Surveying has long been a core arm of OPRA’s offering. Whether it be standardised surveys of culture such as the Denison, or bespoke 360 and stakeholder surveys, OPRA have a solution. The following SlideShare builds on over 15 years of survey experience, discussing the benefits of organisational surveying as well as how to make your organisational surveys a success.
The Denison Model is a management tool to diagnose and build culture alignment.
Denison Model can help to understand the current state of the organization’s effectiveness and to propel it to the desired direction.
The Denison Model presents four key cultural traits and twelve related management practices. At its core, are the beliefs and assumptions? Blank segments on concentric circles will let professionals add trait scores based on assessments.
• Adaptability
• Mission
• Involvement
• Consistency.
The document discusses the Denison Culture Survey, which assesses organizational culture and has been linked to various performance measures, and how the Corporate Learning Institute (CLI), with over 30 years of experience working with organizations, can help companies utilize the survey to analyze their culture and identify areas for improvement in order to increase performance. CLI provides a suggested roadmap for administering the Denison Culture Survey, analyzing and acting on the results, and evaluating progress through follow up assessments.
Developing Organisational Values for North Kirklees CCGMichael Barker
The document summarizes the agenda for a team away day focused on developing organizational values. The agenda includes defining values, examining examples of values from other organizations, and discussing how to bring values to life within the team's culture. The team will also consider how to create a remarkable workplace and translate principles into working practices.
BSRIA Values and Organisational AlignmentSteve Turner
This document discusses the importance of organizational alignment for achieving better performance and successful strategy implementation. It notes that organizational alignment acts as the "glue" that binds together an organization's mission, vision, values, strategy, culture, goals, objectives, activities, practices, behaviors, and results to ensure they are all working towards the same objectives. The document refers to organizational alignment as having both a "guiding path" and "driving path" to maximize coordination across an organization.
The document contains various metrics and key performance indicators used to measure organizational performance and drive business decisions. It discusses attrition rates by gender and over time, training metrics like mandays and expenditures, and metrics that measure effectiveness, efficiency, and impact. Common metrics that can help drive decisions are quality of hire, training delivery and ROI, and coverage of high potentials in talent pools. The document emphasizes that defining and measuring the right metrics is important for organizations to demonstrate their value and function as a strategic business partner.
Embedding a culture of quality: ISO 9001:2015 FocusQualsys Ltd
What does an organisation with a mature culture of quality look like? In this ppt presentation, Richard Green, Former Head of Technical Services at CQI, explains what a culture of quality looks like, the essential building blocks and how to achieve this.
More information can be found: http://quality.eqms.co.uk/blog/6-critical-building-blocks-of-a-quality-culture
This is the Confirmit world-wide internal presentation on our mission statement, guiding principles and values. It's important that our customers, employees and suppliers know what to expect...
The Denison Model is a management tool to diagnose and build culture alignment.
Denison Model can help to understand the current state of the organization’s effectiveness and to propel it to the desired direction.
The Denison Model presents four key cultural traits and twelve related management practices. At its core, are the beliefs and assumptions? Blank segments on concentric circles will let professionals add trait scores based on assessments.
• Adaptability
• Mission
• Involvement
• Consistency.
The document discusses the Denison Culture Survey, which assesses organizational culture and has been linked to various performance measures, and how the Corporate Learning Institute (CLI), with over 30 years of experience working with organizations, can help companies utilize the survey to analyze their culture and identify areas for improvement in order to increase performance. CLI provides a suggested roadmap for administering the Denison Culture Survey, analyzing and acting on the results, and evaluating progress through follow up assessments.
Developing Organisational Values for North Kirklees CCGMichael Barker
The document summarizes the agenda for a team away day focused on developing organizational values. The agenda includes defining values, examining examples of values from other organizations, and discussing how to bring values to life within the team's culture. The team will also consider how to create a remarkable workplace and translate principles into working practices.
BSRIA Values and Organisational AlignmentSteve Turner
This document discusses the importance of organizational alignment for achieving better performance and successful strategy implementation. It notes that organizational alignment acts as the "glue" that binds together an organization's mission, vision, values, strategy, culture, goals, objectives, activities, practices, behaviors, and results to ensure they are all working towards the same objectives. The document refers to organizational alignment as having both a "guiding path" and "driving path" to maximize coordination across an organization.
The document contains various metrics and key performance indicators used to measure organizational performance and drive business decisions. It discusses attrition rates by gender and over time, training metrics like mandays and expenditures, and metrics that measure effectiveness, efficiency, and impact. Common metrics that can help drive decisions are quality of hire, training delivery and ROI, and coverage of high potentials in talent pools. The document emphasizes that defining and measuring the right metrics is important for organizations to demonstrate their value and function as a strategic business partner.
Embedding a culture of quality: ISO 9001:2015 FocusQualsys Ltd
What does an organisation with a mature culture of quality look like? In this ppt presentation, Richard Green, Former Head of Technical Services at CQI, explains what a culture of quality looks like, the essential building blocks and how to achieve this.
More information can be found: http://quality.eqms.co.uk/blog/6-critical-building-blocks-of-a-quality-culture
This is the Confirmit world-wide internal presentation on our mission statement, guiding principles and values. It's important that our customers, employees and suppliers know what to expect...
This document discusses training and development solutions from Vyapt Consulting Pvt. Ltd. It summarizes their services in four key areas: organizational learning and development solutions, expectation and execution management, assessment and development centers, and talent management. Vyapt aims to help organizations enhance employee productivity, develop skills for disruptive change, build collaboration and diversity/inclusion, and align culture and talent management practices to strategic goals. They take a customized approach across industries to address business challenges through workshops, coaching, and change management initiatives.
Lv Pesentation Building High Performance CultureLes Venus
Les Venus discusses building a high performance culture through establishing a shared vision, workforce engagement, motivation, and equal opportunities. The key pillars of success are motivational targets, social responsibility, continuous improvement, and equality/inclusion. An organization can achieve high performance and inclusion by establishing a common framework to identify and remove potential discrimination across processes like refurbishment, supply chain, management, and communication. Signs of success include lower turnover, costs and higher engagement, performance, and outreach.
