The survey found that:
1) While 65.5% of respondents believe collaboration would improve project performance, only 27.8% of teams actually work collaboratively.
2) Over half of respondents said their work structure does not support consistent collaboration, being either project, team, or sponsor dependent.
3) Communication, leadership, and critical thinking skills need improvement for better cross-team collaboration, according to nearly half or more of respondents.
This survey of 192 account planners found the following:
- Average salaries increased from the previous year's survey across all roles.
- Planners in New York earned 21% higher salaries on average than other locations.
- Men earned slightly higher salaries than women on average across most roles.
- Additional compensation such as bonuses were received by 61% of planners.
- When asked what could improve loyalty, planners suggested more vacation/flex time, training, and stipends for learning most often.
National Organization on Disability and the Bridges to Business ProgramDiscoverAbility NJ
The National Organization on Disability (NOD) is a 29-year old non-profit focused on increasing employment for people with disabilities. Its mission is to expand participation of Americans with disabilities in all aspects of life. NOD works with employers through its Bridges to Business initiative to increase hiring, retention, and advancement of people with disabilities. The initiative partners with employers, service providers, and state agencies to assess employers' needs and improve their disability hiring practices.
This survey of over 1,500 organizations found that:
- 40% of organizations are currently focusing on creating green jobs or adding green duties to existing jobs, while 55% are not and 5% plan to in the future.
- For those adding green jobs, the focus has increased over the past 12 months (34%) and 2 years (20%), while staying the same for most others (65% and 79%).
- The most common reasons organizations are not adding green jobs are that no need/opportunity exists (75%), cost implications (17%), and lack of management support (16%).
- The most common green job activities have been adding new green duties to existing positions (81%)
The document discusses employee branding and the importance of leadership communication. It notes that leaders who are poor communicators can negatively impact an organization's employer brand. Effective communication from leaders is essential for attracting and retaining top talent. The document also discusses the concept of "ambassadors" and "marauders" - the most engaged and least engaged employees respectively. Companies should focus on increasing the number of ambassadors through strong internal communication.
The document outlines 3 simple steps organizations can take to improve results from learning technologies: 1) Understand what learning technologies can do for the business; 2) Ensure e-learning supports skills needed by the business; 3) Encourage learners to share experiences and solve problems together using social media. It then discusses benchmarking maturity in learning technology implementation and identifies formal benchmarking and reviewing results as key to maintaining good practices.
The SERP landscape is changing, and the future is already here. How the days of 10 blue links are over, 85 examples of rich SERPs, and what to do about it.
Virtual vs. In-Person Professional Developmentnetc2012
by Cheryl Peters, Michelle Rodgers, Lela Vandenberg
In 2010, Michigan State University Extension conducted its annual statewide conference entirely online; in 2011 MSUE chose to deliver the annual conference both virtually and face-to-face. Similarly, in 2010, eXtension, conducted its first nationwide professional development conference also using Adobe Connect. In 2011, eXtension stayed with a totally virtual conference but modified the format for more focused discussion and participation. Both organizations have conducted extensive quantitative and qualitative evaluations. This session will focus on methodology and lessons learned by both presenters and participants.
This survey of 192 account planners found the following:
- Average salaries increased from the previous year's survey across all roles.
- Planners in New York earned 21% higher salaries on average than other locations.
- Men earned slightly higher salaries than women on average across most roles.
- Additional compensation such as bonuses were received by 61% of planners.
- When asked what could improve loyalty, planners suggested more vacation/flex time, training, and stipends for learning most often.
National Organization on Disability and the Bridges to Business ProgramDiscoverAbility NJ
The National Organization on Disability (NOD) is a 29-year old non-profit focused on increasing employment for people with disabilities. Its mission is to expand participation of Americans with disabilities in all aspects of life. NOD works with employers through its Bridges to Business initiative to increase hiring, retention, and advancement of people with disabilities. The initiative partners with employers, service providers, and state agencies to assess employers' needs and improve their disability hiring practices.
