One day workshop for the HR team and departmental heads employed by a distribution business based in Manchester, seeking to reduce staff turnover rates.
Changing the rules of engagement June 2011Timothy Holden
This document discusses changing the rules of engagement to improve employee engagement. It defines employee engagement as the emotional and intellectual commitment of individuals to an organization. It lists 21 drivers of engagement, such as benefits, career opportunities, and work-life balance. Engaged employees are more productive, loyal, and satisfied compared to disengaged employees who have lower productivity. The document provides case studies and discusses effective engagement strategies organizations can implement, such as clear communication, development opportunities, recognition, and accountability. It concludes with questions about measuring engagement initiatives and fostering engagement through leadership.
The document discusses how attrition, or employee turnover, is a silent but significant threat to businesses. It costs businesses thousands or millions each year in lost talent, productivity, and knowledge. However, few businesses properly measure and address attrition. The document argues that businesses should focus on understanding why employees leave and keeping talent, rather than just reacting to turnover. Reducing attrition requires measuring its costs, understanding engagement levels, and transforming company culture through leadership.
On Wednesday 28th February 2018 at #EBConnect18, Xexec's Jamie King delivered a talk on the link between engagement, reward, and recognition. Here are the slides from that presentation.
The document discusses the hidden financial risks to businesses posed by poor employee engagement and high staff turnover. It notes that while businesses often focus on quickly replacing departing employees, the real damage comes from "disengaged remainers" - unhappy employees who stay but undermine the business. The document advocates that businesses must accurately measure engagement, understand the full costs of attrition including lost productivity and knowledge, and make improving engagement a top priority in order to boost profitability, customer satisfaction, and reduce absenteeism and turnover. It claims that most organizations fail to properly account for the financial impacts of disengagement and attrition, which can amount to millions of pounds annually."
This document discusses employee engagement in the public sector. It begins by defining employee engagement as an emotional connection employees feel toward their organization that influences them to work harder. The document then outlines challenges to engagement for public sector employers, such as negative media coverage and criticism of government. It summarizes the results of an IPMA-HR survey that found only 47% of public employees are engaged. Key drivers of engagement included feeling a sense of accomplishment and being focused on serving the public with integrity. The document concludes by discussing ways to improve engagement, such as feeling valued, having clear goals, and recognition.
The document discusses strategies for increasing employee engagement. It defines engagement as employee motivation, satisfaction, and commitment. It identifies three dimensions of engagement: intellectual, affective, and social. Key drivers of engagement include opportunities for input, good communication, and managers committed to the organization. Achieving engagement requires appreciation, feedback, rewards, an engaging atmosphere, involvement, and development opportunities. Metrics can measure engagement's impact on productivity, turnover, and earnings. Building trust and enabling employees also enhances engagement. The document provides case studies and questions for reflection.
One day interactive workshop delivered in the snow to an audience of HR professionals, recruiters and line managers from predominantly the private sector.
As businesses endeavour to boost productivity, bolster morale and retain top talent, gamification has proven to be an effective ongoing strategy for managers willing to get creative and implement such a programme in their workplace. Though the buzzword has been trending since at least 2015, surprisingly few businesses have invested time and effort into ‘gamifying’ the office and unlocking the potential benefits of such a programme. Whether that be due to lack of time, funds, knowledge or even interest, our latest research suggests that businesses are missing out on valuable gains by sticking with the status quo.
Some managers may be deterred by the suggestion of introducing games into the workplace, but contrary to the name, the concept has a strong scientific basis. In the context of the workplace, gamification is “the practice of synthesizing the best ideas from gaming, loyalty programs and behavioural economics, with the aim of driving user engagement over indifference.” In essence, gamification transforms your employees’ relationships with their work, producing a more active, goals-oriented and productive workforce.
As a business dedicated to inspiring, motivating and engaging employees, we conducted research to determine just how effective gamification can be in 2019, and to help you decide whether you should implement a gamification strategy in your workplace. Read the report to find out the results of that research.
Changing the rules of engagement June 2011Timothy Holden
This document discusses changing the rules of engagement to improve employee engagement. It defines employee engagement as the emotional and intellectual commitment of individuals to an organization. It lists 21 drivers of engagement, such as benefits, career opportunities, and work-life balance. Engaged employees are more productive, loyal, and satisfied compared to disengaged employees who have lower productivity. The document provides case studies and discusses effective engagement strategies organizations can implement, such as clear communication, development opportunities, recognition, and accountability. It concludes with questions about measuring engagement initiatives and fostering engagement through leadership.
The document discusses how attrition, or employee turnover, is a silent but significant threat to businesses. It costs businesses thousands or millions each year in lost talent, productivity, and knowledge. However, few businesses properly measure and address attrition. The document argues that businesses should focus on understanding why employees leave and keeping talent, rather than just reacting to turnover. Reducing attrition requires measuring its costs, understanding engagement levels, and transforming company culture through leadership.
On Wednesday 28th February 2018 at #EBConnect18, Xexec's Jamie King delivered a talk on the link between engagement, reward, and recognition. Here are the slides from that presentation.