Chapter 9: Social Behavior and Good GovernanceKimber Palada
Chapter 9: Organization's Vision, Values & Mission from the book of Corporate Social Responsibility and Good Governance by Samuel Mejia Salvador, Gloria J. Toletino-Baysa & Ellinor C. Fua-Geronimo
This document discusses how to craft an effective employee experience through an experience value chain. It presents that employee experience drives customer impression and revenue growth. A 5 unit increase in employee attitude can lead to a 0.5% increase in revenue growth. Highly engaged companies see improved financial metrics like operating income and net income compared to low engagement companies. An engaged employee experience focuses on structure, culture, and execution. The architecture of participation involves organizing functions into communities of practice, allocating resources purposefully, and rewarding at the touchpoint level. Culture should be one of shared values and success through compensation, education, and employee involvement in decision making. Execution requires giving permission to perform, embracing risk taking, and celebrating innovation.
How seam can be a solution for employee engagementBob Randall
Two approaches to organization development (OD) link the social health of organizations to the economic performance of organizations. Employee engagement research shows a correlation between the level of engagement among employees in organizations and the employee turnover, the organization’s ability to grow and bottom line results. Meanwhile, the Socio-Economic Approach to Management (SEAM) links organizational dysfunction to hidden costs and the ability of the organization to develop human potential.
Strategic leadership provides a clear narrative about the organization's past, present, and future direction. This gives employees a line of sight between their work and the overall vision. Managers engage and treat their people as individuals, coaching and challenging them. There is two-way communication throughout the organization to reinforce and challenge views. Employee input is sought early and explanations are provided if not adopted. Organizational integrity is reflected in daily behaviors that are explicitly defined and embraced by staff, enabling trust between employees and leadership.
The document discusses the relationship between culture and quality in companies. It argues that quality spawns the development of culture as employees work together, and that culture then cultivates further improvements in quality. It notes that historically manufacturing has evolved from individual craftsmanship to more collaborative team-based work, and that companies need both a quality-focused culture and high quality to adapt to changing markets.
Mars promotes health and wellbeing to create mutual benefits for associates and the company. Poor health can threaten a sustainable workforce and reduce productivity. Mars provides wellness programs, education, and infrastructure like on-site exercise classes and health resources. A sales wellbeing strategy introduced resilience workshops, health roadshows, and physical activity challenges, which associates found supportive of their energy, resilience, and wellbeing. This decreased absence and stress while increasing productivity.
High Performance Culture Presentation for LinkedInSam Drexler
This document proposes researching companies with high-performance cultures in the Bay Area to identify best practices for fostering employee acquisition, retention, engagement, and productivity. The goals are to demonstrate how companies use culture to maximize talent, recommend ideas for Gracenote's culture, identify competencies of high performers, and compare Gracenote's benefits. It discusses characteristics of high-performing employees and organizations, including values like integrity, passion, courage, communication, and leadership. Quotes from LinkedIn and Workday emphasize the importance of transparency, positive culture, and leadership in driving engagement. The document cites Peter Drucker and a Deloitte study that highly engaged companies with the right culture have lower turnover, better execution, and
Employee engagement is defined as an employee who is fully absorbed in and enthusiastic about their work. There are three aspects that influence engagement: individual psychology, employer environment, and employee interactions. Engagement can be measured and improved through communication, rewards, culture building, team building, and leadership development activities. Highly engaged employees benefit organizations through increased satisfaction, productivity, retention, innovation, and profitability, while also benefiting employees through safety, health, happiness, and work-life balance. Crafting HR practices to increase engagement can help organizations achieve their goals.
This document discusses creating change leaders and managing organizational change. It introduces Cornelis Scheepers and The Terrace Initiative, which specializes in transformation advisory services. The presentation covers how economic disruption requires organizations to change more rapidly and develop change leaders. Using internal change leaders and transformation sciences can help embed complex changes more quickly with less resistance. Assessing individual and organizational change capabilities provides insights to effectively plan and implement changes.
In a pilot study carried out by McKinsey & Company, the Cultural Transformation Tools CTT were used in parallel with 30 structured consultant interviews. The Cultural Transformation Tools CTT were found to provide a more comprehensive analysis and more credible results at a fraction of the cost.
When we refer to Skill Education, we have to look at it from two perspectives-one where children and youngsters have been exposed to formal education and school and college level, yet do not possess the required skills to be employable and; second those who have never been exposed to any kind of formal education and need to acquire certain skills to be employable
According to educational experts, today, employers look for some mandatory attributes in their employees. These are over and above knowledge of core subject that a student may have acquired over a period of study. These skills include many attributes like good communication skills, positive approach towards challenge, general awareness, approach to lifelong learning, self discipline and time management, sense of initiative, sharing and teamwork, stress management and much more. It is therefore important that schools and colleges educate children and youngsters about these attributes that are paramount to securing a well paid job
This document discusses improving the employee experience. It provides an overview of research showing a positive employee experience leads to better retention and performance. While many companies see employee experience as important, few have dedicated roles for it or collect needed data. Common obstacles to improving experience are budget, resources, tools and understanding. The document defines key elements of experience like culture, communication and inclusion. It outlines strategies like starting small, training managers, using data to drive decisions and frequent evaluation and communication. New technologies can help span the entire employee lifecycle and integrate systems for a more seamless experience.
-Empowering Organisations – A Holistic Approach
-Customized to YOUR need – A collaborative approach
-Your Organization Development Pathway
-Benefits of Your OD Intervention
Assessing Human Resource Issues - A Microsoft AccountHolley Jacobs
Microsoft was founded in 1975 by William H. Gates III. The document discusses Microsoft's strategic human resource management practices including learning and development, employee engagement and retention, and addressing religion in the workplace. It provides details on Microsoft's training programs and virtual academy which provide courses in various products, services, and languages. The document also discusses the benefits of promoting religious and spiritual inclusion in the workplace such as increased retention, productivity and communication.
The document discusses a team effectiveness study conducted by My Executive Solutions to help executive leadership teams improve. The study involves gathering anonymous data through interviews and surveys on topics like team cohesion, communication, decision making, and roles. This data is analyzed to produce reports identifying primary perceptions and behaviors needing improvement. The executive team then reviews this organizational data in off-site sessions to achieve full alignment on challenges and strengthen the team. The goal is to expedite results by developing a stronger leadership style and fully aligned team.
Cause Marketing specifically.
Making your products connect with those seeking to work towards social good.