This survey of over 1,500 organizations found that:
- 40% of organizations are currently focusing on creating green jobs or adding green duties to existing jobs, while 55% are not and 5% plan to in the future.
- For those adding green jobs, the focus has increased over the past 12 months (34%) and 2 years (20%), while staying the same for most others (65% and 79%).
- The most common reasons organizations are not adding green jobs are that no need/opportunity exists (75%), cost implications (17%), and lack of management support (16%).
- The most common green job activities have been adding new green duties to existing positions (81%)
The document discusses employee branding and the importance of leadership communication. It notes that leaders who are poor communicators can negatively impact an organization's employer brand. Effective communication from leaders is essential for attracting and retaining top talent. The document also discusses the concept of "ambassadors" and "marauders" - the most engaged and least engaged employees respectively. Companies should focus on increasing the number of ambassadors through strong internal communication.
The document outlines 3 simple steps organizations can take to improve results from learning technologies: 1) Understand what learning technologies can do for the business; 2) Ensure e-learning supports skills needed by the business; 3) Encourage learners to share experiences and solve problems together using social media. It then discusses benchmarking maturity in learning technology implementation and identifies formal benchmarking and reviewing results as key to maintaining good practices.
The SERP landscape is changing, and the future is already here. How the days of 10 blue links are over, 85 examples of rich SERPs, and what to do about it.
Virtual vs. In-Person Professional Developmentnetc2012
by Cheryl Peters, Michelle Rodgers, Lela Vandenberg
In 2010, Michigan State University Extension conducted its annual statewide conference entirely online; in 2011 MSUE chose to deliver the annual conference both virtually and face-to-face. Similarly, in 2010, eXtension, conducted its first nationwide professional development conference also using Adobe Connect. In 2011, eXtension stayed with a totally virtual conference but modified the format for more focused discussion and participation. Both organizations have conducted extensive quantitative and qualitative evaluations. This session will focus on methodology and lessons learned by both presenters and participants.
Executive Transitions Market Study Reportpwharv6pack
About the Survey
The Institute of Executive Development and global coaching and consulting alliance Alexcel Group
conducted a year long market survey in 2007 and 2008 to examine the transitions that top
executives make into and through organizations, and road blocks that can occur in the process
along with the organizational roles and processes that may facilitate such transitions and change.
The document summarizes the upcoming Process Excellence Week conference taking place in January 2012 in Orlando, Florida. The conference will bring together process leaders from various industries to share best practices and strategies for driving process centricity within organizations. Key events at the conference include workshops, presentations from industry leaders, an exclusive site visit to Bausch & Lomb, networking opportunities, and the Process Excellence Awards ceremony. The goal of the conference is to help process professionals unite across different approaches and collaborate to inspire the community towards the next generation of process excellence.
This document discusses trends in membership for associations and concerns about maintaining membership levels over the next 5 years. It notes that 44% of associations saw higher membership over the past 5 years but only 15% expect higher membership going forward. The biggest concerns about future membership include an aging membership and attracting youth. Charts show that the typical association membership age is shifting upwards. The document argues that associations need to focus on the customer value proposition by providing exclusive benefits that address specific needs and by reworking structures and strategies to enhance the membership value.
This document contains an evaluation of the project "Every Trainee Matters" from its evaluation event held on June 21-22, 2012 in Prague. It includes feedback from participants on various aspects of the project related to leadership, communication, training approach, impact, and quality of materials. Participants generally rated the project positively, praising the motivational approach and impact on professional development, while also providing some suggestions for improvement.
The survey results show that nearly 40% of emerging leaders in Australia work for local businesses, 32% for global organizations, and 28% for national businesses. The biggest challenges for young professionals are not being taken seriously and a lack of opportunities. Over half of respondents said they need more opportunities and mentors to help them succeed in leadership roles. The top areas of interest for learning were personal branding, personal vision, mentoring, and strengths. Most respondents intend to stay with their current employer for 3 years or more and want opportunities, challenges, and career development to be retained.