The document discusses the hidden financial risks to businesses posed by poor employee engagement and high staff turnover. It notes that while businesses often focus on quickly replacing departing employees, the real damage comes from "disengaged remainers" - unhappy employees who stay but undermine the business. The document advocates that businesses must accurately measure engagement, understand the full costs of attrition including lost productivity and knowledge, and make improving engagement a top priority in order to boost profitability, customer satisfaction, and reduce absenteeism and turnover. It claims that most organizations fail to properly account for the financial impacts of disengagement and attrition, which can amount to millions of pounds annually."
This document discusses employee engagement in the public sector. It begins by defining employee engagement as an emotional connection employees feel toward their organization that influences them to work harder. The document then outlines challenges to engagement for public sector employers, such as negative media coverage and criticism of government. It summarizes the results of an IPMA-HR survey that found only 47% of public employees are engaged. Key drivers of engagement included feeling a sense of accomplishment and being focused on serving the public with integrity. The document concludes by discussing ways to improve engagement, such as feeling valued, having clear goals, and recognition.
The document discusses strategies for increasing employee engagement. It defines engagement as employee motivation, satisfaction, and commitment. It identifies three dimensions of engagement: intellectual, affective, and social. Key drivers of engagement include opportunities for input, good communication, and managers committed to the organization. Achieving engagement requires appreciation, feedback, rewards, an engaging atmosphere, involvement, and development opportunities. Metrics can measure engagement's impact on productivity, turnover, and earnings. Building trust and enabling employees also enhances engagement. The document provides case studies and questions for reflection.
One day interactive workshop delivered in the snow to an audience of HR professionals, recruiters and line managers from predominantly the private sector.
As businesses endeavour to boost productivity, bolster morale and retain top talent, gamification has proven to be an effective ongoing strategy for managers willing to get creative and implement such a programme in their workplace. Though the buzzword has been trending since at least 2015, surprisingly few businesses have invested time and effort into ‘gamifying’ the office and unlocking the potential benefits of such a programme. Whether that be due to lack of time, funds, knowledge or even interest, our latest research suggests that businesses are missing out on valuable gains by sticking with the status quo.
Some managers may be deterred by the suggestion of introducing games into the workplace, but contrary to the name, the concept has a strong scientific basis. In the context of the workplace, gamification is “the practice of synthesizing the best ideas from gaming, loyalty programs and behavioural economics, with the aim of driving user engagement over indifference.” In essence, gamification transforms your employees’ relationships with their work, producing a more active, goals-oriented and productive workforce.
As a business dedicated to inspiring, motivating and engaging employees, we conducted research to determine just how effective gamification can be in 2019, and to help you decide whether you should implement a gamification strategy in your workplace. Read the report to find out the results of that research.
Small to mid-sized businesses face challenges in attracting and retaining talent but see opportunities for growth. Their top recruiting priorities are improving quality of hire and employee retention. While job boards and social networks are leading sources of quality hires, SMBs struggle with competition and compensation. Measuring quality of hire effectively also remains a challenge. Employer branding is increasingly important, and SMBs are investing more in websites and social media to promote their brand. Looking ahead, trends in defining quality, remote work, and improved matching are shaping the industry.
An examination of happiness levels amongst UK workers in various industries, with focus on which types of businesses have the happiest working environments, how businesses can promote happiness amongst their employees and how to avoid a culture of 'forced fun'.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Employee engagement ideas and best practicesMutual Force
Employee engagement is more than perks and surveys; it requires leadership development and facilitating employee commitment, passion, and well-being. Current engagement programs rely on outdated surveys and rewards that fail to create real change or understand engagement's impact. Leadership development is key, but managers are often not suited or trained to facilitate engagement. Skilled managers set clear expectations, provide tools for success, and recognize employees. When properly developed and integrated into all business areas using quality technology infrastructure, engagement programs boost performance, retention and growth.
One of the great paradoxes of the current economy is a relatively high level of general unemployment among Western economies and simultaneously, a very tight labor market for certain skilled roles. Anecdotes of hiring cycles in the six-month range for specialized developers or designers are not uncommon in software circles, and high-tech manufacturers voice frequent complaints about the lack of skilled talent. The key to solving these hiring challenges is to think differently about the problem. All too often, hiring managers and recruiters default to a “hiring” focused answer, when frequently the real answer lies in development, internal mobility, apprenticeship and long-term career and succession planning. In this session, we’ll talk about how all these pieces fit together and why “hiring for critical roles” is fundamentally the wrong strategy in most cases.
The survey received 314 responses from directors, senior managers, and others in Australia, India, Norway, Spain, South Africa, and the UK. Most respondents had experience in the private sector and were directors or senior managers. Over two-thirds felt corporate governance responsibility lies with boards/executives, and accountability ultimately lies here as well. While most saw corporate governance as an organizational rather than financial issue, two-thirds felt risk management in their organizations focuses on financial rather than people risk. Having a universal code of values was viewed as helpful by 80%. However, nearly a third said their organization does not fully embed such values in practice.
The document discusses ways to re-engage disengaged employees during difficult times. It notes that engagement levels have dropped significantly for companies that have laid off workers. Top drivers of engagement include actions of senior leadership and direct supervisors. The document provides several suggestions for re-engaging employees, such as asking them what they need to be successful, focusing on their strengths, and using recognition. It also stresses the important role of senior leaders in communicating vision, building trust, and responding to feedback. Organizations can measure the impact of engagement efforts through surveys, anecdotal feedback, and business data.