When sales meet social good, we all win.
IF you wish to partner with a socially responsible effort, let me help you.
The Denison Culture Model is a way of looking at an organization to identify, codify and understand organizational culture. This overview sums up the model.
Advertising is paid communication from an identified sponsor using mass media to influence audiences. There are nine major types of advertising including retail, brand, political, and direct response. Advertising serves marketing, communication, and economic roles such as differentiating products and informing consumers. It functions by providing product information, incentives to take action, and reminding audiences of brands. The five players involved are advertisers, agencies, media, vendors, and audiences. The advertising making process involves ideas, briefs, storyboards, design, copy, and production. Advertising budgets cover costs such as television production. Concepts are tools for marketing objectives.
This document discusses training and development solutions from Vyapt Consulting Pvt. Ltd. It summarizes their services in four key areas: organizational learning and development solutions, expectation and execution management, assessment and development centers, and talent management. Vyapt aims to help organizations enhance employee productivity, develop skills for disruptive change, build collaboration and diversity/inclusion, and align culture and talent management practices to strategic goals. They take a customized approach across industries to address business challenges through workshops, coaching, and change management initiatives.
Lv Pesentation Building High Performance CultureLes Venus
Les Venus discusses building a high performance culture through establishing a shared vision, workforce engagement, motivation, and equal opportunities. The key pillars of success are motivational targets, social responsibility, continuous improvement, and equality/inclusion. An organization can achieve high performance and inclusion by establishing a common framework to identify and remove potential discrimination across processes like refurbishment, supply chain, management, and communication. Signs of success include lower turnover, costs and higher engagement, performance, and outreach.
Chapter 9: Social Behavior and Good GovernanceKimber Palada
Chapter 9: Organization's Vision, Values & Mission from the book of Corporate Social Responsibility and Good Governance by Samuel Mejia Salvador, Gloria J. Toletino-Baysa & Ellinor C. Fua-Geronimo
This document discusses how to craft an effective employee experience through an experience value chain. It presents that employee experience drives customer impression and revenue growth. A 5 unit increase in employee attitude can lead to a 0.5% increase in revenue growth. Highly engaged companies see improved financial metrics like operating income and net income compared to low engagement companies. An engaged employee experience focuses on structure, culture, and execution. The architecture of participation involves organizing functions into communities of practice, allocating resources purposefully, and rewarding at the touchpoint level. Culture should be one of shared values and success through compensation, education, and employee involvement in decision making. Execution requires giving permission to perform, embracing risk taking, and celebrating innovation.
How seam can be a solution for employee engagementBob Randall
Two approaches to organization development (OD) link the social health of organizations to the economic performance of organizations. Employee engagement research shows a correlation between the level of engagement among employees in organizations and the employee turnover, the organization’s ability to grow and bottom line results. Meanwhile, the Socio-Economic Approach to Management (SEAM) links organizational dysfunction to hidden costs and the ability of the organization to develop human potential.
Strategic leadership provides a clear narrative about the organization's past, present, and future direction. This gives employees a line of sight between their work and the overall vision. Managers engage and treat their people as individuals, coaching and challenging them. There is two-way communication throughout the organization to reinforce and challenge views. Employee input is sought early and explanations are provided if not adopted. Organizational integrity is reflected in daily behaviors that are explicitly defined and embraced by staff, enabling trust between employees and leadership.
The document discusses the relationship between culture and quality in companies. It argues that quality spawns the development of culture as employees work together, and that culture then cultivates further improvements in quality. It notes that historically manufacturing has evolved from individual craftsmanship to more collaborative team-based work, and that companies need both a quality-focused culture and high quality to adapt to changing markets.
Mars promotes health and wellbeing to create mutual benefits for associates and the company. Poor health can threaten a sustainable workforce and reduce productivity. Mars provides wellness programs, education, and infrastructure like on-site exercise classes and health resources. A sales wellbeing strategy introduced resilience workshops, health roadshows, and physical activity challenges, which associates found supportive of their energy, resilience, and wellbeing. This decreased absence and stress while increasing productivity.
High Performance Culture Presentation for LinkedInSam Drexler
This document proposes researching companies with high-performance cultures in the Bay Area to identify best practices for fostering employee acquisition, retention, engagement, and productivity. The goals are to demonstrate how companies use culture to maximize talent, recommend ideas for Gracenote's culture, identify competencies of high performers, and compare Gracenote's benefits. It discusses characteristics of high-performing employees and organizations, including values like integrity, passion, courage, communication, and leadership. Quotes from LinkedIn and Workday emphasize the importance of transparency, positive culture, and leadership in driving engagement. The document cites Peter Drucker and a Deloitte study that highly engaged companies with the right culture have lower turnover, better execution, and
Employee engagement is defined as an employee who is fully absorbed in and enthusiastic about their work. There are three aspects that influence engagement: individual psychology, employer environment, and employee interactions. Engagement can be measured and improved through communication, rewards, culture building, team building, and leadership development activities. Highly engaged employees benefit organizations through increased satisfaction, productivity, retention, innovation, and profitability, while also benefiting employees through safety, health, happiness, and work-life balance. Crafting HR practices to increase engagement can help organizations achieve their goals.
This document discusses creating change leaders and managing organizational change. It introduces Cornelis Scheepers and The Terrace Initiative, which specializes in transformation advisory services. The presentation covers how economic disruption requires organizations to change more rapidly and develop change leaders. Using internal change leaders and transformation sciences can help embed complex changes more quickly with less resistance. Assessing individual and organizational change capabilities provides insights to effectively plan and implement changes.
In a pilot study carried out by McKinsey & Company, the Cultural Transformation Tools CTT were used in parallel with 30 structured consultant interviews. The Cultural Transformation Tools CTT were found to provide a more comprehensive analysis and more credible results at a fraction of the cost.