This document discusses a training needs assessment conducted for the marketing committee of Alsafa Charity's Alajial project in Saudi Arabia. The project aims to provide health, education, employment and housing services but has faced delays in completing construction. The assessment found that volunteers were highly motivated but lacked formal marketing training and experience, hindering fundraising efforts. It recommends providing marketing training to the committee and hiring marketing professionals to help complete the project.
Nigel Carruthers from the Local Government Association presented on barriers to employee engagement in local government. He discussed how funding cuts and workforce reductions have negatively impacted employee morale and trust in leadership. Survey data showed declines in job satisfaction, confidence in senior managers, and perceptions of fair pay. Carruthers also shared lessons from engagement initiatives, emphasizing the importance of leadership, communication, and ensuring employees feel supported and value in their work. Reducing tensions from "doing more with less" will be important to strengthening employee engagement in local government.
Revenue by Design Hotel Social Media Monitor 2012 Survey Results revenuebydesign
The results of the Revenue by Deign Hotel Social Media Monitor survey 2012, run in association with Rate Gain. Presentation made at the HOSPA members event
Chapter 4Data Analysis and presentationIntroduction T.docxchristinemaritza
Chapter 4
Data Analysis and presentation
Introduction
The researcher surveyed the selected company for the study and the questionnaire was distributed to 50 employees, but only 22 employees was responded . After collecting the questionnaires, the researchers emptied the data and tabulated it in a way that fits the study variables and hypotheses. The analysis and processing of the data for the study were carried out by the statistical program SPSS. Researchers write a clear description for each table and chart to make it easier for the reader to understand.
Data Analysis
4.1 Gender of the Leaders
Male or Female
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
male
16
72.7
72.7
72.7
female
6
27.3
27.3
100.0
Total
22
100.0
100.0
The number of males in the sample was (16) (72.7%) of the total sample, while the number of females was (6) (27.3%) of the total sample. The researchers noted that the number of males exceeds the number of females. This is due to the fact that the nature of the work, especially the managerial levels, is more likely to lead with males than females.
4.2 Age of employee
Age
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
20-25
9
40.9
40.9
40.9
26-30
9
40.9
40.9
81.8
31-35
2
9.1
9.1
90.9
36-40
1
4.5
4.5
95.5
41-45
1
4.5
4.5
100.0
Total
22
100.0
100.0
The number of leaders of them who were investigator of age (20-25) 9 (up) 40.9 % (of the total sample size, and the number of leaders of them who was the investigator of age from (26-30) 9 (by) 40.9 % (of the total sample size, and the number of leaders of them who was the investigator of age of (31-35) 2 (by) 9.1% (of the total sample size. The number of leaders who were their age (36-40) was 1 (4.5%) of the total sample size and finally the number of leaders who were their age (41-45) was 1 (4.5%) of the total sample size.
The researchers believe that the nature of the leaders in the company sample study are the first and second category of the ages between 20-30 are the majority indicates the adoption of the company significantly on young people and new cadres, while Leaders aged between 31 and 45 came in third, fourth and fifth place, and this is what they points out to the need to adopt the company also on the leadership with great experience, because older Leaders had experience as a result of past experiences, whether successful or unsuccessful.
4.3 Leaders Nationality
Nationality
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
Omani
21
95.5
95.5
95.5
Non - Omani
1
4.5
4.5
100.0
Total
22
100.0
100.0
The number leaders who were included in the questionnaire who were Omani nationals were 21 (95.5% of the total sample size and the number of non-Omanis was 1 (4.5%) of the total sample size, so it is clear that Namaa relies heavily on Omani leaders in different departments in the company.
4.4 Leaders Education
Education
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
High school
4
...
The document discusses definitions of public relations and surveys participants on their preferences. It presents three candidate definitions and asks respondents to select the best one. It then asks if the word "ethics" should be explicitly included in the definitions. The majority of respondents felt ethics guides the profession rather than defines it. The document also asks respondents if they are members of partner organizations involved in the initiative.
The document is a report from a survey conducted by the American Management Association (AMA) regarding critical skills in the workforce. Some key points:
- Over half of executives say their employees need improvement in critical thinking, communication, collaboration, and creativity skills.