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
Employee Engagement: Fluffy Nonsense or Mission Critical? Bloomfire
Employee engagement is often attributed to an employee’s emotional attachment to their job. This attachment, whether positive or negative, affects the quality of effort put forth at work. Thus, impacting the employee’s contribution to the company.
Every employee’s part in the organization ultimately drives performance outcomes and affects the bottom line.
Empowering employee engagement is crucial in an organization in order to maximize overall performance.
Women in the Workplace is a multi-year joint research effort by McKinsey & Company and LeanIn.org and the largest comprehensive study of the state of women in corporate America
The document summarizes key concepts from the book "Top Grading: How Leading Companies Win by Hiring, Coaching, and Keeping the Best People" by Bradford Smart. It discusses how Smart advocates for paying competitive salaries to attract top talent, avoiding costly "mis-hires" by improving interviews, and the importance of retaining high-performing "A-players." The summary also applies these concepts to topics discussed in an Employee Recruitment and Selection class, such as using cost of living calculators and effective job descriptions.
The document discusses what hiring managers look for in candidates. It states that while technical skills are important, hiring managers also place significant emphasis on interpersonal skills. Nearly 70% of hiring managers say cultural fit is important in evaluating candidates. The document provides tips for interviewing such as researching the company culture, being prepared to discuss both successes and failures, and highlighting one's technical skills and qualifications for the position. It also gives examples of common behavior-based interview questions used to assess candidates' interpersonal skills.
Five Steps to a world class onboarding program presentationEmilyBennington
Onboarding is gaining a lot of traction in business lately – and for good reason. When implemented effectively, onboarding programs have been proven to dramatically reduce expenses by helping your new staff assimilate faster, stay longer, and deliver better. For mid-to-senior level managers who want to learn how it works - including best practices from companies that are getting it right – this presentation is a must-attend. Emily Bennington, coauthor of Effective Immediately: How to Fit In, Stand Out, and Move Up at Your First Real Job, will show you how to design and implement a successful onboarding program for your intern and new grad hires that will address both YOUR organizational goals and THEIR career planning needs. You’ve made a significant investment recruiting top talent, right? So keep the promise you’ve made during the hiring cycle and give them the best possible chance to succeed in your organization FROM BEFORE DAY ONE.
In a space as performance-driven and competitive as
the recruitment industry, it is crucial to stay ahead of
the curve. The growth and adoption of new strategies
and technologies is essential for success and is set to
explode in the future.
In an effort to paint a clear, distinct vision of the future of
social recruiting for our users, we asked twenty industry
thought leaders to weigh in on various trends that are
shaping the future of social media in recruitment. These
are their thoughts.
Why do firms hire contractors? How much to charge per hour? Do you need an LLC? List of firms with clients who hire consultants. Should you work as a contractor, work as a consultant while searching for a FT job or start your own business? How to set up an LLC online
What makes an outstanding Finance Director?Steve Leith
The survey identifies key attributes of outstanding Finance Directors (FDs) according to directors and FDs themselves. Both groups agree relationships are critical, especially with the CEO. Directors emphasize risk management while FDs stress communication skills. Outstanding FDs are strategic thinkers focused on growth opportunities. They challenge and support the CEO as a trusted partner. Technical skills are basic requirements; commercial and people skills differentiate outstanding performance. FDs must balance oversight and opportunity to advise courageous decisions during uncertain times.
The Age My Career Quoted 7 February 2009Warren Frehse
This document discusses policies and strategies for telecommuting or working from home. It provides an overview of laws in Britain that allow flexible work hours for employees with children or disabilities. While there is no official policy in Australia, arrangements can be made by agreement. The document outlines considerations for occupational health and safety as well as maintaining interaction between employees and management. It provides suggestions for implementing successful work-from-home policies and procedures.
This document discusses engaging employees, especially those in pivotal roles that are important to business performance. It argues that companies should focus on understanding what motivates different types of employees, especially those in pivotal roles, and using both financial and non-financial incentives. Engaging pivotal employees can improve business outcomes like retention, customer satisfaction, and financial performance. The document provides examples of how companies have identified pivotal roles, learned what motivates those employees, and improved engagement and business results.
An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
This document provides an overview of social media platforms and their potential uses for job searching. It discusses Facebook, Google, LinkedIn, and Twitter. For each platform, it describes the founding, key features, examples of good personal profiles, and relevant corporate or job search accounts. The conclusion poses questions but does not provide answers. The document is intended to educate about using social media to facilitate and enhance one's job search and professional networking activities.
Fluid Consulting is a specialist HR consultancy headed by Tim Holden that provides services related to retention, selection, attraction, remuneration, outplacement, and training. The document discusses managing employee absence and performance, including developing absence policies, dealing with poor performance, legal considerations, health and wellbeing initiatives, and case studies of managing long-term absence and mental health issues. It provides statistics on absence trends and explores developing an attendance culture, the role of line managers, and using nurse-led programs and rehabilitation to manage absence.
Small to mid-sized businesses face challenges in attracting and retaining talent but see opportunities for growth. Their top recruiting priorities are improving quality of hire and employee retention. While job boards and social networks are leading sources of quality hires, SMBs struggle with competition and compensation. Measuring quality of hire effectively also remains a challenge. Employer branding is increasingly important, and SMBs are investing more in websites and social media to promote their brand. Looking ahead, trends in defining quality, remote work, and improved matching are shaping the industry.
