This document discusses building high-performance cultures and enabling work-life balance. It provides an overview of aAdvantage Consulting, which helps organizations achieve transformation through solutions like culture transformation and HR transformation. The document outlines challenges organizations face in attracting and engaging talent, and increasing productivity. It discusses how organizational culture is critical to success and how companies with strong cultures that focus on employees outperform peers. The document proposes that cultural capital and values are the new competitive advantage and provides a framework for whole-system cultural transformation.
Joanna Barclay of Culture Leadership Group and Vincent Ho of aAdvantage Consulting share the ABCs for inner and outer transformation to support leaders' journeys of culture change to measure, map and manage culture transformation.
Outline:
- Influence of values and brhaviours on high perfomance, engagement and retention
- Overview of culture transformation tools and the link between performance and culture
- Leadership development and personal alignment to 'wak the talk' and motivate continuous learning to develop a culture of participation
- Case studies on building high performing leadership teams
New Ways of Working at EY aims to create a flexible and trusting work environment. It focuses on diversity and inclusion across gender, disability, generations, and LGBT. Flexibility is shown to improve engagement and retention. A new website was launched in 2014 containing a talent roadmap and communications toolkit. Flexible working is championed through role models, a focus on outputs over presenteeism, and senior support. Challenges include changing mindsets and ensuring flexibility is enabled by technology, legislation, and business needs. Progress is measured through engagement surveys linking flexibility to outcomes.
This document discusses competencies for HR professionals to manage paradoxes and transformations. It outlines that HR must create value for employees, line managers, customers, investors, and communities. It discusses managing paradoxes such as internal vs external focus, individual vs organizational targets, and transactional vs transformational application of HR. HR practices, departments, and professional competencies are examined in the context of aligning, integrating, and innovating to address new business realities and deliver value for key stakeholders.
Leadership Sustainability: Seven Disciplines to Achieve the Changes Great Lea...Human Capital Media
This document provides information about a webinar on leadership sustainability presented by Dave Ulrich. It includes an agenda for the webinar with topics like the challenges of effective leadership, why leadership matters, developing a leadership brand, and factors for leadership sustainability. The webinar aims to help participants think about how leaders can create sustainable change, encourage them to act in ways that make a difference, and have an enjoyable learning experience.
This document discusses the important role of project sponsors in organizational change management projects. It begins by outlining the key responsibilities and competencies needed of an effective sponsor, such as championing the project vision and ensuring alignment with organizational strategy. The document then provides an overview of common change management models and frameworks. It asserts that good sponsors of change projects should act as interpreters, motivators, planners, observers, reviewers, and anticipators. Finally, the document presents a case study example of an effective sponsor who thoroughly assessed organizational impacts, promoted communication, and helped plan the transition to operations.
Many organizations have long term employees retiring and find themselves needing to be competitive to fill key roles. Schools are teaching new ways of working that include working as part of a team, and using Agile methods.
In this one hour webinar we will explore how hiring practices and working environments need to change in order to attract and retain top talent in today's competitive market.
This diversity annual report captures the successes and best practices executed to drive transformational change in attracting, retaining, and engaging employees. The company did not have any type of infrastructure focused on diversity. In 2011, they hired Neddy Perez as their first VP & Chief Diversity Officer to roll out a global strategy. In two years time the initiatives put in place resulted in a positive impact on a global level.
Joanna Barclay of Culture Leadership Group and Vincent Ho of aAdvantage Consulting share the ABCs for inner and outer transformation to support leaders' journeys of culture change to measure, map and manage culture transformation.
Outline:
- Influence of values and brhaviours on high perfomance, engagement and retention
- Overview of culture transformation tools and the link between performance and culture
- Leadership development and personal alignment to 'wak the talk' and motivate continuous learning to develop a culture of participation
- Case studies on building high performing leadership teams
New Ways of Working at EY aims to create a flexible and trusting work environment. It focuses on diversity and inclusion across gender, disability, generations, and LGBT. Flexibility is shown to improve engagement and retention. A new website was launched in 2014 containing a talent roadmap and communications toolkit. Flexible working is championed through role models, a focus on outputs over presenteeism, and senior support. Challenges include changing mindsets and ensuring flexibility is enabled by technology, legislation, and business needs. Progress is measured through engagement surveys linking flexibility to outcomes.
