The document discusses building alignment between organizations and their stakeholders to improve performance. It recommends a four-phase approach: 1) Understanding stakeholder perspectives before launching strategies, 2) Assessing support and resistance among stakeholders, 3) Implementing initiatives to balance stakeholder needs, and 4) Tracking key performance indicators to measure alignment over time. Maintaining mutually rewarding relationships through this alignment process can increase financial performance by improving reputation and employee behaviors.
The document summarizes a new book from the Reputation Institute about building alignment within organizations. It discusses alignment as balancing company interests with stakeholder demands. Getting employees aligned around strategy requires four phases - knowing the strategy, revealing support and resistance, creating an action plan, and tracking progress. A tool called the RepTrak Alignment Monitor is used to measure alignment and identify which employee groups are aligned and which need more focus. Key performance indicators are also introduced to track alignment goals over time.
The document discusses Humana's Perfect Service Experience program which aims to bring Disney's approach to customer service to Humana. It involves sending Humana employees to Disney for training, creating action plans to implement lessons learned, and ongoing support through biweekly meetings. The program will be evaluated over time at four levels - reaction, learning, behavior change, and business impact - to determine its effectiveness and ways to improve. The goals are to increase employee satisfaction, retention, performance and ultimately customer loyalty, revenue growth and shareholder value through a superior customer experience.
The document outlines a framework for developing an effective learning and development strategy. It emphasizes stakeholder involvement, aligning L&D with business goals and values, monitoring impact and ROI, and engaging and motivating employees. The framework also stresses the importance of effective resource usage, knowledge sharing, and ensuring managers are supportive of L&D and career development.
Measurable Management™ brings tangible, measurable results including costs savings, increased productivity, improved efficiency, reduced waste, and a positive attitude for change with your workforce. The measurable outcomes will provide a return on investment greater than the cost . . . we guarantee it!
This document discusses key concepts in food and beverage management. It defines management as the process of planning, organizing, coordinating, staffing, directing, controlling, and evaluating. The management process aims to achieve organizational objectives through allocating resources and solving problems. Several management tasks are also outlined, including defining goals and objectives, developing action plans, organizing work assignments, effective communication, delegation, scheduling, recruiting and hiring, measuring performance, and assessing training programs. Daily activities for managers are listed such as developing budgets, addressing problems, coordinating special events, revising job descriptions, supervising employees, controlling costs, and conducting performance reviews. Managers must work with both primary and secondary groups to provide hospitality to guests.
GICD Attract Retain Advance Women Sample Program PresentationElmer Rich
This document discusses creating and sustaining systemic transformation to attract, retain, and advance women in organizations. It outlines challenges such as the loss of female talent, organizations being out of touch with markets, and tensions in the workplace. These issues can lead to lower business optimization. The document presents a four stage paradigm of gender challenges in organizations and typical perspectives that minimize gender issues. It advocates for a systematic approach to address challenges across the entire career cycle from attracting to advancing women. Key elements include assessing the situation, developing customized programs, and ongoing follow up.
Agile Improvement Method - Andrew Griffits (Lamri)Paula Gomes
The document discusses an agile improvement method for process improvement projects. It summarizes that traditional improvement projects often fail to meet the needs of agile teams. It then proposes adapting agile principles to improvement projects, such as focusing on rapidly delivering useful improvements, deploying improvements frequently in small batches rather than large projects, and using face-to-face communication. The presentation then outlines how an agile improvement method may look by dividing it into initiation, mobilization, and delivery phases with examples of activities for each phase like understanding needs, prioritizing improvements, and packaging improvements to address specific pain points or deliver outcomes.
The document discusses the importance of integrating both project management and change management processes to successfully implement changes. It provides an overview of the technical and people-focused aspects of managing change, and outlines frameworks and tools for assessing change readiness, developing change implementation plans, and reinforcing changes throughout the change management cycle. The goal is to partner business and HR leaders to address both the technical and human elements of change planning and implementation.
The document summarizes a new book from the Reputation Institute about building alignment within organizations. It discusses alignment as balancing company interests with stakeholder demands. Getting employees aligned around strategy requires four phases - knowing the strategy, revealing support and resistance, creating an action plan, and tracking progress. A tool called the RepTrak Alignment Monitor is used to measure alignment and identify which employee groups are aligned and which need more focus. Key performance indicators are also introduced to track alignment goals over time.
The document discusses Humana's Perfect Service Experience program which aims to bring Disney's approach to customer service to Humana. It involves sending Humana employees to Disney for training, creating action plans to implement lessons learned, and ongoing support through biweekly meetings. The program will be evaluated over time at four levels - reaction, learning, behavior change, and business impact - to determine its effectiveness and ways to improve. The goals are to increase employee satisfaction, retention, performance and ultimately customer loyalty, revenue growth and shareholder value through a superior customer experience.