An examination of happiness levels amongst UK workers in various industries, with focus on which types of businesses have the happiest working environments, how businesses can promote happiness amongst their employees and how to avoid a culture of 'forced fun'.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Employee engagement ideas and best practicesMutual Force
Employee engagement is more than perks and surveys; it requires leadership development and facilitating employee commitment, passion, and well-being. Current engagement programs rely on outdated surveys and rewards that fail to create real change or understand engagement's impact. Leadership development is key, but managers are often not suited or trained to facilitate engagement. Skilled managers set clear expectations, provide tools for success, and recognize employees. When properly developed and integrated into all business areas using quality technology infrastructure, engagement programs boost performance, retention and growth.
One of the great paradoxes of the current economy is a relatively high level of general unemployment among Western economies and simultaneously, a very tight labor market for certain skilled roles. Anecdotes of hiring cycles in the six-month range for specialized developers or designers are not uncommon in software circles, and high-tech manufacturers voice frequent complaints about the lack of skilled talent. The key to solving these hiring challenges is to think differently about the problem. All too often, hiring managers and recruiters default to a “hiring” focused answer, when frequently the real answer lies in development, internal mobility, apprenticeship and long-term career and succession planning. In this session, we’ll talk about how all these pieces fit together and why “hiring for critical roles” is fundamentally the wrong strategy in most cases.
The survey received 314 responses from directors, senior managers, and others in Australia, India, Norway, Spain, South Africa, and the UK. Most respondents had experience in the private sector and were directors or senior managers. Over two-thirds felt corporate governance responsibility lies with boards/executives, and accountability ultimately lies here as well. While most saw corporate governance as an organizational rather than financial issue, two-thirds felt risk management in their organizations focuses on financial rather than people risk. Having a universal code of values was viewed as helpful by 80%. However, nearly a third said their organization does not fully embed such values in practice.
The document discusses ways to re-engage disengaged employees during difficult times. It notes that engagement levels have dropped significantly for companies that have laid off workers. Top drivers of engagement include actions of senior leadership and direct supervisors. The document provides several suggestions for re-engaging employees, such as asking them what they need to be successful, focusing on their strengths, and using recognition. It also stresses the important role of senior leaders in communicating vision, building trust, and responding to feedback. Organizations can measure the impact of engagement efforts through surveys, anecdotal feedback, and business data.
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
Employee Engagement: Fluffy Nonsense or Mission Critical? Bloomfire
Employee engagement is often attributed to an employee’s emotional attachment to their job. This attachment, whether positive or negative, affects the quality of effort put forth at work. Thus, impacting the employee’s contribution to the company.
Every employee’s part in the organization ultimately drives performance outcomes and affects the bottom line.
Empowering employee engagement is crucial in an organization in order to maximize overall performance.
Women in the Workplace is a multi-year joint research effort by McKinsey & Company and LeanIn.org and the largest comprehensive study of the state of women in corporate America
The document summarizes key concepts from the book "Top Grading: How Leading Companies Win by Hiring, Coaching, and Keeping the Best People" by Bradford Smart. It discusses how Smart advocates for paying competitive salaries to attract top talent, avoiding costly "mis-hires" by improving interviews, and the importance of retaining high-performing "A-players." The summary also applies these concepts to topics discussed in an Employee Recruitment and Selection class, such as using cost of living calculators and effective job descriptions.
The document discusses what hiring managers look for in candidates. It states that while technical skills are important, hiring managers also place significant emphasis on interpersonal skills. Nearly 70% of hiring managers say cultural fit is important in evaluating candidates. The document provides tips for interviewing such as researching the company culture, being prepared to discuss both successes and failures, and highlighting one's technical skills and qualifications for the position. It also gives examples of common behavior-based interview questions used to assess candidates' interpersonal skills.
Five Steps to a world class onboarding program presentationEmilyBennington
Onboarding is gaining a lot of traction in business lately – and for good reason. When implemented effectively, onboarding programs have been proven to dramatically reduce expenses by helping your new staff assimilate faster, stay longer, and deliver better. For mid-to-senior level managers who want to learn how it works - including best practices from companies that are getting it right – this presentation is a must-attend. Emily Bennington, coauthor of Effective Immediately: How to Fit In, Stand Out, and Move Up at Your First Real Job, will show you how to design and implement a successful onboarding program for your intern and new grad hires that will address both YOUR organizational goals and THEIR career planning needs. You’ve made a significant investment recruiting top talent, right? So keep the promise you’ve made during the hiring cycle and give them the best possible chance to succeed in your organization FROM BEFORE DAY ONE.
In a space as performance-driven and competitive as
the recruitment industry, it is crucial to stay ahead of
the curve. The growth and adoption of new strategies
and technologies is essential for success and is set to
explode in the future.
In an effort to paint a clear, distinct vision of the future of
social recruiting for our users, we asked twenty industry
thought leaders to weigh in on various trends that are
shaping the future of social media in recruitment. These
are their thoughts.
