who do not meet new business requirements. The goal of these approaches is to align producer compensation with agency growth objectives.
This document summarizes research on the relationship between executive compensation and firm performance. The key points are:
1. Executive compensation has increased dramatically over the last 3 decades, far outpacing worker pay growth. However, research studies have found little to no correlation between high executive pay and stronger firm performance.
2. While companies argue that incentive-based pay motivates executives, some studies show executive pay is often not closely tied to performance metrics and stock price movements.
3. Alternative views of "performance" beyond short-term profits, such as investment, innovation, and workforce development, are rarely considered in executive compensation.
4. To strengthen the link between pay and performance, companies increasingly use long-
Professional Employer Organizations (PEOs) allow businesses to outsource their human resource management and focus on their core operations. PEOs handle tasks like benefits administration, payroll, and workers' compensation to reduce a company's HR burden. Business owners from Skyline Mortgage and Abaco Corp. discuss how partnering with Administaff PEO allowed them to grow rapidly while having expert help with regulatory compliance and other HR needs. Selecting a reputable PEO requires vetting their experience, financial stability, and ability to meet a company's specific HR and risk management requirements.
Thomas International provides people assessment tools to help businesses make better hiring, development, and management decisions. Their tools include assessments that provide insight into a person's behaviors, strengths, motivations, aptitude, and emotional intelligence. They work with over 32,000 companies worldwide to help with recruitment, performance management, leadership development, and other human resources needs.
Deming 14 points survey 2010 from john cachatJohn Cachat
- The document appears to be survey results about an organization's implementation of Deming's 14 Points.
- Based on the responses, 51.2% of respondents said the organization had done "Good" at creating constancy of purpose toward improving products/services.
- 45.1% said the organization had done "Good" at adopting a new philosophy of management awakening to challenges and taking leadership for change.
Would you like to increase your employee loyalty, understand how to manage this individual, how to retain and develop? Then Thomas System! It's based on DISC theory. 88,49% valid!
Jeffrey Immelt succeeded Jack Welch as CEO of GE in 2001. While Welch focused on efficiency through cost cutting and downsizing, Immelt took a more people-oriented approach aimed at long-term growth. Immelt emphasized growth engines for the future through external expansion, marketing, and risk-taking innovation. He also took steps to increase openness and trust within the organization. Under both leaders, GE saw significant growth and returns for shareholders over decades of leadership.
Compensation and remuneration are important factors for both employees and employers, as they impact motivation, loyalty, and standard of living. Components of remuneration typically include wages, salaries, incentives, fringe benefits, perquisites, and non-monetary benefits. However, compensation practices must be carefully managed to avoid issues like pay envy, high turnover, and damage to morale when disparities exist or the market changes rapidly.
The document discusses how employee engagement impacts business success. It states that engagement affects key business factors like productivity, advocacy, absenteeism, turnover, innovation, quality, and customer relationships. Research shows highly engaged companies have higher earnings, operating income, and stock performance than less engaged competitors. The document argues senior leaders should understand this connection between engagement and results in order to prioritize engagement strategies and ensure the resources needed to create a highly engaged workforce.
Thomas International provides people assessment tools to help businesses with recruitment, retention, development, and management of employees. They have over 30 years of experience and work with over 32,000 companies worldwide. Their assessments evaluate candidates' behaviors, aptitudes, personalities, and emotional intelligence to provide insights into strengths, limitations, motivations, and fit. They work closely with client companies to understand their needs and culture in order to implement the assessments effectively.
Thomas International provides people assessment tools to help businesses improve performance. Their tools assess individuals' behaviors, strengths, motivations, abilities and potential. They help with recruitment, retention, development and management. Clients report benefits like improved hiring, engagement and productivity after using Thomas International's assessments.
The Mindset of Victory - Tim Wade (www.timwade.com)Tim Wade
Tim Wade's "The Mindset of Victory" slides which accompany his keynote on positive possibility thinking, his V9 profile, overcoming fear and procrastination to achieve goals and positive results...
Jeff Immelt graduated from Dartmouth with a BA in applied mathematics and Harvard with an MBA. He joined GE in 1982 and rose through the ranks, becoming CEO in 2001. As the new CEO, Immelt had to lead the company after the legendary Jack Welch and deal with the challenges of 9/11 just days into the role. However, he was able to successfully overcome these problems by continuing GE's growth, diversifying its products, and shifting the culture to prioritize customer satisfaction over performance. Immelt's educational background, leadership skills, and GE's leadership program contributed to his success as CEO.