When we refer to Skill Education, we have to look at it from two perspectives-one where children and youngsters have been exposed to formal education and school and college level, yet do not possess the required skills to be employable and; second those who have never been exposed to any kind of formal education and need to acquire certain skills to be employable
According to educational experts, today, employers look for some mandatory attributes in their employees. These are over and above knowledge of core subject that a student may have acquired over a period of study. These skills include many attributes like good communication skills, positive approach towards challenge, general awareness, approach to lifelong learning, self discipline and time management, sense of initiative, sharing and teamwork, stress management and much more. It is therefore important that schools and colleges educate children and youngsters about these attributes that are paramount to securing a well paid job
This document discusses improving the employee experience. It provides an overview of research showing a positive employee experience leads to better retention and performance. While many companies see employee experience as important, few have dedicated roles for it or collect needed data. Common obstacles to improving experience are budget, resources, tools and understanding. The document defines key elements of experience like culture, communication and inclusion. It outlines strategies like starting small, training managers, using data to drive decisions and frequent evaluation and communication. New technologies can help span the entire employee lifecycle and integrate systems for a more seamless experience.
-Empowering Organisations – A Holistic Approach
-Customized to YOUR need – A collaborative approach
-Your Organization Development Pathway
-Benefits of Your OD Intervention
Assessing Human Resource Issues - A Microsoft AccountHolley Jacobs
Microsoft was founded in 1975 by William H. Gates III. The document discusses Microsoft's strategic human resource management practices including learning and development, employee engagement and retention, and addressing religion in the workplace. It provides details on Microsoft's training programs and virtual academy which provide courses in various products, services, and languages. The document also discusses the benefits of promoting religious and spiritual inclusion in the workplace such as increased retention, productivity and communication.
The document discusses a team effectiveness study conducted by My Executive Solutions to help executive leadership teams improve. The study involves gathering anonymous data through interviews and surveys on topics like team cohesion, communication, decision making, and roles. This data is analyzed to produce reports identifying primary perceptions and behaviors needing improvement. The executive team then reviews this organizational data in off-site sessions to achieve full alignment on challenges and strengthen the team. The goal is to expedite results by developing a stronger leadership style and fully aligned team.
Cause Marketing specifically.
Making your products connect with those seeking to work towards social good.
When sales meet social good, we all win.
IF you wish to partner with a socially responsible effort, let me help you.
The Denison Culture Model is a way of looking at an organization to identify, codify and understand organizational culture. This overview sums up the model.
Advertising is paid communication from an identified sponsor using mass media to influence audiences. There are nine major types of advertising including retail, brand, political, and direct response. Advertising serves marketing, communication, and economic roles such as differentiating products and informing consumers. It functions by providing product information, incentives to take action, and reminding audiences of brands. The five players involved are advertisers, agencies, media, vendors, and audiences. The advertising making process involves ideas, briefs, storyboards, design, copy, and production. Advertising budgets cover costs such as television production. Concepts are tools for marketing objectives.
Advertising is any paid form of nonpersonal presentation and promotion of ideas, goods, or services by an identified sponsor. The main purposes of advertising are to promote sales, create awareness of new products, and create a good public image. There are several types of advertising including product, consumer, industrial, trade, and professional advertising which target different audiences. Advertising aims to inform, persuade, and remind consumers while reinforcing their purchasing decisions. Considerations for advertising include social issues, time slots, brand ambassadors, seasons, and media types.
Advertising as a communication tool finalrainbowlink
The document discusses various models and frameworks for understanding communication and advertising, including:
1) Communication feedback models that describe the steps in the communication process from sender to receiver.
2) Models for understanding consumer response to advertising, including the elaboration likelihood model and cognitive response model.
3) Integrated marketing communications (IMC) models which aim to coordinate marketing components to influence brand information and build profitable relationships.
The key point is that understanding how consumers process information and how advertising fits into the communication process helps to set objectives and evaluate advertising results more effectively.
The document discusses the many roles that advertising can play. It explains that advertising can build brands in the long-term like a capital investment. It then lists several specific roles advertising can play such as creating awareness, changing perceptions, reinforcing attitudes, and encouraging trial of products. Finally, it discusses roles like providing reassurance to consumers, linking brands to social identities, fulfilling consumers' wishes, treating consumers with respect, pioneering new styles, and focusing on stylistic elements to engage audiences.
Advertising exists to help sell things and is mainly about creating and strengthening consumer impressions of brands. It serves marketing, communication, economic, and societal roles. For marketing, it helps businesses satisfy consumer needs through goods and services. For communication, it reaches mass audiences to introduce, explain, remind, and persuade about products. Economically, it moves beyond information to create demand and a more rational economy. Societally, it informs consumers about innovations, trends, products, and helps shape consumer identity and expression.
Surveying is the process of determining the positions of natural and man-made features on Earth's surface. It involves measuring horizontal and vertical distances and angles to compute locations based on geometry and trigonometry. There are two main types: geodetic surveying accounts for Earth's curvature over large areas, while plane surveying treats the surface as flat for smaller regions. Common surveying equipment includes chains, tapes, theodolites, rods, and field books. Basic surveying techniques involve establishing a baseline and taking measurements of distances and angles to locate other points.
Interviewing PowerPoint PPT Content Modern SampleAndrew Schwartz
140 slides include: why to interview, what to look for, tools to effectively interview, when to use open and closed questions, 4 types of interviews, observable and unobservable components in interviews, legal questions, how to avoid bias, the halo effect, utilizing contrary evidence, what to do after the interview, 22 steps to a successful power interview, how to's and more.
Organizational Culture for Strategic PerformanceDaniela Kaneva
The best predictor for success of your operations is the human factor. Learn how you can measure your Organizational Culture and what you can do with it in order to align it with Strategy.
Getting your shift together making sense of organizational culture and changeDani
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
Common misconceptions about employee surveys in organizations and how decision makers may overcome them. The case for design and customization to context is contrasted with standard surveys with a few examples from professional experience.
Why Volunteering Programs are no longer just for Large CompaniesGaurav Bhattacharya
Employee Volunteer Programs are no longer only for large companies!
With the latest generation of cloud-based solutions, any sized company can now afford a great employee volunteering platform.
You company culture is a powerful competitive advantage. Learn from Stanford professor, Charles O'Reilly, and Pomello co-founder, Catherine Spence, how to create a culture strategy, and use technology to manage culture effectively.
Staying in Balance: Workforce Changes & Corporate CultureHuman Capital Media
s companies employ a wide range of workers from different generations, a variety of work-life balance programs are needed to meet expectations within the workforce because there is no one-size-fits-all approach. But challenges exist to ensure all management levels recognize the need to institute work-life balance programs, adapt a variety of programs that satisfy the needs of a multigenerational workforce and raise awareness of available programs once in place.