Why do firms hire contractors? How much to charge per hour? Do you need an LLC? List of firms with clients who hire consultants. Should you work as a contractor, work as a consultant while searching for a FT job or start your own business? How to set up an LLC online
What makes an outstanding Finance Director?Steve Leith
The survey identifies key attributes of outstanding Finance Directors (FDs) according to directors and FDs themselves. Both groups agree relationships are critical, especially with the CEO. Directors emphasize risk management while FDs stress communication skills. Outstanding FDs are strategic thinkers focused on growth opportunities. They challenge and support the CEO as a trusted partner. Technical skills are basic requirements; commercial and people skills differentiate outstanding performance. FDs must balance oversight and opportunity to advise courageous decisions during uncertain times.
The Age My Career Quoted 7 February 2009Warren Frehse
This document discusses policies and strategies for telecommuting or working from home. It provides an overview of laws in Britain that allow flexible work hours for employees with children or disabilities. While there is no official policy in Australia, arrangements can be made by agreement. The document outlines considerations for occupational health and safety as well as maintaining interaction between employees and management. It provides suggestions for implementing successful work-from-home policies and procedures.
This document discusses engaging employees, especially those in pivotal roles that are important to business performance. It argues that companies should focus on understanding what motivates different types of employees, especially those in pivotal roles, and using both financial and non-financial incentives. Engaging pivotal employees can improve business outcomes like retention, customer satisfaction, and financial performance. The document provides examples of how companies have identified pivotal roles, learned what motivates those employees, and improved engagement and business results.
An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
This document provides an overview of social media platforms and their potential uses for job searching. It discusses Facebook, Google, LinkedIn, and Twitter. For each platform, it describes the founding, key features, examples of good personal profiles, and relevant corporate or job search accounts. The conclusion poses questions but does not provide answers. The document is intended to educate about using social media to facilitate and enhance one's job search and professional networking activities.
Fluid Consulting is a specialist HR consultancy headed by Tim Holden that provides services related to retention, selection, attraction, remuneration, outplacement, and training. The document discusses managing employee absence and performance, including developing absence policies, dealing with poor performance, legal considerations, health and wellbeing initiatives, and case studies of managing long-term absence and mental health issues. It provides statistics on absence trends and explores developing an attendance culture, the role of line managers, and using nurse-led programs and rehabilitation to manage absence.
One day workshop for a collection of both senior and junior HR individuals on recent developments with an emphasis on best practice, delivered in London.
One-day interactive workshop designed for HR professionals in Yorkshire. The event tookplace in a computer suite where all delegates had access to an individual PC.
ICWES15 - A Case Study on the Engineering Profession - Diversifying to Succes...Engineers Australia
KBR is an engineering and construction company headquartered in Houston, Texas with over 35,000 employees worldwide. Some of KBR's major projects include the Yemen LNG Plant, Qatar-Bahrain Causeway, and infrastructure projects in Australia. While the engineering profession remains male-dominated, KBR aims to increase diversity through committed leadership, clear policies and procedures, effective communication, and education/training programs. As of 2019, 28% of KBR's 1,069 Australian employees were female, with goals of an inclusive workplace that respects all backgrounds.
ICWES15 - Women Leading Diversity at SKM. Presented by Ms Alison McKechnie, S...Engineers Australia
Women Leading Diversity at SKM Consulting through initiatives like Women in Consulting (WiC). WiC was established in 2006 to promote gender diversity and support women's careers. It has led to more women in management roles, improved policies like parental leave, and accreditation as an employer of choice for women. While progress has been made, priorities remain growing WiC globally and better supporting diverse career paths and lifestyles.
Techniques for retaining employees involve developing an attractive value proposition, managing expectations, applying motivational theories, and using an employee lifecycle approach. The document discusses various retention techniques such as basic rewards, expectation management, applying Maslow's and Herzberg's motivational theories, and using an employee lifecycle approach to address needs at each stage. It also debunks common myths that hinder retention success and outlines factors that influence an organization's ability to attract and retain talent.
Polymers are macromolecules formed by linking together small repeating units called monomers. There are two main types of polymerization: addition and condensation. Addition polymers are formed without the elimination of small molecules when monomers containing carbon-carbon double bonds polymerize via a chain reaction mechanism involving three steps: initiation, propagation, and termination. Condensation polymers are formed with the elimination of small molecules like water or ammonia when bifunctional monomers react. Common examples of addition polymerization include polyethylene formed from ethylene monomers using a free radical initiator like benzoyl peroxide.
Women at the wheel: Recruitment, retention, and advancement of women in the E...Deloitte United States
Women are manufacturing's largest pool of untapped talent. The global automotive industry faces a talent crisis as it undergoes a transformation that is creating opportunity for disruption and innovation. Diverse teams of talented professionals can help organizations compete in this increasingly complex environment. How can industry players improve the recruitment, retention, and advancement of women? For more than a decade, we have worked with Automotive News Group to explore this issue. With Automotive News in North America, we honor the 100 leading women in the industry. In Europe, we work with Automotive News Europe to recognize the 25 leading women in the industry. Through both programs, we ask women in the industry for their views and perspectives. This report looks at the findings from the European research efforts. https://www2.deloitte.com/us/en/pages/manufacturing/articles/women-in-the-global-automotive-industry.html
This presentation discusses concepts of women empowerment including its meaning and how it works. Empowerment refers to increasing the spiritual, political, social, or economic strength of individuals and communities. It involves developing confidence in one's own capacities. Women empowerment is the process by which women challenge gender-based discrimination and gain control over their own lives. The values of an empowered woman include improving personal knowledge, self-defining power, personal power, authenticity, creativity, physical strength, equality, mutuality in relationships, economic independence, women identification, freedom from oppression, and having political power in society. Women empowerment programs aim to create attitudinal changes and legal reforms to promote equal citizenship and decision-making power for women
PPT ON WOMEN EMPOWERMENT, empowerment,india, ppt on women empowerment,women,women empowerment,rights, women rights, powerpoint presentation on women empowerment, women empowerment in India, government policies on women empowerment
The document discusses employee retention strategies and the manager's role in retention. It outlines objectives like identifying how retention strategies reduce turnover and how employees feel engaged. Retention strategies discussed include hiring the right people, empowering and valuing employees, feedback, recognition, and maintaining morale. Managers play a key role through creating a motivating environment, coaching, delegation, and focusing on employees' future careers. The overall goal of retention strategies is to keep desirable employees at an organization.