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 document summarizes the findings of a study on employee engagement capability. Some key findings include:
1) Organizations with highly engaged workforces have the highest capability scores in culture and purpose. Developing capabilities in these areas can significantly increase engagement.
2) Highly engaged companies balance commercial and cultural aspects, focusing on capabilities like culture, vision, purpose, and rewards. This creates compelling reasons for employees to stay engaged.
3) Organizations with engagement scores over 80% are 30% more capable overall than those with average engagement. Higher capability leads to more meaningful and effective engagement activities.
4) Developing people through coaching and training increases capability by 22% and engagement. Highly engaged
This presentation describes employee engagement, the three inclinations employees have towward being engaged, a spectrum of engagement, eight factors that affect engagement levels, and information about surveys and the correlation between engagement - personal behaviors - business results.
The HR Managers Guide to Employee EngagementSage HRMS
How can your company increase employee engagement and retain top performers? In this guide, we will examine some current statistics about employee engagement, show how employee engagement affects companies’ financial performance, and provide tips to effectively increase employee engagement at your company.
Bus r04 beyond digital experiences - driving your customers and employees fro...Peter Funke
This document discusses driving customer and employee engagement and commitment. It begins by covering the evolution of digital experiences and how systems have increasingly focused on human needs like enablement, autonomy and relatedness. The document demonstrates how customer and employee engagement systems have converged over time to focus on these shared human factors. It discusses research showing that engagement can have significant returns on investment through increased sales, reduced turnover and higher profitability. The document concludes by demonstrating hypothetical digital tools and platforms that could be used to improve engagement and commitment among employees and customers.
Hr Guide To Enhance Employee Moral And ProductivenessLakesia Wright
This document outlines 11 ways to increase employee loyalty and engagement. It discusses measuring engagement through surveys, promoting a sense of being helpful through empowering employees and secret shoppers, improving competence through training programs and mentoring, building acceptance through team building, and gaining respect through transparency, good management, and recognition. Technology can help understand employee feedback to better manage engagement. Overall engaging employees leads to higher productivity, retention, and positive business outcomes.
Social Business and Yammer | #onlinefuturetodayArjen Jelsma
1. Enterprise social networking can help organizations transform into social businesses needed to add value for customers, employees, stakeholders, and themselves.
2. A social business focuses on human factors over techniques and connects people to achieve more value. Social media facilitates this social business transformation.
3. A social business thinks about what employees, stakeholders, and customers need and adds value to their lives to benefit the business.
- 90% of executives surveyed think customer experience is very important for their company's strategy in 2010, and 80% want to use it to differentiate from competitors.
- While most companies have some customer experience practices in place, like VoC programs and customer experience leaders, they still face obstacles like a lack of clear strategy and cross-organizational cooperation.
- Companies are taking more action on customer experience compared to last year, but still struggle with satisfying customers, especially online where satisfaction is lowest.
Description of how the balanced scorecard can be used for small businesses on the run, using one page business plan, by Warren Rutherford, Owner, The Executive Suite.
This white paper discusses the importance of employee engagement for business success. It summarizes research showing that only 30% of American workers are engaged, while 52% are not engaged and 18% are actively disengaged. This high level of disengagement costs American businesses an estimated $450 billion to $550 billion annually in lost productivity. The paper advocates for adopting a "People First" approach to create a highly engaged workforce, where employees are passionately committed to the organization's mission and values. It promotes specific strategies like defining what engagement means, establishing engagement metrics, and implementing the "10 Rules for Creating Outrageous Engagement" to close the engagement gap in organizations.
The document discusses an approach called HumanSigma that aims to optimize organizational performance by measuring and managing three key aspects: customer engagement, employee engagement, and financial performance. It is presented as analogous to measuring vital signs to gauge overall health. Case studies are presented showing how various organizations improved their HumanSigma scores and saw corresponding increases in financial outcomes like profits and sales. Interventions discussed include measuring engagement locally, using transactional and transformational strategies for improvement.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
This document discusses driving employee engagement and creating a learning and performance culture. It recommends using engagement surveys and modern technology tools to get employee input and promote learning. A key part of an engaged culture is clear expectations, advancement opportunities, communication, understanding jobs, and business relationships. A learning and performance culture has active learners who take responsibility for their development and retain new ideas, while supervisors promote learning and are open to new approaches. Measuring team performance rather than individuals can further increase engagement.