This document discusses competencies for HR professionals to manage paradoxes and transformations. It outlines that HR must create value for employees, line managers, customers, investors, and communities. It discusses managing paradoxes such as internal vs external focus, individual vs organizational targets, and transactional vs transformational application of HR. HR practices, departments, and professional competencies are examined in the context of aligning, integrating, and innovating to address new business realities and deliver value for key stakeholders.
Leadership Sustainability: Seven Disciplines to Achieve the Changes Great Lea...Human Capital Media
This document provides information about a webinar on leadership sustainability presented by Dave Ulrich. It includes an agenda for the webinar with topics like the challenges of effective leadership, why leadership matters, developing a leadership brand, and factors for leadership sustainability. The webinar aims to help participants think about how leaders can create sustainable change, encourage them to act in ways that make a difference, and have an enjoyable learning experience.
This document discusses the important role of project sponsors in organizational change management projects. It begins by outlining the key responsibilities and competencies needed of an effective sponsor, such as championing the project vision and ensuring alignment with organizational strategy. The document then provides an overview of common change management models and frameworks. It asserts that good sponsors of change projects should act as interpreters, motivators, planners, observers, reviewers, and anticipators. Finally, the document presents a case study example of an effective sponsor who thoroughly assessed organizational impacts, promoted communication, and helped plan the transition to operations.
Many organizations have long term employees retiring and find themselves needing to be competitive to fill key roles. Schools are teaching new ways of working that include working as part of a team, and using Agile methods.
In this one hour webinar we will explore how hiring practices and working environments need to change in order to attract and retain top talent in today's competitive market.
This diversity annual report captures the successes and best practices executed to drive transformational change in attracting, retaining, and engaging employees. The company did not have any type of infrastructure focused on diversity. In 2011, they hired Neddy Perez as their first VP & Chief Diversity Officer to roll out a global strategy. In two years time the initiatives put in place resulted in a positive impact on a global level.
How Content Strategy Drives the High Impact Learning OrganizationXyleme
According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.
In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.
When Vineet Nayar took the helm of HCL Technologies in 2005, the company’s legacy of success was threatened by global shifts in the IT services market that left HCLT struggling to keep up with its bigger rivals. Five years later, the company had become one of the fastest-growing IT services partners on the planet, world-renowned for its radical management practices. In fact, its bold management experiments enabled it to enjoy continued rapid growth through the economic recession.
What did HCLT do to effect such a transformation? As Vineet Nayar describes in this refreshing book – EMPLOYEES FIRST, CUSTOMER SECOND: Turning Conventional Management Upside Down – HCLT’s success resulted from putting employees first, especially those working in the “value zone” where company and customer interact. To do so, they did not institute any employee satisfaction programs, undertake any massive restructurings, or pursue any major technology initiatives. Instead, they employed a number of relatively simple catalysts that produced big (and often unexpected) results and proceeded through four phases:
Mirror Mirror: Nayar traveled around the world, bluntly speaking the truth about the company’s situation to employees and getting them to turn their eyes away from the past and toward a better future.
Trust Through Transparency: A culture of trust was created by opening the financial books, sharing information that would make other companies cringe, and enabling employees and managers (including the CEO) to ask questions of each other.
Inverting the Pyramid: The company redefined processes to make the enabling functions and company management accountable to employees – with resulting improvement in both their effectiveness and their passion for their work.
Recasting the Role of the CEO: Nayar sought to transform the company into a self-governing organization by transferring the responsibility for change from the office of the CEO to the employees in the “value zone”.
Nayar admits that he didn’t have a clue where he was headed when he started on this journey, and he candidly describes leadership missteps he made along the way. These concepts only became clear to him after the transformation, but he argues that many of these ideas and practices – which Fortune magazine has characterized as “the world’s most modern management” – can be successfully adopted by any company in any industry anywhere in the world, with similar results.
This document introduces Complex Adaptive Leadership (CAL), an organizational development approach that addresses leadership needs in today's complex, fast-changing environment. CAL helps organizations and leaders adapt through three levels: contextual principles for leadership in uncertain times, 8 organizational principles to increase adaptability, and 4 individual leadership strategies. CAL has a global network of associates who deliver customized workshops and programs. Client testimonials praise CAL's innovative approach and tangible results in improving leadership, engagement, and business performance.