Employee retention involves keeping employees within an organization for as long as possible or until projects are complete. Common reasons for employee turnover include jobs not meeting expectations, overwork stress, lack of growth opportunities, insufficient appreciation, lack of trust and support, and compensation issues. Organizations can improve retention by hiring the right people, empowering and supporting employees, providing feedback, appreciation, and a healthy work environment to boost morale. Failure to retain employees results in costs like losing company knowledge, interrupting customer service, and damaging company goodwill and efficiency. Effective retention strategies aim to increase employee satisfaction.
Kick starting levels of employee engagement in your organization January 2011Timothy Holden
This document discusses ways to increase employee engagement in organizations. It defines engagement and identifies its importance for financial success, attraction/retention, and productivity. Seven key drivers of engagement are identified as the manager-employee relationship, understanding expectations, and the "seven pillars" of care, autonomy, connection, mastery/growth, purpose, play, and excellence. The document provides case studies and discusses topics like empowering frontline employees, aligning employee and organizational interests, leadership behaviors, and questions for assessing engagement.
Maximizing retention and minimizing attrition April 2012Timothy Holden
This document provides an overview of strategies for maximizing employee retention and minimizing attrition. It discusses measuring and understanding the costs of employee turnover. Some key areas to focus on include improving the onboarding experience for new hires, enriching existing jobs, understanding why employees leave, developing a retention strategy, and asking questions to understand employee engagement and needs. Effective practices for boosting retention involve recruitment, development, compensation, supervision, and engagement. The document also provides case studies and questions to help analyze retention challenges.
Cranking up employee engagement March 2011Timothy Holden
This document provides an overview of employee engagement from Toronto Training and HR. It defines engagement and disengagement, discusses triangulation theory and the needs that must be met to improve engagement. It also examines the pain of poor engagement, challenges in increasing engagement, and interconnected elements of wellbeing. The document poses questions to consider regarding engagement and provides case studies. The conclusion reiterates the importance of engagement and poses additional questions.
Secure the dream job you always wanted with a great employer May 2011Timothy Holden
This document provides guidance on securing employment, including tips for resumes, cover letters, interviews, and following up. It discusses job satisfaction factors and coping with layoffs. Sections also offer advice for graduates and reinventing your career. The conclusion invites the reader to consider questions. The document aims to help job seekers and provides training resources for improving employee engagement.
Get more bang for your buck when recruiting in the GTHA April 2011Timothy Holden
The document provides guidance on improving recruitment practices in the Greater Toronto and Hamilton Area. It discusses developing strong recruitment processes, attracting quality candidates, reducing turnover, and addressing common challenges such as skills shortages. Recommendations include using a variety of hiring methods, conducting thorough interviews, maintaining equity and diversity, and leveraging online tools and social media strategically. The document also provides case studies and a checklist for effective recruitment.
Maximizing retention and minimizing attrition March 2011Timothy Holden
This document provides an overview of strategies for maximizing employee retention and minimizing attrition. It discusses the costs of attrition, common reasons employees leave, improving morale and motivation, drivers of retention, handling resignations properly, avoiding interview mistakes, job satisfaction factors, retaining female employees after maternity leave, conducting effective exit interviews, managing turnover, and examples from different industries including food retail/wholesale, hotels, and librarians. The document contains information to help understand and address attrition challenges within organizations.
Fluid Consulting is a specialist HR consultancy headed by Tim Holden. The core services provided are attraction, selection, retention, remuneration and reward, outplacement, and training. The document discusses 21st century recruitment techniques including online applications and screening. It also covers boomerang hires, assessing how to attract former employees back. Assessment and selection methods like interviews, testing, and record keeping are reviewed. The conclusion discusses finding the best external advisers and ensuring cultural fit.
Career development in the canadian workplace location breakdownCERIC
In an effort to understand the state of career development in the Canadian workplace, CERIC commissioned Environics Research Group to survey 500 employers in the fall of 2013. The survey charts new territory with an in-depth look at the response of Canadian business to youth unemployment, the business view on just how real skills shortages are in this country, and insights on exactly how business is recruiting and training talent today.
Among the questions that will be answered: In a world of LinkedIn, are resumes obsolete? What is the gap between what Canadian businesses want of young workers compared to what they actually bring to the job? And what kind of support are companies providing for career development today?