- Three out of four executives say these "four C" skills will become more important for business success in the future due to factors like the fast pace of change.
- However, over half of executives rate their current employees as only average in these skills. The report suggests companies need to better develop these skills in their workforce to remain competitive.
80% The annual survey on behavioral training practices in Indian organizations for 2009 found that:
1) Most companies (54%) increased the time spent on behavioral training in 2008-2009 compared to 2007-2008, while 31% saw no change.
2) Regarding man-days dedicated to behavioral training per employee in 2008-2009, 24% of companies in the <1 crore revenue range spent 1-2 days, while 16% of companies over 5,000 crore revenue spent 5-7 days.
3) The survey assessed behavioral training practices through an online questionnaire targeting CEOs, CHROs, and training heads across diverse industries.
Aon report: Managers: Strongest or Weakest Link in Driving Employee EngagementMark A. Leon
Managers: Your Strongest (or Weakest) Link in Driving Employee Engagement
Too many companies send engagement survey results to managers and hope they'll do something with them, only to find that many don't. Here are some practical steps you can take to help your managers drive employee engagement.
Believing is seeing: As employees that believe in collaboration make better decisions for their companies and also offer a higher output. This EIU research, sponsored by BTS, explores this notion, and whether firms are leveraging collaborative techniques to improve business success. It also explores the difficulties of collaboration and the value of collaborating across functions and levels to achieve strategic alignment. It is based on a survey of 249 business leaders in North America, Europe and Asia-Pacific.
In this Aberdeen Group research brief, data shows that top –performing companies are achieving exceptional results due in part to their ability to use assessment data to make better talent decisions on an individual and organizational level. “To build a high-performance culture, organizations must not only utilize assessments, but make them a part of how managers think about their talent. The clients of one assessments solution provider in particular, PI Worldwide, are an example of how to bring together assessment tools with the right organizational capabilities required to create a positive business impact.” Contact me to receive a copy of the brief: agrimes@advisausa.com
The survey of 212 US-based Salesforce admins in November 2012 found that:
- Nearly half (47%) support between 50-1,000 users and 38% have used Salesforce for over 2 years.
- 59% report using Salesforce over 5 hours a day and most work 40-45 hours per week.
- Nearly half (47%) feel they have strong influence over some IT decisions.
- The majority feel appreciated for their work but 68% are yet to be certified.
- Most admins see themselves as smart, hardworking leaders and prefer LinkedIn for social media.
The document is a case study analyzing employee satisfaction levels at Bizeso.com. It finds that while employees agree the company functions according to its mission and values, and feel safe, some improvements are needed. Specifically, the recruitment process is not seen as fair, adequate feedback and guidance are not provided, and training opportunities could help develop professional skills. The study recommends addressing these areas to boost employee satisfaction further.
The document summarizes an approach to achieving sustained behaviour change through learning initiatives. It discusses how most change initiatives fail due to a lack of behaviour change. It recommends investing more resources in aligning stakeholders and sustaining changes, rather than just the initial training. It provides checklists for improving focus on aligning and sustaining. It also describes a fictional case study of a bank that implemented a three-part process including impact planning, metrics tracking, and ongoing learning support to successfully drive strategic changes in customer service behaviours.
This document summarizes Hamid Hussain's research project on the impact of teamwork on employee productivity and organizational performance. The research was conducted through surveys of employees at English Biscuit Manufacturers and small businesses in Pakistan. The study aims to understand how teamwork affects motivation, productivity and effectiveness. It also examines how organizations can build teamwork and keep employee morale high. The research found that teamwork plays a significant role in improving firm performance and that motivation and productivity can be enhanced through teamwork. However, some organizations still lack sufficient efforts to incorporate employee ideas and opinions.
The 2011 Edelman Trust Barometer found that:
1) Trust in institutions increased globally, with the largest increases seen in business and NGOs. However, in India trust was highest in business and lowest in government.
2) Among Asia Pacific countries, India had the most trust in business but the least trust in government. Trust in business remained stable in India from 2010 to 2011.