Jeffrey Immelt succeeded Jack Welch as CEO of GE in 2001. While Welch focused on efficiency through cost cutting and downsizing, Immelt took a more people-oriented approach aimed at long-term growth. Immelt emphasized growth engines for the future through external expansion, marketing, and risk-taking innovation. He also took steps to increase openness and trust within the organization. Under both leaders, GE saw significant growth and returns for shareholders over decades of leadership.
Compensation and remuneration are important factors for both employees and employers, as they impact motivation, loyalty, and standard of living. Components of remuneration typically include wages, salaries, incentives, fringe benefits, perquisites, and non-monetary benefits. However, compensation practices must be carefully managed to avoid issues like pay envy, high turnover, and damage to morale when disparities exist or the market changes rapidly.
The document discusses how employee engagement impacts business success. It states that engagement affects key business factors like productivity, advocacy, absenteeism, turnover, innovation, quality, and customer relationships. Research shows highly engaged companies have higher earnings, operating income, and stock performance than less engaged competitors. The document argues senior leaders should understand this connection between engagement and results in order to prioritize engagement strategies and ensure the resources needed to create a highly engaged workforce.
Thomas International provides people assessment tools to help businesses with recruitment, retention, development, and management of employees. They have over 30 years of experience and work with over 32,000 companies worldwide. Their assessments evaluate candidates' behaviors, aptitudes, personalities, and emotional intelligence to provide insights into strengths, limitations, motivations, and fit. They work closely with client companies to understand their needs and culture in order to implement the assessments effectively.
Thomas International provides people assessment tools to help businesses improve performance. Their tools assess individuals' behaviors, strengths, motivations, abilities and potential. They help with recruitment, retention, development and management. Clients report benefits like improved hiring, engagement and productivity after using Thomas International's assessments.
The Mindset of Victory - Tim Wade (www.timwade.com)Tim Wade
Tim Wade's "The Mindset of Victory" slides which accompany his keynote on positive possibility thinking, his V9 profile, overcoming fear and procrastination to achieve goals and positive results...
Jeff Immelt graduated from Dartmouth with a BA in applied mathematics and Harvard with an MBA. He joined GE in 1982 and rose through the ranks, becoming CEO in 2001. As the new CEO, Immelt had to lead the company after the legendary Jack Welch and deal with the challenges of 9/11 just days into the role. However, he was able to successfully overcome these problems by continuing GE's growth, diversifying its products, and shifting the culture to prioritize customer satisfaction over performance. Immelt's educational background, leadership skills, and GE's leadership program contributed to his success as CEO.
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 document summarizes the findings of a study on employee engagement capability. Some key findings include:
1) Organizations with highly engaged workforces have the highest capability scores in culture and purpose. Developing capabilities in these areas can significantly increase engagement.
2) Highly engaged companies balance commercial and cultural aspects, focusing on capabilities like culture, vision, purpose, and rewards. This creates compelling reasons for employees to stay engaged.
3) Organizations with engagement scores over 80% are 30% more capable overall than those with average engagement. Higher capability leads to more meaningful and effective engagement activities.
4) Developing people through coaching and training increases capability by 22% and engagement. Highly engaged
This presentation describes employee engagement, the three inclinations employees have towward being engaged, a spectrum of engagement, eight factors that affect engagement levels, and information about surveys and the correlation between engagement - personal behaviors - business results.
The HR Managers Guide to Employee EngagementSage HRMS
How can your company increase employee engagement and retain top performers? In this guide, we will examine some current statistics about employee engagement, show how employee engagement affects companies’ financial performance, and provide tips to effectively increase employee engagement at your company.
Bus r04 beyond digital experiences - driving your customers and employees fro...Peter Funke
This document discusses driving customer and employee engagement and commitment. It begins by covering the evolution of digital experiences and how systems have increasingly focused on human needs like enablement, autonomy and relatedness. The document demonstrates how customer and employee engagement systems have converged over time to focus on these shared human factors. It discusses research showing that engagement can have significant returns on investment through increased sales, reduced turnover and higher profitability. The document concludes by demonstrating hypothetical digital tools and platforms that could be used to improve engagement and commitment among employees and customers.
Hr Guide To Enhance Employee Moral And ProductivenessLakesia Wright
This document outlines 11 ways to increase employee loyalty and engagement. It discusses measuring engagement through surveys, promoting a sense of being helpful through empowering employees and secret shoppers, improving competence through training programs and mentoring, building acceptance through team building, and gaining respect through transparency, good management, and recognition. Technology can help understand employee feedback to better manage engagement. Overall engaging employees leads to higher productivity, retention, and positive business outcomes.