The document outlines a framework for developing an effective learning and development strategy. It emphasizes stakeholder involvement, aligning L&D with business goals and values, monitoring impact and ROI, and engaging and motivating employees. The framework also stresses the importance of effective resource usage, knowledge sharing, and ensuring managers are supportive of L&D and career development.
Measurable Management™ brings tangible, measurable results including costs savings, increased productivity, improved efficiency, reduced waste, and a positive attitude for change with your workforce. The measurable outcomes will provide a return on investment greater than the cost . . . we guarantee it!
This document discusses key concepts in food and beverage management. It defines management as the process of planning, organizing, coordinating, staffing, directing, controlling, and evaluating. The management process aims to achieve organizational objectives through allocating resources and solving problems. Several management tasks are also outlined, including defining goals and objectives, developing action plans, organizing work assignments, effective communication, delegation, scheduling, recruiting and hiring, measuring performance, and assessing training programs. Daily activities for managers are listed such as developing budgets, addressing problems, coordinating special events, revising job descriptions, supervising employees, controlling costs, and conducting performance reviews. Managers must work with both primary and secondary groups to provide hospitality to guests.
GICD Attract Retain Advance Women Sample Program PresentationElmer Rich
This document discusses creating and sustaining systemic transformation to attract, retain, and advance women in organizations. It outlines challenges such as the loss of female talent, organizations being out of touch with markets, and tensions in the workplace. These issues can lead to lower business optimization. The document presents a four stage paradigm of gender challenges in organizations and typical perspectives that minimize gender issues. It advocates for a systematic approach to address challenges across the entire career cycle from attracting to advancing women. Key elements include assessing the situation, developing customized programs, and ongoing follow up.
Agile Improvement Method - Andrew Griffits (Lamri)Paula Gomes
The document discusses an agile improvement method for process improvement projects. It summarizes that traditional improvement projects often fail to meet the needs of agile teams. It then proposes adapting agile principles to improvement projects, such as focusing on rapidly delivering useful improvements, deploying improvements frequently in small batches rather than large projects, and using face-to-face communication. The presentation then outlines how an agile improvement method may look by dividing it into initiation, mobilization, and delivery phases with examples of activities for each phase like understanding needs, prioritizing improvements, and packaging improvements to address specific pain points or deliver outcomes.
The document discusses the importance of integrating both project management and change management processes to successfully implement changes. It provides an overview of the technical and people-focused aspects of managing change, and outlines frameworks and tools for assessing change readiness, developing change implementation plans, and reinforcing changes throughout the change management cycle. The goal is to partner business and HR leaders to address both the technical and human elements of change planning and implementation.
This document provides an overview of managing change in settlement services. It discusses how the sector has seen changes such as moving from multiple programs to a single outcome-based program. It also identifies common reactions to change like resistance and fear. The document offers tips for change management, including communicating goals clearly, getting stakeholder feedback, identifying champions, and celebrating accomplishments. Managers are advised to recognize that change happens, communicate effectively, and maintain a positive attitude.
E3 Performance Group is a consulting firm that helps businesses improve efficiency and transform through team dynamics. They provide consulting services focused on business process reengineering, change management, project management, and developing key performance metrics for clients. Their approach involves working directly with frontline employees through structured improvement programs to identify, plan, implement and track the results of process improvement projects. They expect results like increased sales, reduced costs, improved productivity, engagement and accountability through their team-based continuous improvement methodology.
Lean As A Driver For Change And Cost Reduction At Kbc Ict Jan MennensJan Mennens
KBC Bank implemented a large-scale Lean transformation program to drive efficiency and cost reduction. They started by building an internal Lean coaching team and conducting top-down analysis to identify focus areas. Key Lean tools like visual management, daily stand-up meetings, and Kaizen events were deployed across business units. A three-phase implementation approach focused on creating awareness, building understanding, and developing capability. Early results included 12-50% improvement in various processes. Tracking metrics like Lean maturity scores and generated cost savings indicated the program was on track. Lessons learned emphasized Lean as a long-term way of working and the importance of top-down support and bottom-up implementation.
The document outlines a learning design process with the following key steps:
1. Define outcomes and objectives for raising awareness, building consensus, developing policy, implementing strategies, and fostering networks.
2. Identify appropriate methods like lectures, case studies, discussions, and action planning to meet the objectives.
3. Select relevant tools and delivery modes like print materials, videos, online forums to deliver the content face-to-face or virtually.
UOS is an outsourcing firm located in India that provides business process outsourcing solutions such as customer care, technical support, sales, and back office services to help clients increase ROI, efficiency, and shareholder value. They have experience working on various outsourcing projects including sales, support, and software development. UOS's mission is to provide solutions and services that add value to client organizations.