Join us for this webinar, Staying in Balance: Workforce Changes & Corporate Culture, and learn why addressing the needs of today’s multigenerational workforce is key for human resources professionals.
During this webinar, we’ll discuss findings from a Workforce magazine and Cvent study related to the necessity of work-life balance programs and how they are perceived by today’s multigenerational workforce, including:
How different generations think about work-life balance, and the implications for attracting and retaining emerging generations.
The need to address work-life balance.
Factors that negatively affect work-life balance.
The biggest challenges facing HR departments.
The importance of employee engagement programs to measure work-life balance program effectiveness.
The document outlines a 6-stage change management process. It begins with establishing the need for change, then disseminating a vision. Next are stages for diagnosis/analysis, recommendations, and implementation of strategies. The final stage is to measure, reinforce, and refine changes. The process provides a systematic approach to understanding an organization and describing its current state.
What it Takes to Make the Fortune 100 Best Companies to Work For® ListGreat Place to Work® US
In today’s competition for top talent, understanding and leveraging your company’s great workplace culture is more important than ever. In this presentation, Great Place to Work®—the company that conducts the research for the Fortune 100 Best Companies to Work For® list and selects the top 100 Companies each year—shares how you can assess, benchmark, and recognize your company as a great workplace, including:
• How to Apply for the Fortune Best Companies to Work For Lists
• Eligibility and Deadlines
• Selection Methodology, Models & Scoring
• Benefits of Applying to the List
• Tips for a Strong Submission
For over 15 years, the annual Fortune 100 Best Companies to Work For® List has been the gold standard of lists that recognize great workplace cultures. As Fortune’s most popular list franchise, the 100 Best Companies to Work For® List surpasses even the Fortune 500 in readership. Learn how your company can join this elite group of organizations today!
Guru Group Meeting 7 July 14 - The Engage With What Challenge - Paul SparrowEngage for Success
This was one of the presentations given at our Guru Group Event on 7 July 2014 at Aston University, Birmingham.
The theme of the day was around the future of engagement, to engagement in the future
The document discusses leadership for finance professionals. It provides a leadership framework for assessing business context, industry environment, leader capabilities, and alignment between leadership style and organizational culture. It also defines common finance officer roles and competencies. Additionally, it examines trends in the role of the chief financial officer, including a greater focus on strategic planning, collaboration, and driving results. Finally, the document discusses the importance of organizational culture and provides a framework for assessing cultural alignment between individuals and organizations.
Business culture encompasses an organization's values, vision, working style, beliefs and habits. It is shaped by numerous factors, including the influence of dominant leaders, company history and traditions, type of industry, customers, performance expectations, control systems, policies and procedures, and reward systems. Geert Hofstede developed a model of five cultural dimensions that help explain value differences between cultures: individualism, masculinity/femininity, uncertainty avoidance, power distance, and long-term orientation. Symbols like practices, communication, physical form, and common language also represent organizational culture.
This seminar will provide insights on analytics-based assessments of workforce diversity and guide organizations on how analytics can provide a new ‘system of record’ for workforce diversity measurements and assessments.
At the end of this seminar, participants will be able to:
a. How analytics can provide a ‘single source of truth’ for workforce diversity metrics and assessments
b. How workforce analytics can provide a conduit to organizational transformation
c. How workforce analytics can support inclusion initiatives in global workforces
d. How HR executives can message the strategic value of Diversity in the age of digital transformation
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
This document discusses organizational environments and corporate culture. It begins by outlining the external environment that organizations must adapt to, including macro forces. It then discusses internal organizational structures like functional, divisional, and matrix structures. The document also covers corporate culture and how the tone at the top from leadership influences culture. Strong, positive cultures with caring, respect and meaningfulness are linked to higher employee engagement and financial performance.
The Denison model of organizational culture is unique in that it is based on over 25 years of research linking organizational culture traits to performance metrics. The model assesses culture through four traits - mission, adaptability, involvement, and consistency. It provides organizations with an easy to interpret approach to improve performance and has been successfully used in over 5,000 organizations globally.
WON 4 14 GU NMI Energize Engage-- Building Inclusive Organizations(1).pptxSWATISINGH686555
This document discusses how inclusion and engagement supercharge employee satisfaction and performance. It defines engagement as occurring when an employee's personal satisfaction aligns with their contribution to organizational success. Inclusion is defined as achieving a work environment where all individuals are treated fairly and can contribute fully. The business case for inclusion and engagement includes attracting talent, retention, productivity and innovation. Global demographic shifts are changing the workforce, requiring new leadership models. Research shows engagement increases performance outcomes like productivity and decreases absenteeism and turnover. The top drivers of engagement are relationships with supervisors and opportunities to use skills. The document provides best practices for leadership and increasing inclusion and engagement.
This document discusses measuring and maintaining employee engagement. It begins by examining the challenges in defining and measuring engagement, noting that some see it more as a feeling than something strictly quantifiable. It then reviews different engagement surveys and their focuses, such as levels of engagement or key drivers. The document warns that surveys only provide part of the picture and notes other approaches like those from positive psychology. Finally, it discusses measuring the impact of engagement initiatives and using engagement levels over time as a metric to assess success.
The document discusses organizational culture and its characteristics. It describes how culture forms within organizations through the actions of founders and is maintained through socialization, stories, rituals and other means. Culture influences performance and satisfaction. Different types of culture like ethical, customer-responsive and spiritual cultures are explored.
Reconstructing Grit: Potential for maladaptivity and the role of self-efficacyOPRA Psychology Group
Paper presented by Yong Jia Yin and Dr Paul Englert during the 9th Aotearoa New Zealand Organisational Psychology and Organisational Behaviour Conference on 27 November, 2020.
Positive illusion has been postulated to contribute to mental well-being, the ability to care and the capacity for productive and creative work. Proponents of positive illusions maintain that mild, and not delusional, levels of distortion are essential for mental health and do not detract from adaptive behaviours bound to objective reality. Opponents note that a distorted appraisal of reality and negative events could lead to misjudgment, risk-taking action, and perhaps longer-term negative consequences. Inline with more contemporary approaches to well-being, such as acceptance and mindfulness, we will propose a theoretical framework to establish appropriate parameters between actual reality vs. realistic appraisal. Moreover, we will argue that the missing link in the well-being research is the external and holistic measurement of optimal functioning; a dependent variable that psychology has tended to steer omit. We contend that while positive illusion contributes to mental health, an illusion-free appraisal can contribute to further well-being through courageous objectivity, and growth mindsets resulting in closer alignment to models of fully-functioning, measured by both external and internal criteria. This was presented at the 2016 International Conference on Well-being in Singapore.