Layoffs, downsizing and restructuring January 2011Timothy Holden
This document provides an overview of layoffs, downsizing, and restructuring. It discusses definitions, implications of poor termination practices, meeting details for terminating employees, reactions to expect, communicating with remaining employees, termination letters, downsizing effects and reducing impact, outplacement services, separation/severance policies, career motivation issues for survivors, tackling survivor syndrome, layoffs in the US, avoiding common pitfalls, and concludes with case studies and questions.
Putting the X into exit interviews June 2011Timothy Holden
The document provides guidance on conducting effective exit interviews. It discusses the aims of exit interviews such as improving employee retention and training programs. It also covers preparing for an exit interview by looking at trends in employee turnover. Challenges like lack of trust between the employee and employer are addressed. Typical questions to ask in an exit interview are provided across multiple categories like reasons for leaving, training and development, performance management, and management.
What Personnel people need to know June 2011Timothy Holden
Toronto Training and HR is a specialist training and human resources consultancy. The document discusses various HR topics including performance management, employee engagement, relocation, workforce analytics, workforce planning, the role of HR, achieving organizational fusion, qualities of HR leaders, and a charter for the future of work. It provides information on each topic in brief sections and ends with a conclusion and questions.
This document provides an overview of change management. It defines change management and outlines six principles of change. It discusses indicators of weak change management, communicating change, and using change to improve. It also addresses dealing with demographic change, the five stages of grief, transforming an organization through change, and creating a supportive learning culture. The document examines why change fails and how to make change work. It discusses embedding change during restructuring and provides the change equation. It explores embracing change through different stages and includes two case studies. The document concludes with a summary and questions.
Following a successful interactive workshop on appraisals, we completed a further event covering performance management including how to deal with poor performance and typical characteristics of high-performing organisations.
One-day interactive training course designed and delivered to an audience of HR specialists, line managers and Directors employed by a Yorkshire-based distribution business with an emphasis on graduates and apprentices.
Save money and time when recruiting January 2012Timothy Holden
This document provides an overview of recruitment strategies and techniques. It discusses topics such as the top jobs for 2012, competing in a tight labor market, types of recruitment advertising, screening techniques, job sculpting, offering letters, minimizing security risks, hiring temporary employees through an agency, and getting references. The document aims to help readers save time and money when recruiting by providing best practices and considerations across the recruitment process.
This document provides an overview of performance management. It discusses performance appraisals, defining goals and metrics, building effective performance management systems, helping poor performers through progressive discipline, and monitoring performance. Case studies are presented to illustrate challenges and best practices around accountability, admitting weaknesses, and ensuring jobs are a good fit for employees. The overall document aims to help organizations design and implement performance management processes to align goals, adapt to needs, and achieve high performance.
This document provides an overview of recent trends in learning and development. It discusses topics such as evaluating training, retaining employees through training, making training memorable, developing future leaders, and addressing skills gaps. Various case studies and exercises are also presented. The main points are:
1) Effective evaluation of training requires cooperation, planning, and buy-in from multiple stakeholders. Common evaluation methods include questionnaires, surveys, and monitoring results.
2) Retaining employees involves conducting skills audits, developing individual plans, applying new skills, and ongoing training.
3) A real-life example outlines a successful customer service training program implemented by a luxury hotel group.
This document provides an overview of various compensation and benefits topics, including:
- Flexible benefits and how to successfully implement a flexible benefits scheme
- Common flexible benefit options such as childcare vouchers, corporate incentives, and cycle to work schemes
- Topics such as employee share schemes, private medical insurance, minimum wage increases, and "perfect perks"
- Tips for negotiating with benefits and incentives suppliers, and rescuing failing motivation schemes
- Guidance on pensions, salary reviews, and using salary surveys effectively
The document aims to give human resources professionals guidance on structuring, implementing, and managing a variety of compensation and benefits programs.
This document provides an overview of human resources topics including:
- Issues facing the Toronto labor market such as skills mismatches and polarization of jobs/incomes
- Challenges for HR in 2011 like talent management, technology impact, and legal/compliance issues
- The importance of HR planning to address future labor needs and trends
- Best practices for HR to serve as a strategic partner like understanding business priorities and developing employees
- Common findings from HR audits such as improper hiring practices and outdated employment policies
The document contains sections on career progression in HR, relational climates in organizations, knowledge/skills for jobs, and stages of HR transformation. It concludes with case studies and questions.
This document provides an overview of employee engagement and strategies for improving it. It defines employee engagement as having three elements: vigour, dedication, and absorption. It identifies key enablers of engagement including strategic narrative, engaging managers, employee voice, and integrity. The document also discusses how engagement can be measured and initiatives organizations can implement to boost engagement, such as recognition programs, ideas schemes, and benefits packages.
This document provides an overview of effective learning and development. It discusses components to consider when delivering learning content, such as instructional approaches that align with adult learning characteristics. Recommendations are provided for induction programs for new salespeople. Methods to measure the effectiveness of development programs and reasons for not measuring are also examined. The document concludes with a discussion of trends in learning and development.
Half day open training event held in London, England on how to conduct the dismissal/termination of an employee as professionally and efficiently as possible, whilst minimising the pain and suffering involved.
This document discusses various types of discrimination in the workplace and strategies to minimize discrimination. It defines key terms around discrimination such as direct, indirect, and harassment. It also outlines actions employers can take such as clear communication of standards, training, and policies to foster diversity and inclusion. Specific types of discrimination covered include those based on gender, gender identity, sexual orientation, religion, race, and mental health.