The document summarizes a plan to assist with restructuring the National Development Foundation of Jamaica (NDFJ). The plan involves 5 building blocks: identifying change drivers, developing change strategists and strategic decisions, installing individual implementers and change champions, creating action vehicles for change recipients, and disseminating the strategic plan locally. It also outlines 8 key elements for formalizing change, including developing standards and metrics to monitor progress. The basis for change will be using stakeholder input to improve information and encourage incremental experimentation. Control will be exercised through motivating staff and setting limits while encouraging learning.
The Chief Skeptical Officer – A New C-Level RoleAlan McSweeney
The document discusses the role of a Chief Skeptical Officer, a new C-level position. The CSO would take an independent, evidence-based approach to ensure projects are properly defined, costs are accurately estimated, and promised benefits are actually delivered. The CSO protects against cognitive biases, strategic misrepresentation, and ensures discipline through practices like reference class forecasting and benefits management.
This document summarizes a presentation on implementation planning. It discusses the four stages of implementation planning: plan, diffuse, adopt and stabilize, and institutionalize. It also identifies common reasons why implementations fail such as lack of resources, communication, accountability and support. The presentation provides tools to help participants effectively plan implementations and addresses key factors like resources, communication, feedback and evaluation that drive implementation success.
The document discusses experience mapping and operations for healthcare organizations. It covers several topics:
1. The consulting firm Gelb Consulting helps clients design transformational changes by engaging stakeholders, envisioning desired outcomes, and aligning leadership.
2. Patient satisfaction alone does not guarantee advocacy - the goal is to create an exceptional experience that enchants customers and leads them to recommend the organization.
3. Transformational leadership is needed to define a resonant brand promise, ensure cultural alignment across the organization, and deliver flawlessly on customer expectations to achieve enchantment.
The document discusses mobilization and leverage interventions used in consulting projects. It introduces four basic building blocks for mobilization: mobilization events, town meetings, action learning teams, and change agents. Mobilization events involve large cross-functional groups and are used to generate buy-in, identify issues, and develop solutions. Town meetings allow employees to directly question senior management. Action learning teams are client-led groups that create new approaches through discovery. Change agents are client employees trained to deliver mobilization interventions. When used together, these building blocks can accelerate projects and engage more of the organization in change.
Ensuring maximum return on HR technology investmentSoftworld
Mike Theaker, Global Leader, HR Effectiveness, Mercer
A holistic discussion on: how to determine and capture return on HR technology investment; the associated struggles and victories; and examples of valid approaches.
ASTD ICE 2011 Session W316: Description: By itself, training often is not enough to improve individual or organizational effectiveness. After all, training is only an appropriate intervention when the performance gap is due to a lack of skills and/or knowledge. Solutions that affect real change and fully address business needs typically involve multiple interventions. Learning and performance professionals require basic skills to gauge and stage business readiness to support training sustainability. The speaker will present a step-by-step approach that will allow you to start adding change management tools and techniques to your existing training toolkit.
Objectives:
-Identify common change-management tasks for learning initiatives
-Implement simple tools for creating deliverables
-Integrate change-management tasks with training tasks to create an overall transition strategy.
'A is for Agile, the start of something good!'guest2ac4c91
The document provides an overview of Agile methodology. It defines Agile as an umbrella term for values, principles and practices that improve software delivery efficiency and quality. The key values of Agile include individuals and interactions, working software, customer collaboration, and responding to change. Agile practices involve iterative delivery, adaptive planning, stand-ups, and continuous feedback. Risk mitigation and early delivery of business value are important objectives that Agile aims to achieve.
The document discusses performance consulting, which seeks to develop holistic strategies to improve performance through changes in measurement, education, staffing, and tools. Performance consulting can be divided into organizational development, professional development, and personal coaching. It is needed due to challenges like globalization and rapid change that demand broader skills from managers, leaders, and workers. As a result, human resources staff must become performance consultants who improve individual, team, departmental, and organizational performance through expertise, tools, and skills. The role of consultants is to partner with clients to define needs, develop responses, and implement and measure actions for performance improvement.
The document summarizes a keynote speech given by Dr. Hossein Nivi at a PLM conference on September 23rd, 2009. The speech discussed improving the effectiveness of corporate education by moving beyond the traditional training model of "teach, learn, do." Dr. Nivi proposed a new experiential learning model that incorporates accelerated experience through simulations and repeated practice to better translate knowledge into sustainable business results.
A corporate story is a structured description that communicates a company's essence to stakeholders, strengthens employee bonds, and positions the company against rivals. It is built by identifying unique company elements, weaving them into a plot, and presenting them appealingly. Effective corporate stories introduce unique words to describe the company, refer to its history, describe core strengths, personalize the company, provide a plot, and address multiple stakeholder concerns.
Onlinereputatiemanagement (Sonja Utz); Het Communicatie Congres 2012communicatieonline
Door de opkomst van sociale media is het handelen van organisaties transparanter geworden en hebben consumenten en andere stakeholders meer invloed gekregen. Dit kan een kans maar ook een bedreiging voor een organisatie zijn. Het wordt voor organisaties daarom belangrijker hun online reputatie te monitoren en vooral ook te managen.