Psychometric testing is used to assess new recruits' safety risk and training potential. Tests measure cognitive ability, personality traits like conscientiousness, and other factors related to safety. A case study found recruits identified as higher safety risks by a Health and Safety Indicator test had 6 times more performance issues and accidents within the first year. The company saw a 10% reduction in injuries and $130,000 savings in workers compensation after using the assessments to manage apprentice risk and training. Three years later, a validation study found 75% of safety accidents occurred within 5 months, confirming the value of early risk screening for new hires.
Dr Stephen Williams was one of the true pioneers in the area of occupational stress diagnostics and stress management. OPRA began our relationship with Dr Williams back in the late 1990’s and this continued up to his unfortunate passing in the mid 2000’s. During this time Dr. Williams did many presentations across our regions discussing the benefits of a proactive approach to managing stress at work. The following is a key note address on the topic that he gave at the 2003 HRINZ Conference: Releasing individual potential through employee wellbeing.
Assumptions in I/O Psych to be tested: A blue print for progressing the disci...OPRA Psychology Group
OPRA is a proud team of organisational psychologists. Our acronym stands for Occupational Psychology Research Associates.
Being true to our field, we admit both the strengths and limitations of our discipline. The following presentation, from 2007, discusses some of the common half truths that are permeated within our field.
Only by understanding the limitations of psychology will its true benefit to business be realized. This remains the goal of the OPRA Group.
The document discusses the business case for developing emotional intelligence in the workplace. It argues that emotional intelligence is important for becoming an employer of choice, improving performance management, reducing employee turnover, and other factors that impact the bottom line. Research shows emotional intelligence can be measured and developed, leading to benefits like better leadership, teamwork, job satisfaction, and lower absenteeism. A case study example demonstrates how one organization partnered with employees to define leadership behaviors and develop emotional intelligence through assessments, coaching, and reinforcement activities.
For many organisations employee career development and career coaching is a missing component of their L&D strategy. The following SlideShare, presented in 2005, discusses the commercial driver for internal career coaching and some steps that can be taken to increase its effectiveness. In a world where the nature of work is changing daily, these lessons are more pertinent than ever.
The document discusses onboarding best practices for new hires. It defines onboarding as the process of helping new employees transition from outsiders to insiders through acquiring job, role, group and cultural knowledge. The presentation outlines a model for onboarding with four phases: pre-selection, pre-boarding, onboarding and post-hire support. It summarizes five rules for effective onboarding: don't leave learning to chance, start onboarding pre-selection, engage leaders and teams, focus on the first few months, and view onboarding as a long-term process not a single event. Following best practices in onboarding can lead to positive individual, group and organizational outcomes.
In the mid-2000's OPRA, together with Dr. Duncan Jackson, conducted some cutting edge research into assessments centres. The purpose: to establish what assessment centres really measure and how to maximise prediction of performance. The research has been published globally and these slides cover the key findings of this work.
Due to skill-shortages the world is in a war for talent. Companies and countries alike want to attract, develop and keep the most talented individuals. This is a trend OPRA first commented on back in 2007. While the situation has only gotten worse since then, the messages in this presentation are as poignant as ever.
In the age of big data, it has become mandatory for strategic HR professionals to have strong qualiitative skills. The following presentation conducted in 2004, predicted this shift and outlined why and how HR can stay ahead of the data revolution.
Competencies are a common part of HR language but do they have measurable qualities? In this presentation from 2005, Dr Paul Englert, discusses competencies and their more rigorous precursor job analysis. The presentation poses the following question, ‘Are competencies a bit of a con?’
Integrity testing is a current hot topic in HR. However, the idea of understanding and eliminating deviant behaviour in the workplace is certainly nothing new. This SlideShare discusses the research in the area and measures that can be taken to minimize counterproductive workplace behaviour.
An examination of the evidence supporting the idea that people may make up for lower cognitive ability by being more conscientious. This presentation, covering research in 2009, looks at the two different paths people can take to being high performers.
The Staffing Equation: Strategies to Address Key Workforce Risks and Close th...OPRA Psychology Group
Delivered by Dr Paul Wood (Head trainer at OPRA in New Zealand at the time) at the CIO Summit in New Zealand in 2010, this presentation discusses the strategy to attract and retain the most talented and valuable staff, who are incidentally the most mobile in a competitive market. The strategic use of technology and tools in selection was relevant then, remains so today, and continues to be part of OPRA’s approach to empowering our clients in their talent management.
OPRA Develop was launched in 2008 to meet the demand for evidence-based development courses for progressive companies. OPRA Develop comprises of 5 key programmes, with this presentation an introduction to the now acclaimed Healthy Thinking Programme.
The OPRA Group have been working with GENOS on Emotional Intelligence (EI) since the early 2000s. This gives us a unique perspective on how EI theory has developed and been applied to maximise organisational success.
The following presentation discusses the basics, and basis, of the GENOS model of EI. This is now the foundation of the award winning leadership programmes offered by OPRA.
A step-by-step guide to best practice selection methodology. This presentation, given in the late 90's across New Zealand, is still relevant nearly 20 years on.
An overview of part of the OPRA Develop programme. Self-esteem is one of the non-negotiables to performing to the best of your ability. Nathaniel Branden's seminal work is as relevant today as it was when first released in the late 60's. We hope you enjoy this brief overview.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
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price and product quality), as well as assessing competitive and market conditions
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How MJ Global Leads the Packaging Industry.pdfMJ Global
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
2. Content
• Why surveying is so important to organisational success
• The features shared by robust survey designs
• Risks associated with survey delivery
• Three options for organisational surveying will be
discussed:
• 360 Survey
• Exit Interviewing
• Culture Survey
4. By collating survey data we can:
• Confirm whether results are due to chance, or some genuine
differences
• Evaluate the link between different areas of interest (e.g., culture
ratings versus performance, exit ratings versus satisfaction)
• Identify the most powerful sub-set of items
• Rank-order issues in terms of priority
• Understand the unique themes that shape data
Conducting organisational surveys is becoming an increasingly popular part
of an organisation’s annual review.