3) Half of informed publics in India trusted the media, lower than most other Asia Pacific countries. Trust in NGOs has risen over time in India.
More Related Content
Similar to Research Report Team Collaboration Study[1]
Executive Transitions Market Study Reportpwharv6pack
About the Survey
The Institute of Executive Development and global coaching and consulting alliance Alexcel Group
conducted a year long market survey in 2007 and 2008 to examine the transitions that top
executives make into and through organizations, and road blocks that can occur in the process
along with the organizational roles and processes that may facilitate such transitions and change.
The document summarizes the upcoming Process Excellence Week conference taking place in January 2012 in Orlando, Florida. The conference will bring together process leaders from various industries to share best practices and strategies for driving process centricity within organizations. Key events at the conference include workshops, presentations from industry leaders, an exclusive site visit to Bausch & Lomb, networking opportunities, and the Process Excellence Awards ceremony. The goal of the conference is to help process professionals unite across different approaches and collaborate to inspire the community towards the next generation of process excellence.
This document discusses trends in membership for associations and concerns about maintaining membership levels over the next 5 years. It notes that 44% of associations saw higher membership over the past 5 years but only 15% expect higher membership going forward. The biggest concerns about future membership include an aging membership and attracting youth. Charts show that the typical association membership age is shifting upwards. The document argues that associations need to focus on the customer value proposition by providing exclusive benefits that address specific needs and by reworking structures and strategies to enhance the membership value.
This document contains an evaluation of the project "Every Trainee Matters" from its evaluation event held on June 21-22, 2012 in Prague. It includes feedback from participants on various aspects of the project related to leadership, communication, training approach, impact, and quality of materials. Participants generally rated the project positively, praising the motivational approach and impact on professional development, while also providing some suggestions for improvement.
The survey results show that nearly 40% of emerging leaders in Australia work for local businesses, 32% for global organizations, and 28% for national businesses. The biggest challenges for young professionals are not being taken seriously and a lack of opportunities. Over half of respondents said they need more opportunities and mentors to help them succeed in leadership roles. The top areas of interest for learning were personal branding, personal vision, mentoring, and strengths. Most respondents intend to stay with their current employer for 3 years or more and want opportunities, challenges, and career development to be retained.
This document discusses a training needs assessment conducted for the marketing committee of Alsafa Charity's Alajial project in Saudi Arabia. The project aims to provide health, education, employment and housing services but has faced delays in completing construction. The assessment found that volunteers were highly motivated but lacked formal marketing training and experience, hindering fundraising efforts. It recommends providing marketing training to the committee and hiring marketing professionals to help complete the project.
Nigel Carruthers from the Local Government Association presented on barriers to employee engagement in local government. He discussed how funding cuts and workforce reductions have negatively impacted employee morale and trust in leadership. Survey data showed declines in job satisfaction, confidence in senior managers, and perceptions of fair pay. Carruthers also shared lessons from engagement initiatives, emphasizing the importance of leadership, communication, and ensuring employees feel supported and value in their work. Reducing tensions from "doing more with less" will be important to strengthening employee engagement in local government.
Revenue by Design Hotel Social Media Monitor 2012 Survey Results revenuebydesign
The results of the Revenue by Deign Hotel Social Media Monitor survey 2012, run in association with Rate Gain. Presentation made at the HOSPA members event
Chapter 4Data Analysis and presentationIntroduction T.docxchristinemaritza
Chapter 4
Data Analysis and presentation
Introduction
The researcher surveyed the selected company for the study and the questionnaire was distributed to 50 employees, but only 22 employees was responded . After collecting the questionnaires, the researchers emptied the data and tabulated it in a way that fits the study variables and hypotheses. The analysis and processing of the data for the study were carried out by the statistical program SPSS. Researchers write a clear description for each table and chart to make it easier for the reader to understand.
Data Analysis
4.1 Gender of the Leaders
Male or Female
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
male
16
72.7
72.7
72.7
female
6
27.3
27.3
100.0
Total
22
100.0
100.0
The number of males in the sample was (16) (72.7%) of the total sample, while the number of females was (6) (27.3%) of the total sample. The researchers noted that the number of males exceeds the number of females. This is due to the fact that the nature of the work, especially the managerial levels, is more likely to lead with males than females.