This document provides an overview of managing change in settlement services. It discusses how the sector has seen changes such as moving from multiple programs to a single outcome-based program. It also identifies common reactions to change like resistance and fear. The document offers tips for change management, including communicating goals clearly, getting stakeholder feedback, identifying champions, and celebrating accomplishments. Managers are advised to recognize that change happens, communicate effectively, and maintain a positive attitude.
E3 Performance Group is a consulting firm that helps businesses improve efficiency and transform through team dynamics. They provide consulting services focused on business process reengineering, change management, project management, and developing key performance metrics for clients. Their approach involves working directly with frontline employees through structured improvement programs to identify, plan, implement and track the results of process improvement projects. They expect results like increased sales, reduced costs, improved productivity, engagement and accountability through their team-based continuous improvement methodology.
Lean As A Driver For Change And Cost Reduction At Kbc Ict Jan MennensJan Mennens
KBC Bank implemented a large-scale Lean transformation program to drive efficiency and cost reduction. They started by building an internal Lean coaching team and conducting top-down analysis to identify focus areas. Key Lean tools like visual management, daily stand-up meetings, and Kaizen events were deployed across business units. A three-phase implementation approach focused on creating awareness, building understanding, and developing capability. Early results included 12-50% improvement in various processes. Tracking metrics like Lean maturity scores and generated cost savings indicated the program was on track. Lessons learned emphasized Lean as a long-term way of working and the importance of top-down support and bottom-up implementation.
The document outlines a learning design process with the following key steps:
1. Define outcomes and objectives for raising awareness, building consensus, developing policy, implementing strategies, and fostering networks.
2. Identify appropriate methods like lectures, case studies, discussions, and action planning to meet the objectives.
3. Select relevant tools and delivery modes like print materials, videos, online forums to deliver the content face-to-face or virtually.
UOS is an outsourcing firm located in India that provides business process outsourcing solutions such as customer care, technical support, sales, and back office services to help clients increase ROI, efficiency, and shareholder value. They have experience working on various outsourcing projects including sales, support, and software development. UOS's mission is to provide solutions and services that add value to client organizations.
The document summarizes a plan to assist with restructuring the National Development Foundation of Jamaica (NDFJ). The plan involves 5 building blocks: identifying change drivers, developing change strategists and strategic decisions, installing individual implementers and change champions, creating action vehicles for change recipients, and disseminating the strategic plan locally. It also outlines 8 key elements for formalizing change, including developing standards and metrics to monitor progress. The basis for change will be using stakeholder input to improve information and encourage incremental experimentation. Control will be exercised through motivating staff and setting limits while encouraging learning.
The Chief Skeptical Officer – A New C-Level RoleAlan McSweeney
The document discusses the role of a Chief Skeptical Officer, a new C-level position. The CSO would take an independent, evidence-based approach to ensure projects are properly defined, costs are accurately estimated, and promised benefits are actually delivered. The CSO protects against cognitive biases, strategic misrepresentation, and ensures discipline through practices like reference class forecasting and benefits management.
This document summarizes a presentation on implementation planning. It discusses the four stages of implementation planning: plan, diffuse, adopt and stabilize, and institutionalize. It also identifies common reasons why implementations fail such as lack of resources, communication, accountability and support. The presentation provides tools to help participants effectively plan implementations and addresses key factors like resources, communication, feedback and evaluation that drive implementation success.
The document discusses experience mapping and operations for healthcare organizations. It covers several topics:
1. The consulting firm Gelb Consulting helps clients design transformational changes by engaging stakeholders, envisioning desired outcomes, and aligning leadership.
2. Patient satisfaction alone does not guarantee advocacy - the goal is to create an exceptional experience that enchants customers and leads them to recommend the organization.
3. Transformational leadership is needed to define a resonant brand promise, ensure cultural alignment across the organization, and deliver flawlessly on customer expectations to achieve enchantment.
The document discusses mobilization and leverage interventions used in consulting projects. It introduces four basic building blocks for mobilization: mobilization events, town meetings, action learning teams, and change agents. Mobilization events involve large cross-functional groups and are used to generate buy-in, identify issues, and develop solutions. Town meetings allow employees to directly question senior management. Action learning teams are client-led groups that create new approaches through discovery. Change agents are client employees trained to deliver mobilization interventions. When used together, these building blocks can accelerate projects and engage more of the organization in change.
Ensuring maximum return on HR technology investmentSoftworld
Mike Theaker, Global Leader, HR Effectiveness, Mercer
A holistic discussion on: how to determine and capture return on HR technology investment; the associated struggles and victories; and examples of valid approaches.