5. Robust surveys share….
• What is your rationale for undertaking a survey…. what are the
expected outcomes? How else could we achieve these outcomes?
• What research methodologies are to be used (interviews, focus
groups + survey?)
• How will quantitative and qualitative ingredients be blended. Will
consideration go beyond simple descriptive statistics?
• Who is being surveyed – a sample or the whole population?
• How can survey output be linked to, and add value to other HR-
related considerations (exit + culture surveys; post-appointment +
culture)?
Good survey outputs requires a quality input
Remember: You can’t make a silk purse out of a
sow’s ear…
7. The concept of culture
• Late nineteenth and early twentieth century
studies of social anthropology gave us the term
“culture.”
• The concept of culture represents, in an holistic
sense, the qualities of any specific human group
that are passed from one generation to the next
because they are believed to be useful for
survival and adaptation.
8. A clear definition of culture
• Every organisation has its own way of doing things
that influences virtually every aspect of working life.
• Culture is the ‘social glue’ that holds an organisation
together.
• Culture gives an organisation its distinct personality.
When we talk about culture, we are referring to the
organisation’s dominant culture; that is, the values
shared by most of its members.
9. A clear definition of culture
• Some aspects of culture are very visible.
“Working hard” or “being friendly to customers“.
Other aspects of culture are harder to observe
such as “doing things right the first time”.
• Organisational culture may not be easily seen -
yet may be the strongest facilitator of
commitment to something larger than oneself.
10. Why culture is NOT a focus
“It is highly natural that leaders would be
resistant to focusing on organisational
culture. They have routinely been confused
by the conversation and disappointed by
unfulfilled promises”.
Fisher & Allford, 2000
11. Why culture be a focus
“We have the same ingredients and use the same ovens, but it’s the skills,
attitude and experience of the workforce that differentiates the brands.”
David Brandon
Chief Executive of Dominos Pizza
“Bureaucratic control can only buy employees’ bodies but not their
hearts. A strong organisational culture, however, can be a primary
generator of real motivation and commitment”.
Daniel Denison,
Founder of Denison Consulting, USA
12. Why culture surveys fail to deliver
• Often designed and created within the academic
environment –results are not replicable
• Use non-business language which must be converted
through interpretation to the business context
13. Why culture surveys fail to deliver
• Are often unclear about specific links to business
results; little if any research
• Often require extensive time to implement assessment
and/or interpret results in the business context
• The results do not lead to measurable actions and a ROI
14. The Denison Culture Survey
• Model developed by Daniel Denison, PhD and
William Neale, MA.
• Based on 25 years research with 1,500
organisations and 50,000 individuals.
• Is supported by a database of 800 +
organisations from a wide variety of industries.
15. The Denison Culture Survey
• Is linked to a measurable change in such things
as profitability, quality, sales growth, innovation,
and employee satisfaction.
• Focuses on relevant behaviours and beliefs,
rather than on the general emotional climate of
the workplace.
• Items are specific enough so that a low score
provides an indication of the proper remedial
action.
24. This means that every 1% decrease in turnover in a 1,000 person
organisation saves between $275,000 and $1,100,000 per year.
Why exit interview?
Estimates of the cost of turnover vary between
50% and 200% of any employee’s annual salary.
25. What should we measure?
Home/Life Factors
Focuses on non-work factors contributing to organisational exit.
Includes retirement, family commitments, health issues and desire for
travel.
Interpersonal Factors
Focuses on relationships an employee has with his/her peers,
manager, including the access to supervision, guidance and support.
Structural Factors
Focuses on the aspects of an organisation’s physical environment,
including the appropriateness of equipment, resources and technology
to do one’s job.
Job Enrichment
Factors
Focuses on the motivators that enrich an individual’s work experience,
including access to training and development, advancement and
recognition of one’s cultural contribution.
26. Push and pull factors
Staff exit on the basis of a combination of Push and Pull Factors
Unsatisfactory remuneration package/conditions
Limited career opportunities
Job related stress
Unsatisfactory relationship with my manager
Unsatisfactory relationship with my peers
Better career/progression opportunities
Partner has a job outside the region
Less travel/job closer to home
Better remuneration package/conditions
Greater job variety/change
Stronger culture/morale
27. Different generations = different push/ pull factors
Baby Boomers
(1945-1964)
Generation X
(1965 - 1979)
Generation Y
(1980 -)
Strong work ethic Results-focused Goal-orientated
Process-focused Desire autonomy Value team work and fairness
Seek consensus Strong social conscience Growth-orientated
Respect authority Seek responsibility Technically savvy
Optimistic Self-reliant Enjoy change and variety
The drivers for turnover differ for different demographic groups, particularly gender
and generation. A well developed exit survey should capture this difference.
SAM Advanced Management Journal, 2005
28. Retaining the ‘Baby Boomers’
Over the next 20 years, we are predicted to see
a mass exodus of ‘baby boomers’ from the
workforce…draining organisations of
considerable institutional skills and knowledge.
In a Australian Federal Government report
(2007), it was predicted that economic growth
will slow as the population ages.
29. Retaining the ‘Baby Boomers’
Smart organisations are already:
using exit data to improve flexibility in
organisational systems for aged employees (job
sharing, project work, phased retirement)
Encouraging a balance between work and non-
work commitments
Incorporating the ageing workforce into their
talent management strategies
30. Wining Generation Y
In the workplace, Gen Y tend to favour:
• An inclusive style of management
• Teamwork and fairness
• Interesting, challenging work that supports self-
development
• Minimal rules and bureaucracy
• A coaching style of management
• Knowing how they contribute to the ‘Big Picture’
• Utilisation of their technical skills and savvy
• Clear direction and an understanding of expectations
Gen Y tend to be more positive
than earlier generations about
work in general, but less satisfied
with their jobs and employers.
Advanced Management
Journal, Eisner, 2005
31. Based on our analysis….
In a longitudinal study into organisational exit
involving 600+ staff, OPRA found the top 6 reasons
for leaving included:
Every one of these issues is inside an employer’s control
Lack of job challenge 31%
Morale/Climate 28%
Opportunity for career advancement 28%
Remuneration 22%
Change in career direction 19%
Work/life imbalance 14%
32. Satisfaction with
the Organisation
Based on our analysis….