Social Business and Yammer | #onlinefuturetodayArjen Jelsma
1. Enterprise social networking can help organizations transform into social businesses needed to add value for customers, employees, stakeholders, and themselves.
2. A social business focuses on human factors over techniques and connects people to achieve more value. Social media facilitates this social business transformation.
3. A social business thinks about what employees, stakeholders, and customers need and adds value to their lives to benefit the business.
- 90% of executives surveyed think customer experience is very important for their company's strategy in 2010, and 80% want to use it to differentiate from competitors.
- While most companies have some customer experience practices in place, like VoC programs and customer experience leaders, they still face obstacles like a lack of clear strategy and cross-organizational cooperation.
- Companies are taking more action on customer experience compared to last year, but still struggle with satisfying customers, especially online where satisfaction is lowest.
Description of how the balanced scorecard can be used for small businesses on the run, using one page business plan, by Warren Rutherford, Owner, The Executive Suite.
This white paper discusses the importance of employee engagement for business success. It summarizes research showing that only 30% of American workers are engaged, while 52% are not engaged and 18% are actively disengaged. This high level of disengagement costs American businesses an estimated $450 billion to $550 billion annually in lost productivity. The paper advocates for adopting a "People First" approach to create a highly engaged workforce, where employees are passionately committed to the organization's mission and values. It promotes specific strategies like defining what engagement means, establishing engagement metrics, and implementing the "10 Rules for Creating Outrageous Engagement" to close the engagement gap in organizations.
The document discusses an approach called HumanSigma that aims to optimize organizational performance by measuring and managing three key aspects: customer engagement, employee engagement, and financial performance. It is presented as analogous to measuring vital signs to gauge overall health. Case studies are presented showing how various organizations improved their HumanSigma scores and saw corresponding increases in financial outcomes like profits and sales. Interventions discussed include measuring engagement locally, using transactional and transformational strategies for improvement.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
This document discusses driving employee engagement and creating a learning and performance culture. It recommends using engagement surveys and modern technology tools to get employee input and promote learning. A key part of an engaged culture is clear expectations, advancement opportunities, communication, understanding jobs, and business relationships. A learning and performance culture has active learners who take responsibility for their development and retain new ideas, while supervisors promote learning and are open to new approaches. Measuring team performance rather than individuals can further increase engagement.
Employee engagement is important for business success. Studies show engaged employees increase profits, sales, customer loyalty and productivity. Recognition programs can boost employee engagement by 27-50% according to studies. Recognition is the "tipping point" that differentiates engaged versus willing employees. To maximize engagement, companies need senior leadership support, effective communication, inspiration around corporate strategy and vision, and a culture of appreciation.
Employee engagement is important for business success. Studies show engaged employees increase profits, sales, customer loyalty and productivity. Recognition programs can boost employee engagement by 27-50% according to studies. Recognition is the "tipping point" that differentiates engaged versus willing employees. To maximize engagement, companies need senior leadership support, an effective recognition strategy, and a culture of appreciation.
Do you think you know what motivates your employees? You might be surprised!
This webinar focuses on understanding what benefits really shape employee behavior. It surfaces trends, best company practices and challenges, and traditional paradigms for driving employee engagement and performance. We will explore cross-generational and cross-cultural values that link to job satisfaction, commitment, and sustainability.
Watch the On-Demand webinar and hear an action-packed discussion on:
Old vs. New Directions for Corporate Benefits
The Common Thread for Motivators and De-motivators of Employee Job Performance
Is Hertzberg’s Theory Humbug?
How to Ensure Predictive Performance Through Customized Employee Motivators
This document discusses the importance of employee engagement for businesses. It notes that engaged employees work harder, stay longer with companies, and provide better customer service. The document recommends using social performance management tools to provide frequent feedback, recognition, and meaningful communication to employees in order to increase engagement. These tools can help align individual goals with company goals to improve execution, productivity, service, retention, and overall business performance. The workforce is changing with more millennials and contingent workers who value different things, so companies need new approaches to attract, engage, and retain top talent.
The document discusses the importance of execution in business planning and activities. It notes that over 70% of executives fail to create and effectively execute strategic plans, and less than 15% of formulated strategies are effectively implemented. The document advocates for becoming "execution based" and provides statistics on the benefits of executive coaching, such as improved productivity, relationships, and bottom-line profitability. It recommends that business leaders consider hiring an executive coach as one of the "best practices" used by the 9% of most profitable companies. The document promotes the services of the Executive Peer Forum for peer advisory groups, in-house forums, and individual executive coaching.
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