4.2 Age of employee
Age
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
20-25
9
40.9
40.9
40.9
26-30
9
40.9
40.9
81.8
31-35
2
9.1
9.1
90.9
36-40
1
4.5
4.5
95.5
41-45
1
4.5
4.5
100.0
Total
22
100.0
100.0
The number of leaders of them who were investigator of age (20-25) 9 (up) 40.9 % (of the total sample size, and the number of leaders of them who was the investigator of age from (26-30) 9 (by) 40.9 % (of the total sample size, and the number of leaders of them who was the investigator of age of (31-35) 2 (by) 9.1% (of the total sample size. The number of leaders who were their age (36-40) was 1 (4.5%) of the total sample size and finally the number of leaders who were their age (41-45) was 1 (4.5%) of the total sample size.
The researchers believe that the nature of the leaders in the company sample study are the first and second category of the ages between 20-30 are the majority indicates the adoption of the company significantly on young people and new cadres, while Leaders aged between 31 and 45 came in third, fourth and fifth place, and this is what they points out to the need to adopt the company also on the leadership with great experience, because older Leaders had experience as a result of past experiences, whether successful or unsuccessful.
4.3 Leaders Nationality
Nationality
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
Omani
21
95.5
95.5
95.5
Non - Omani
1
4.5
4.5
100.0
Total
22
100.0
100.0
The number leaders who were included in the questionnaire who were Omani nationals were 21 (95.5% of the total sample size and the number of non-Omanis was 1 (4.5%) of the total sample size, so it is clear that Namaa relies heavily on Omani leaders in different departments in the company.
4.4 Leaders Education
Education
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
High school
4
...
The document discusses definitions of public relations and surveys participants on their preferences. It presents three candidate definitions and asks respondents to select the best one. It then asks if the word "ethics" should be explicitly included in the definitions. The majority of respondents felt ethics guides the profession rather than defines it. The document also asks respondents if they are members of partner organizations involved in the initiative.
The document is a report from a survey conducted by the American Management Association (AMA) regarding critical skills in the workforce. Some key points:
- Over half of executives say their employees need improvement in critical thinking, communication, collaboration, and creativity skills.
- Three out of four executives say these "four C" skills will become more important for business success in the future due to factors like the fast pace of change.
- However, over half of executives rate their current employees as only average in these skills. The report suggests companies need to better develop these skills in their workforce to remain competitive.
80% The annual survey on behavioral training practices in Indian organizations for 2009 found that:
1) Most companies (54%) increased the time spent on behavioral training in 2008-2009 compared to 2007-2008, while 31% saw no change.
2) Regarding man-days dedicated to behavioral training per employee in 2008-2009, 24% of companies in the <1 crore revenue range spent 1-2 days, while 16% of companies over 5,000 crore revenue spent 5-7 days.
3) The survey assessed behavioral training practices through an online questionnaire targeting CEOs, CHROs, and training heads across diverse industries.
Aon report: Managers: Strongest or Weakest Link in Driving Employee EngagementMark A. Leon
Managers: Your Strongest (or Weakest) Link in Driving Employee Engagement
Too many companies send engagement survey results to managers and hope they'll do something with them, only to find that many don't. Here are some practical steps you can take to help your managers drive employee engagement.
Believing is seeing: As employees that believe in collaboration make better decisions for their companies and also offer a higher output. This EIU research, sponsored by BTS, explores this notion, and whether firms are leveraging collaborative techniques to improve business success. It also explores the difficulties of collaboration and the value of collaborating across functions and levels to achieve strategic alignment. It is based on a survey of 249 business leaders in North America, Europe and Asia-Pacific.