This document discusses competency frameworks and their effective use. It defines competencies and competency-related terms. It also outlines several competency models, including examples from SHRM, HRPA, and CME Group. The document explores competency mapping, modelling, and training. It examines competencies for various roles like HR, coaching, sales, and leadership. Overall, the document provides an overview of competency-based management systems and how organizations can identify, assess, and develop competencies to improve performance.
This document provides an overview of change management strategies and techniques. It discusses definitions of different types of organizational change, models for managing change effectively, key drivers of change management success, and tips for leading transformational change initiatives. The document also outlines common reasons why change efforts fail and provides exercises and resources for change management practitioners.
Half day open training event held in London on sickness absence and persistent lateness. Explained the link between employee engagement and absenteeism to the audience of HR professionals, small business owners and departmental managers.
This document provides an overview of culture and cultural change in organizations. It defines key terms like culture, organizational culture, and workplace culture. It also discusses dimensions of organizational culture, imperatives for addressing culture, categories of cultural issues, and frameworks for cultural evolution and change. The document also covers topics like leadership and sustainability during culture change, building a culture of continuous improvement, recruitment and culture, creating inclusive workplace cultures, and developing high performance organizational cultures.
This document provides an overview of coaching and mentoring. It defines coaching and mentoring, discusses frameworks like GROW and SMART goals, and covers topics such as selecting coaches, creating a coaching climate, and common mistakes in mentoring. The document outlines the key steps in both the coaching and mentoring processes and concludes with a summary and questions.
This document provides an overview of talent management and innovation in the workplace. It discusses definitions of innovation and creativity. It also outlines different types of innovation including process, offering, delivery, and finance innovations. The document then covers stages of the innovation process, metrics on countries' competitiveness in innovation, protocols for innovation, diffusion of innovation, and directions of innovation flow. It concludes with strategies for promoting innovation such as recognizing everyone's role, having an innovation process, and being open to small experiments.
This document provides an overview of teams in the workplace. It discusses definitions of teams and groups, the typical stages in a team's life cycle including forming, storming, norming, and performing. It also outlines steps for effective teambuilding, roles within teams, types of team leaders, and factors for team success. The document examines how to improve teamwork through goal setting, recognition, and ongoing coaching. It provides guidance on team decision making, diversity, meetings, and building cohesive teams.
Diversity, inclusion and equality December 2015Timothy Holden
This document provides an overview of diversity, equality, and inclusion in the workplace. It discusses key definitions, the business case for diversity, benefits of improving diversity, and taking action over diversity such as setting objectives and measuring outcomes. Specific topics covered include culture and diversity, hidden biases, challenges in prioritizing diversity, common pitfalls in training, initiatives to improve gender diversity, an age-diverse workforce, and encouraging inclusion. The document concludes with a summary and questions.
This document provides an overview of change management by discussing key topics such as:
1) Definitions of change management, types of change, and issues in the change management process.
2) Criteria for mobilizing change, taking charge of change, and questions to ask when facilitating change.
3) Practical ways to facilitate change, typical reactions to change, and the need for a people plan during change processes.
4) Barriers to change, challenges for change leaders, and how learning and development practitioners can help organizations manage change.
This document provides an overview of skills shortages and deficits in Canada and other countries. It discusses definitions of key terms, essential skills for workers, skills employers are looking for, skills training approaches in different regions, and challenges with skills gaps. Specific topics covered include the skills blueprint in British Columbia, the skills situation in Australia, support for skills training from employers, and Ontario's skills gap. The document concludes with a summary and questions for reflection.
Working hours and work life balance November 2015Timothy Holden
This document discusses work-life balance and related topics over 50 pages. It defines key terms, explores factors that influence work-life balance, and provides tools and initiatives employers and individuals can use. The document examines perspectives like organizational culture, common myths, and challenges specific sectors face. It also analyzes work-life balance issues for teachers, outlining workload, administration, curriculum, technology and other pressures they encounter and potential solutions.
Recognition and non-financial reward November 2015Timothy Holden
This document provides an overview of employee recognition and non-financial rewards. It discusses the history and definitions of recognition, different types and forms of recognition including social and electronic recognition. Best practices for recognition programs are outlined, such as recognizing specific behaviors and results. Potential pitfalls in recognition like inauthenticity are examined. Trends toward more results-focused, embedded and software-based recognition are covered. The document aims to help organizations develop effective recognition strategies on any budget.
2. Page 2 Contents 3-4 Introduction to Fluid 5-6 True cost of attrition 7-8 Increase in organisational performance 9-10 A strategy for retention 11-16 Why are you going? 17-18 Managing the loss of a ‘constant’ 19-20 Handling a senior resignation 21-22 Exercise A 23-25 Quiz 26-29 Retention initiatives 30-31 Real-life example 32-33 Job dissatisfaction 34-35 Dispelling the myths-why workers actually leave 36-37 Turnover rates by occupation 38-42 What’s a reasonable turnover rate for voluntary leavers? 43-45 Diving after those that jump ship 46-47 Motivation 48-49 Keep outgoing employees happy 50-51 Exercise B 52-53 Case studies 54-55 Conclusion and questions