ASTD ICE 2011 Session W316: Description: By itself, training often is not enough to improve individual or organizational effectiveness. After all, training is only an appropriate intervention when the performance gap is due to a lack of skills and/or knowledge. Solutions that affect real change and fully address business needs typically involve multiple interventions. Learning and performance professionals require basic skills to gauge and stage business readiness to support training sustainability. The speaker will present a step-by-step approach that will allow you to start adding change management tools and techniques to your existing training toolkit.
Objectives:
-Identify common change-management tasks for learning initiatives
-Implement simple tools for creating deliverables
-Integrate change-management tasks with training tasks to create an overall transition strategy.
'A is for Agile, the start of something good!'guest2ac4c91
The document provides an overview of Agile methodology. It defines Agile as an umbrella term for values, principles and practices that improve software delivery efficiency and quality. The key values of Agile include individuals and interactions, working software, customer collaboration, and responding to change. Agile practices involve iterative delivery, adaptive planning, stand-ups, and continuous feedback. Risk mitigation and early delivery of business value are important objectives that Agile aims to achieve.
The document discusses performance consulting, which seeks to develop holistic strategies to improve performance through changes in measurement, education, staffing, and tools. Performance consulting can be divided into organizational development, professional development, and personal coaching. It is needed due to challenges like globalization and rapid change that demand broader skills from managers, leaders, and workers. As a result, human resources staff must become performance consultants who improve individual, team, departmental, and organizational performance through expertise, tools, and skills. The role of consultants is to partner with clients to define needs, develop responses, and implement and measure actions for performance improvement.
The document summarizes a keynote speech given by Dr. Hossein Nivi at a PLM conference on September 23rd, 2009. The speech discussed improving the effectiveness of corporate education by moving beyond the traditional training model of "teach, learn, do." Dr. Nivi proposed a new experiential learning model that incorporates accelerated experience through simulations and repeated practice to better translate knowledge into sustainable business results.
A corporate story is a structured description that communicates a company's essence to stakeholders, strengthens employee bonds, and positions the company against rivals. It is built by identifying unique company elements, weaving them into a plot, and presenting them appealingly. Effective corporate stories introduce unique words to describe the company, refer to its history, describe core strengths, personalize the company, provide a plot, and address multiple stakeholder concerns.
Onlinereputatiemanagement (Sonja Utz); Het Communicatie Congres 2012communicatieonline
Door de opkomst van sociale media is het handelen van organisaties transparanter geworden en hebben consumenten en andere stakeholders meer invloed gekregen. Dit kan een kans maar ook een bedreiging voor een organisatie zijn. Het wordt voor organisaties daarom belangrijker hun online reputatie te monitoren en vooral ook te managen.
Cyril MASSELOT: Information, communication and territorial intelligence, new ...Territorial Intelligence
Information, communication, and territorial intelligence present new challenges. These changes are considered processes that produce individual and collective meanings as people, groups, and societies build relationships with complex realities. Approaches that consider cultural, cognitive, socioeconomic, and environmental changes affecting territories, identities, messages, and activities are informative and allow for communication and participation. This leads to active, participatory co-construction of policies rather than just descriptive or analytical approaches. Information and communication can help promote sustainable development by allowing actors to meet, share, and co-construct meanings around issues.
"Investigación internacional promovida por Corporate Excellence - Centre for Reputation Leadership en colaboración con Cees BM van Riel, profesor de Comunicación Corporativa de la Rotterdam School of Management - Erasmus University, para conocer los factores de éxito de los Chief Communications Officer (CCO). La investigación fue realizada entre junio de 2011 y diciembre de 2012 mediante cuestionarios y entrevistas en profundidad a 117 Directores de Comunicación de grandes empresas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, Brasil, México y Chile.
¿Qué determina el éxito del Chief Communications Officer (CCO)? ¿Hasta qué punto las habilidades personales juegan un papel en ese éxito? ¿Cuáles son esas habilidades necesarias? ¿En qué medida el negocio en el que opera la organización es importante? ¿Es un perfil más operativo, táctico, estratégico o una combinación de todos ellos? La investigación señala tres aspectos fundamentales: el CCO debe jugar un papel relevante tanto en su desempeño interno, como directivo de la empresa, así como tener impacto externo a través de su gestión de la comunicación. Y además, debe desarrollar habilidades personales que le permitan ocupar funciones cada vez más estratégicas."
An international research study sponsored by Corporate Excellence – Centre for Reputation Leadership in collaboration with Cees BM van Riel, Corporate Communication Professor at Rotterdam School of Management - Erasmus University. The study addresses the success drivers of Chief Communications Officer (CCO). It was carried out from June 2011 to December 2012, and it used questionnaires and in-depth interviews with 117 Communications Director from large corporations in the U.S., UK, Germany, France, Spain, Italy, the Netherlands, Brazil, Mexico and Chile.
What determines the success of Chief Communications Officer (CCO)? To what extent do personal skills play a role in that success? What are those skills? To what extent does the business in which the organization operates play a role? Is it more operational, tactical, strategic or a combination? The research points out three main aspects: the CCO must play an important role both internal and externally, the CCO should implement an impacting communication, and he or she should have the personal skills enable them to carry out strategic tasks.