In this Aberdeen Group research brief, data shows that top –performing companies are achieving exceptional results due in part to their ability to use assessment data to make better talent decisions on an individual and organizational level. “To build a high-performance culture, organizations must not only utilize assessments, but make them a part of how managers think about their talent. The clients of one assessments solution provider in particular, PI Worldwide, are an example of how to bring together assessment tools with the right organizational capabilities required to create a positive business impact.” Contact me to receive a copy of the brief: agrimes@advisausa.com
The survey of 212 US-based Salesforce admins in November 2012 found that:
- Nearly half (47%) support between 50-1,000 users and 38% have used Salesforce for over 2 years.
- 59% report using Salesforce over 5 hours a day and most work 40-45 hours per week.
- Nearly half (47%) feel they have strong influence over some IT decisions.
- The majority feel appreciated for their work but 68% are yet to be certified.
- Most admins see themselves as smart, hardworking leaders and prefer LinkedIn for social media.
The document is a case study analyzing employee satisfaction levels at Bizeso.com. It finds that while employees agree the company functions according to its mission and values, and feel safe, some improvements are needed. Specifically, the recruitment process is not seen as fair, adequate feedback and guidance are not provided, and training opportunities could help develop professional skills. The study recommends addressing these areas to boost employee satisfaction further.
The document summarizes an approach to achieving sustained behaviour change through learning initiatives. It discusses how most change initiatives fail due to a lack of behaviour change. It recommends investing more resources in aligning stakeholders and sustaining changes, rather than just the initial training. It provides checklists for improving focus on aligning and sustaining. It also describes a fictional case study of a bank that implemented a three-part process including impact planning, metrics tracking, and ongoing learning support to successfully drive strategic changes in customer service behaviours.
This document summarizes Hamid Hussain's research project on the impact of teamwork on employee productivity and organizational performance. The research was conducted through surveys of employees at English Biscuit Manufacturers and small businesses in Pakistan. The study aims to understand how teamwork affects motivation, productivity and effectiveness. It also examines how organizations can build teamwork and keep employee morale high. The research found that teamwork plays a significant role in improving firm performance and that motivation and productivity can be enhanced through teamwork. However, some organizations still lack sufficient efforts to incorporate employee ideas and opinions.
The 2011 Edelman Trust Barometer found that:
1) Trust in institutions increased globally, with the largest increases seen in business and NGOs. However, in India trust was highest in business and lowest in government.
2) Among Asia Pacific countries, India had the most trust in business but the least trust in government. Trust in business remained stable in India from 2010 to 2011.
3) Half of informed publics in India trusted the media, lower than most other Asia Pacific countries. Trust in NGOs has risen over time in India.
Similar to Research Report Team Collaboration Study[1] (20)
1. Tearing Down the Walls
Blocking Collaboration and
Better Business Performance
+1 (866) 374-4501
www.esi-intl.ca
2. As the economic recession continues, it is more critical than ever for organizations to opti-
mize performance despite tighter budgets and fewer resources. Organizations stand the
best chance of getting the most from their projects and initiatives, with current resources,
by utilizing and supporting collaborative teams.
True collaboration within organizations means that team-oriented, rather than individual,
problem solving adds real value to initiatives, improving bottom line results. In this sense,
the sum is really more than its parts.
To find out if organizations are truly leveraging collaborative teaming efforts for measur-
able performance and productivity gains, ESI International conducted a survey of nearly
900 industry and government professionals involved in project activities across Canada.
The survey set out to determine:
• How successful organizations are in meeting the challenge of eliminating hierarchies,
titles and silos to work collaboratively.
• How well organizations support project leaders and team members so they can
deliver to their fullest potential and improve project and organizational performance.
Major Findings
• The majority of organizations, in fact, do not work collaboratively, despite the value
that they realize would come from better teamwork.
• Rigid work structures exist within companies that keep people from working together.
• Organizations are not investing in the right mix of skills training needed to improve
collaboration on projects and initiatives.
2
4. Collaboration Hindered by Work Structure, Hierarchy
Just over one-third of teams in Canadian organizations (35.5 percent) work collaboratively.
The great majority who are not using collaborative teaming for improved performance
point to specific reasons why not:
• More than half of respondents (54.6 percent) do not consistently work collaboratively
in teams since their work structure is dependent either on the project, the team or the
sponsor.