The extent to which staff
would:
a) seek re-employment
and
b) leave for either positive
or negative reasons
Remuneration, access to
resources and morale
Satisfaction with
the Job
Access to training, manager &
colleague relationships
=
33.
34. Introducing Parting Company
A standardised global survey
Allows the tracking of global trends in exit interviewing
Can be customised to meet individual client needs
Comparison against internal organisational exit data
To meet the global need for exit interviewing OPRA has
developed a dedicated exit interview site:
offers:
35. Benefits of Exit
Interviewing
• A standardised process which is cost and
time effective for you and the exiting
employee.
• Customised reporting around key areas of
organisational interest.
• Online survey delivery eliminates human
bias or error, and significantly lifts the rate
of responding.
36. Benefits of Exit
Interviewing
• Comparison against other organisations,
together with the tracking of your own
longitudinal trends by team, division and
organisation-wide.
• Options for the end-user to complete the
survey anywhere, at any time.
38. What is the value of 360s?
In one wide-ranging analysis of the research it
was found that:
• in 1/3 of organisations, performance improved
• In 1/3, there was no difference
• In 1/3, performance got worse!
The classic assumption is that feedback enhances self-
insight. But does it?
Kluger & DeNisi (1996) Psychological Bulletin
39. Organisational challenge
To be in the ‘one third’ of organisations
that see positive gains from the
introduction and implementation of a
360 feedback system……
40. Powerful 360 items…
• Address the ‘big’ issues that offer the most
leverage for improvement.
• Are only asked of raters who can give a
meaningful response. There is no need to ask
the same questions of all respondents.
• Are based on activities that offer a high
likelihood of change.
41. Powerful 360 items…
• Generate ratings across the full range of
effectiveness.
• Tap into the ‘derailers’ as well as all the
positive stuff. Our analysis shows that raters
are more willing to express issues posed as a
‘derailer’ than rate down a positive statement.
• Provide the option for qualitative, open-
ended comment.
42. Maximising the impact of 360
• Individuals are more likely to respond
positively to credible feedback from a number
of respected raters.
• Specific and descriptive feedback
helps…generalised and vague reports don’t.
• Get the manager involved in the feedback
process as a starting point to developing
dialogue for change.
43. Maximising the impact of 360
• Don’t be afraid as an organisation to face
up to counterproductive behaviours that
are blocking progress.
• Link to realistic, measurable actions for
change…track frequently and provide
feedback often.
• Focus only on 1 or 2 big gains at a
time…together with a few quick wins.
44. What are they doing differently?
Gather end-user feedback…was the survey easy to fill out? What do
we need to retain or let go?
Keep analysing the data to determine what questions can be dropped.
Reduce the survey to a set of ‘power items’ that link to your survey
drivers.
Track trends…what themes are emerging as potential strengths?
developmental needs?
Use technology smartly to deliver 360 feedback with speed, efficiency
and sophistication.
Organisation’s
who cite the
greatest benefits
from 360 typically:
45.
46. Introducing 360develop.com
Set-Up
• Provides the option to pick and chose from ready-
to-use competency and question sets for general
staff, team leaders, managers, and senior
management.
• Customise your own survey using your unique
competencies, questions, rating scales and free
text questions.
• Include your own logo and branding.
• Define your own rater categories (‘manager’ ,
‘colleagues’, ‘direct reports’ etc).
• Create your own welcome email or use OPRA’s
standard text.
47. Introducing 360develop.com
Delivery
• Track response rates over time, send
reminder emails, and check the
completion status of any survey.
• Send reminder emails with whatever
frequency you wish.
• Roll the survey out all at once, or in
stages.
48. Introducing 360develop.com
Delivery
• Define which raters get which questions.
• Control survey close.
• Set the minimum and maximum number
of raters by relationship.
• Access anywhere in the world, available
24 hours a day, 7 days a week.
57. Supporting real change….
• Surveying is ONLY part of a wider
process
• To bring about genuine change, survey
results need to:
• Be clearly communicated across all staff
• Link to explicit actions for change
• Be unambiguous
• Rank-order the needs for change
• Be integrated into all HR practices Gen Y tend to be more positive than earlier generations about
work in general, but less satisfied with their jobs and employers.
58. Best practice survey design
• Use designs that balance cost with return
• Measure what is worth measuring
• Pretest questionnaires and procedures
• Check quality at each stage
• Maximize cooperation or response rates within ethnical limits
• Use appropriate analysis and reporting techniques
• Fulfil pledge of confidentiality to respondents
• Disclose all methods of the survey design and delivery to allow
for evaluation and replication
59. General survey guidelines
DON’T
• Ask too many questions
• Contribute to the SPAM problem
• Take responses for granted
• Substitute data for analysis
• Underestimate the value of data
DO
Keep surveys simple and focused on the
‘big issues’
Invite respondents with care
Balance qualitative with quantitative
questions
Present a compelling story using results
Measure shifts in data over time
60. As practitioners, we need to think in terms
of real utility and return on investment
(ROI). However this must be demonstrated
in a complete systems approach, rather
than an intermittent transactional exchange.
The ideal survey solution
Is integrated
Solutions need to be individualised through
quality consulting. There is no ‘one size fits
all’ panacea to all organisational ills.
Individualised
62. Some last thoughts…
Organisational surveying will not succeed
where……
• Staff are uncertain about what the survey
means for them at a practical, day-to-day level
(i.e. what does this mean in terms of doing my
job differently?)’.
• HR practitioners work on one element of the
business in isolation of all others.
63. Some last thoughts…
Organisational surveying will not succeed
where……
• Leaders do not ‘walk the talk’. The willingness and
enthusiasm of leaders to embrace new ways of
operating is the single most effective means of
communicating commitment to survey outcomes.
• Organisational surveys are implemented in the
absence of regular and ongoing monitoring of
successes, and blocks and re-focusing of effort.
64. In summary
• Practitioners need to create solutions that work
within the context of a specific organisation.
• Solutions need to be fully integrated with the vision
and strategic direction of the organisation.
• We need to ensure buy-in across levels in the
organisation, and from business leaders.
• We need to demonstrate our usefulness in dollar-
terms.