Sandrine RATH, Christiane ARBOGAST and Patrick DELECRAZ: Two approaches to im...Territorial Intelligence
The document discusses two approaches used by the Relais Emploi of Strasbourg to analyze and understand the public they serve. The first is a classical analysis using statistical data and input from professionals. The second is a "Catalyse" analysis using a territorial intelligence tool to identify profile types, groups, and cohorts. Both approaches are used to provide an objective description of client circumstances and inform the organization's activities and decision-making.
The client, a large dairy equipment manufacturer in India, wanted to grow its turnover five times in three years by expanding into new states. It partnered with PeopleWiz to manage an organizational transformation called "Akanksha" to prepare for this aggressive growth. PeopleWiz used a program management methodology and formal change management approach to help the client design and implement new organizational structures smoothly. Through training, communication efforts, and process improvements, the transformation helped align the organization and employees to achieve the business's growth objectives. Initial results of the transformation have been positive, putting the business on track to achieve its goals.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
1. The document evaluates Easy Mobile's change management process during an ERP implementation.
2. It identifies challenges like executive fatigue, limited change management scope, and late process champion identification.
3. Recommendations include communicating engagement duration upfront, extending due diligence to change management, and creating internal capacity to sustain communications.
This document discusses the importance of aligning workforce strategies with business objectives to achieve sustainable growth and profits. It emphasizes that people performance is a key driver of success and outlines an accelerated process for creating a workforce strategy grounded in business needs. An example case study shows how one company improved multiple metrics like profits, employee commitment, and customer loyalty through implementing an aligned HR strategy.
Balanced Scorecard (BSC) for cultural projects and institutionsTheCultKit
The document discusses implementing a Balanced Scorecard (BSC) for cultural projects and institutions. It provides an overview of the BSC, including its four main perspectives - financial, customer, internal business processes, and learning and growth. It then gives a case study example of completing a BSC, including defining objectives and initiatives for each perspective along with associated metrics, targets, statuses, priorities, and responsibilities. The BSC is presented as a tool to translate vision into measurable goals, communicate strategy, and provide feedback to support strategic learning.
5 Employee Relations Metrics you Should be Tracking & WhyDovetail Software
If tracked correctly, ER metrics can help determine the root cause of workforce trends in your organization. In this webinar, human capital strategy consultant and 20-year HR veteran Cathy Missildine-Martin will reveal five critical ER metrics you should be tracking and why.
Join us to learn:
* Why ER metrics are just as important to HR analytics as performance metrics
* How to use ER metrics to drive corporate policy change
* What ER metrics you should be tracking and what they reveal
* How to use technology to track, measure and report on ER metrics
This must-attend webinar will help ensure that you’re including the metrics necessary to paint a full picture of what’s going on in your organization’s workforce and have the insight you need to build an effective human capital strategy.
Creating a high-performance culture — as learning and talent management professionals, this is something we hear about often. But how to do it? Join this webinar to learn how you can get the most out of an integrated human capital management system by connecting performance and learning to create a high-performance culture.
This document discusses how to optimize behavior change initiatives for business impact. It notes that while companies spend significant resources on change initiatives, only about 50% are considered successful according to surveys. The key factor in determining success is behavior change within the organization. However, most companies do not effectively sustain behavior change over time. The document recommends focusing on aligning stakeholders before training, choosing the right learning content and methods, and sustaining behavior change after training through tools, metrics and manager support. It provides examples of how to improve focus on aligning, equipping and sustaining employees to drive lasting behavior change that achieves business goals.
This document discusses how to optimize behavior change initiatives for business impact. It finds that while companies spend significant resources on change initiatives, only about half are considered successful. The key factor in determining success is behavior change in the organization. However, most companies do not effectively sustain behavior change over time. The document recommends focusing on aligning stakeholders and sustaining behavior change, rather than just equipping employees, in order to drive lasting performance improvement. It provides strategies for improving focus on alignment and sustainability.
This document outlines an integration plan to assess an organization's structure, competencies, and processes. It involves:
1) Conducting an assessment of the organization, roles/responsibilities, communication relationships, and systems/processes.
2) Identifying strengths, weaknesses, opportunities, and threats through interviews, benchmarking, and analyzing customer requirements.
3) Developing action plans to address gaps, including reviewing competencies needed and ensuring functions are best-in-class.
The goal is to identify improvements to make sales, marketing, supply chain, and other functions work more effectively together.
Success Factors for Process Mining TechnologyCelonis
The document discusses success factors for customers of Celonis, a software company. It identifies three main success factors - strategy, organization, and execution. Within each factor, it lists specific elements that contribute to customer success, such as having a clear strategic vision, organizational structure, and change management plan. It also provides a framework for customers to score themselves on the success factors, identify actions to improve weak areas, and ensure execution and learning from their Celonis implementation.