• An additional 9.9 percent are hierarchical with little or no collaboration between
project roles.
Hit-or-Miss Collaboration Between Project Roles
In our organization, the roles of
project leaders and team members are:
Project dependent
1.7%
3% Non-hierarchical/collaboration
Hierarchical, with little or no
interaction/collaboration between
7.6%
42.3% Team dependent
Other
9.9%
Project sponsor dependent
35.5%
Source: ESI International
4
6. Organizations Recognize Need for Skills
That Drive Organizational Change
81.7 percent of respondents believe their organization sees value in ensuring people that
work on projects have the right combination of business skills, as well as technical skills, as
they drive new innovations, such as cloud computing.
Organizations Value Balance of Skills for Success of Key Initiatives
Canadian project professionals said their organizations value
providing the right mix of business and technical skills to ensure
the success of change initiatives, such as cloud computing:
Agree
3.1%
Somewhat agree
Strongly agree
7.4% 32.2% Don’t have an opinion
Disagree
7.8%
Strongly disagree
19.2%
30.3%
Source: ESI International
6
8. Turning Collaboration Theory into Practice
Based on the survey results, there is a wide gap between the idea of collaboration and the
reality. In the current business environment, organizations should have an even greater
incentive to support collaboration.
Unlike people working within traditional hierarchal roles and responsibilities, team-
oriented collaboration brings with it greater agility to solve problems, improve processes
and foster innovative thinking.
The first step is to offer team members the right training for a balanced set of business and
technical skills.
To further ensure that teams attain their greatest potential, organizations will want to
follow established best practices for collaboration, including:
1) Model collaborative behavior, starting at the executive level.
2) Develop unique relationship-building practices customized to your business
environment.
3) Ensure employees have the skills of collaboration.
4) Support a sense of community.
5) Assign leaders who are both task- and relationship-oriented.
6) Build on existing relationships.
7) Assign distinct roles to team members.
8) Provide individuals with autonomy over discrete pieces of the project.
Source: Gratton, L. & Erickson, T. (2007, November) “Eight Ways to Build Collaborative Teams,” Harvard Business Review.
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10. Survey Methodology
ESI International sent an email survey of eight close-ended questions to project manage-
ment and business analysis directors, managers and staff, and other professionals in
Canada involved in their organizations’ projects.
Which of the following best
describes your job category?
Project Management—
1.7% Manager or Staff
6.6%
Other
Business Analysis—
Manager or Staff
47.5% Project Management—
Director and above
21.9% Business Analysis—
Director and above
22.3%
The survey respondents represented sectors including, among others, government (32
Source: ESI International
percent) financial services (18.4 percent), Information Technology (18 percent), Energy/
Utilities (5.8 percent)and telecommunications (5.6 percent).
Industry
Government
Financial Services
Information Technology
2% 10.1% 32.3% Energy/Utilities
2.5%
Telecommunications
2.5%
2.9% Construction/Engineering
Pharma and Healthcare
5.6%
18.4% Manufacturing
Retail
5.8% 18%
Other
Source: ESI International
The survey was conducted from late August to early September 2011, with 895 respon-
dents completing the survey. Not all respondents answered every survey question. The
survey was anonymous unless respondents wanted to receive the results, in which case
they had to submit their contact details.
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11. About ESI International
ESI, a subsidiary of Informa plc (LSE:INF), helps people around the world improve the way
they manage projects, contracts, requirements and vendors through innovative learning.
In addition to ESI’s more than 100 courses delivered in more than a dozen languages
at hundreds of locations worldwide, ESI offers several certificate programs through our
educational partner, The George Washington University in Washington. Founded in 1981,
ESI has regional headquarters in Toronto and Washington. To date, ESI’s programs have
benefited more than 1.35 million professionals worldwide. For more information visit
www.esi-intl.ca.
+1 (866) 374-4501
For more information about how ESI can help your organization, call us
at +1 (866) 374-4501 or visit www.esi-intl.ca.
www.esi-intl.ca