The document discusses adoption and change execution as a way to improve project success rates and organizational performance. It notes that over half of IT and process initiatives fail due to issues like ineffective leadership, employee resistance, and poor planning. The document introduces PeopleFirm's adoption and change execution framework, which assesses readiness for change, develops customized implementation plans, executes change management strategies, and measures adoption success. The framework aims to engage leaders, align the organization, prepare stakeholders, and connect people to changes in order to realize the full value of initiatives and make changes stick long-term.
Effective email marketing programs no longer rely on classic metrics such as clicks and opens, they go beyond a coordinated cross-channel program to deliver relevancy to consumers regardless of channel. Before this is possible, email Marketers need to define what email analytics mean to their customers and business, and how intelligence can power contextually relevant interactions with consumers throughout the lifecycle. The heart of better results lies in having actionable intelligence that is rooted in meaningful analytics.
In this webinar, Julie Anne Reda, VP Product Strategy of Yesmail Interactive, will guide you through best practices in getting better data and better insights so you can power richer engagement personas and interactions that go beyond coordinated email efforts to drive business results and a positive ROI.
What you will learn:
How to ensure data and information integration have the right foundation & where the potholes are.
Using the right analytics at the right stage – whether it’s predictive analytics to predict the next best action or testing cadence frequency to ensure timely calls to action. Know what analytics to use when across channels.
Speaking with one voice – Understanding the nuance of time, location, channel and message so interactions are contextually relevant
Best practices to look beyond opens and clicks, to increase lasting engagement with your customers.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
Measure Your Organization’s Impact with Performance Management with Josie All...Blackbaud Pacific
This document discusses performance management for social service organizations. It defines performance management as actively monitoring data to optimize outcomes through understanding what works and making ongoing adjustments. The goal is to ensure efforts relate to outcomes. It distinguishes performance management from evaluation, noting that performance management occurs throughout a program to guide improvements, while evaluation assesses effectiveness periodically. The document provides tips for organizations to become performance driven, such as establishing clear missions, accountability systems, and using data to make strategic and tactical adjustments.
Company profiling is an analytical tool that assesses a company's unique characteristics and performance. It measures variables like employee satisfaction to determine the company's current level of performance. The report goes into four levels of analysis - performance, behavior, motivation, and conceptual - to understand the reasons behind scores on each variable and their impact. Company profiling can help organizations understand themselves better, use their strengths strategically, develop training plans, and inform HR practices like recruitment and promotion.
Company profiling is an analytical tool that assesses a company's unique characteristics and performance. It measures variables like employee satisfaction to determine the company's current level of performance. The report goes into four levels of analysis - performance, behavior, motivation, and conceptual understanding. It aims to help managers understand their organization objectively and identify strengths and weaknesses in order to develop strategic HR and management solutions that improve performance.
Enterprise Performance Management System or ePMS or e-PMSMangipudi Rao
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Presentatie Cees van Riel; Het Communicatie Congres 2012
1. The Alignment Factor, Leveraging Total Stakeholder
Support, Routlege, 2012
Prof.dr Cees B.M. van Riel RSM/Erasmus University Rotterdam
2. Alignment:
“A mutual rewarding relationship between a company
and its key stakeholders, which enables the firm to
meet its objectives and realize its purpose.”
This book focuses on internal and external alignment
3. Key Points Illustrated in THE ALIGNMENT FACTOR
• 1 Alignment is the process of building and maintaining a mutually rewarding
relationship (MRR) with stakeholders, resulting in a better reputation as a stepping stone
in increasing (financial) performance: 10% increase in employee alignment, evokes, 2%
higher financial performance!
• 2 This implies a shift in attitude for most companies, respecting the necessity to balance
its own interests with the demands of stakeholders that they depend upon
• 3 Getting employees aligned and involved around strategy implies implementing four
managerial efforts:
• Gather relevant intelligence before launching the strategy
• Reveal support and/or resistance among key stakeholders
• Implement the strategy by balancing hard and soft wired intitiatives, incl. communications
• Track progress by KPI’s assessing progress in building MRR with key stakeholders
Phase I: Phase II: Phase IV:
Revealing Phase III:
Know Before You Go Action Plan Tracking Progress
Support & Resistance
4. Phase II: Phase III: Phase IV:
Phase I:
Building aligned Organization
Revealing Action Plan Tracking Progress
Know Before You Go
Support & Resistance
Alignment with what?
Tracking progress in
supportive employee
behavior
Tracking progress in
Hard wired and soft wired
supportive employee
initiatives
behavior
Who needs to be aligned?
Introducing KPIs targets
Inventory of bottlenecks
and opportunities in
Communication support
achieving aligned
Desired behavior? behavior
Linking Alignment KPI’s to
performance
Benefits employees?
Increase performance
5. Alignment with what?
• What is the core of the corporate strategy?
• Which four building blocks matter most?
• For Telefonica this implies:
6. Who needs to be aligned?
• Who has to be aligned first? Everybody? Only the Top? One division
specifically?
• To be determined based on nature business problem: which employees
matter most in solving the business challenge?
7. What is the desired behavior?
Firm Perspective and Employee Perspective
What does FedEx want couriers to do? What drives a courier?
• What does the Access strategy mean for them?
• Making every FedEx experience outstanding • I receive respect for what I am doing
• How many packages a day? The purple promise from my firm
• 10 instead of 12 if you have to spent • Customers love FedEx and that
extra time“I justified by service FedEx experience outstanding” too
will make every increases respect for me
• What is acceptable when delivering extra service? • I have career opportunties within
• Explaining mistakes, solving problems caused FedEx if I encourage customer
by the firm, etc. satisfaction
• What is not acceptable?
• Reducing the amount of deliveries and still
not providing added value in service
8. Desired behavior at a Utility company?
• What are employees supposed to do? Be specific as a firm.
• Plus, do take into consideration what will be beneficial for the employee.
• The more you stress the added value of the new strategy for the
employee in internal messaging, the more aligned they will be.
A non-aligned mechanic: An aligned mechanic
- Considers sustainability to be just - Believes in the Sustainability
another catch phrase strategy
- Is not willing to take any extra - Acknowledges that (s)he needs
training training to keep up-to-date with the
- Continuous working based on latest technologies and ensures
demanded output by his manager his/her own future by doing so
(e.g. number of customer visits per - Explains sustainable energy to
day) customers
- Is motivated by customer
satisfaction
9. Step 1: Know Before You Go
How to assess
Alignment with Alignment with
desired
what? whom?
behavior?
10. Step 2 Revealing Support & Resistance
In general…. employees will show three types of
reactions towards a new strategy….
10% has a positive 20% has a negative
70% is indecisive whether
perception of the strategy, perception of the strategy,
to support the strategy,
they fully support the they will never support the
they need to be persuaded
strategy strategy
11. ….. however, you have to know who is in which group?
So, measure the facts by using the RepTrak™ Alignment Monitor
1
- Intranet-based survey among a
stratified sample in the firm.
- Aimed at (1) revealing the degree of
2 employee support for the strategy.
- Aimed at (2) showcasing what works
and what doesn’t work regarding
informing, motivating and capability
development.
3
12. Step 3: ACTION PLAN
Implementing the right tools at the right moment
Implementing
Soft tools
Implementing
Hard tools
Alignment
Launching the
Strategy
Time
13. Step 3: Balancing hard and soft wired initiatives
Assessing strategic options using the gathered intelligence
Negotiation Confrontation
Consulting Mirroring
• Presentations and negotiations with Unions • Unavoidable exposure by internal messaging
• Presentations and negotiations with Working • Using Corporate Adds to persuade internal
Council(s) audiences
• Allocating Coaches to key managers aimed at
adjusting role behavior
Consensus Power Play
• Town Hall meetings • New organizational structures and decision
• Management Meetings making procedures
• Jam Sessions • Appointing new managers in key roles
• Capability development in Internal Training
Programs
• New appraisal rules
14. Step 3: Who does what?
Sell their vision it to the rest of the
Top Management
organization
Communication & HR Marketing
Who does
Internal communication Expose employees to external
what? campaigns
Accounting Information Technology
Use reporting & appraisals format forcing Facilitate vertical and
alignment horizontal communication
15. Step 4: Key Performance Indicators
Introducing KPI’s using RepTrak™Alignment Monitor
Examination of historical performance,
using RepTrak Alignment Monitor over
1
two to three years (past)
Extrapolating key drivers of Extrapolating KPI’s on aligned
2 alignment for next years (future) 3 behavior for the next years (future)
KPIs INFORMING
Realized KPI EMPLOYEE ALIGNMENT
Goal 2012 Goal 2013 Goal 2014
2012 2013 2014
2011
Realized
Manager leads by example 55.3 56.9 58.5 60.0 Goal 2012 Goal 2013 Goal 2014
KPIs MOTIVATING 2011
Realized
2011
Goal 2012 Goal 2013 Goal 2014 Alignment 55.2 56.8 58.4 60.0
Regular conversations manager 49.6 51.1 52.6 54.1
KPIs CAPABILITY DEVELOPMENT
Realized 2012 2013 2014
Goal 2012 Goal 2013 Goal 2014
2011
Sufficient authorization 51.3 52.9 54.5 56.1
Sufficient recognition 55.3 56.9 58.5 60.1
Sufficient rewarded 47.3 48.9 50.5 52.1
16. Wrap up
• Aligned employees increase performance substantially
• Building and maintaining an aligned workforce requires a four
step approach:
Phase I: Phase II: Phase III: Phase IV:
Know Before You Go Revealing Action Plan Tracking Progress
Support & Resistance