Gras Savoye Signature Innovation and HR Survey Report December 2013GrasSavoyeSignature
The document summarizes the findings of a survey conducted by Gras Savoye Signature Turkey in August 2013 regarding innovation culture in companies and the role of HR departments in innovation. Key findings include:
- Companies see financial returns and competitive advantage as the main purposes of innovation. However, HR sees efficiency, engagement, and performance as innovation objectives.
- Most companies have a positive attitude toward innovation but lack a planned innovation approach and few have proposal systems where ideas are implemented.
- While HR is involved in some innovation projects, detection and reward systems for innovative employees are limited.
- To build an innovation culture, HR needs to focus on appreciation, communication, and proposal systems, but their role in champion
WISDOM FROM 73 THOUGHT LEADERS.
Every contributor to this remarkable volume has graciously donated ideas and time to the over 1 million global HR professionals who want to make a difference.
First, on behalf of our more than 140,000 certificants and the HR Certification Institute (HRCI) board and staff, I would like to thank Dr. Dave Ulrich, Dr. Bill Schiemann, GPHR, and Libby Sartain, SPHR, for contributing hundreds of hours of their personal time to ensuring that this book illuminates the value and impact that HR professionals bring to organizations every day.
As the industry’s foremost voice for human resources certification, HRCI has brought together the world’s leading HR experts to share insights on our profession through this inaugural Institute-sponsored publication that is being distributed globally in an effort to advance the HR profession.
Seventy-three human resources thought leaders from across the globe volunteered to contribute their expertise to this compilation of wisdom regarding the HR profession. Together, their contributions offer a comprehensive look into the critical issues transforming human resources—one of the fastest-growing professions in the workplace and one that is being influenced by many factors, including technological developments and globalization.
e2e People Practices is an ISO 9001:2000 certified management consulting firm that provides business solutions through people practices. It specializes in sectors such as education, banking and financial services, media, healthcare, hospitality, IT/ITes, and infrastructure. The document discusses e2e's unique transformational approach to building organizational capabilities through interventions focused on individual, process, and organizational excellence. It provides examples of e2e's success in achieving transformation through case studies with various clients.
MITRE conducted a study of knowledge management practices at 21 organizations through surveys and interviews. The study found that most organizations have processes for knowledge transfer and support communities of practice, but few used maturity models or formally evaluated KM programs. The interviews revealed that strategic alignment, incentives for sharing, and common processes help knowledge sharing. Metrics should be tailored to each organization and KM success requires long-term commitment.
Tuesday - Workstream 1 - OD Master class - Dominic Demolder - Aligning OD and business requirements to respond to the changing public sector service delivery landscape.
Putting MOOCs to Work: How Online Education Impacts Corporate TrainingJosh Bersin
How is the MOOC (Massive Open Online Course) market impacting corporate training? This presentation reviews Bersin by Deloitte's recent research on the trends and impact of the MOOC market on corporate training, recruiting, and skills development.
Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2Megan Jackson
The document discusses the need for organizations to adopt a continuous learning approach rather than relying solely on formal training interventions. It argues that continuous learning environments that are available on demand can better support learning retention compared to traditional training models. Examples of building learning environments include using social learning, mobile learning, communities of practice, and embedding learning into regular workflows.
This is the outline of my 10-day business agility course for board members, executives, managers, and students. I would call it "core" material for the MBA of the 21st century. It can be done in various formats, one or two days at a time. I'll be giving pieces of it to audiences around the world all year. Learn more at businessagilityworkshop.com
BlessingWhite’s Leader in 2025 programme is based on the best-selling book ‘The 2020 Workplace’ and the ongoing work of author and futurist Jeanne Meister.
During this focused programme, leaders will focus on the most critical mega-trends currently affecting the future requirements of tomorrow’s workplaces.
Participants will consider aspects such as the presence of multiple generations of employees in a workplace, the rise of social media as a leadership tool, and the use of social learning & gamification.
1) LeAP is a leadership accelerator program that aims to develop the mindset, self-awareness, and leadership behaviors of high performers through experiential learning opportunities, coaching, and customized reports.
2) The program addresses issues that new managers and leaders face such as high expectations, pressure to perform, and the need to motivate complex teams in a diverse workforce.
3) LeAP uses a proprietary assessment tool, multi-source feedback, workshops, and ongoing coaching to help more than 500 Indian professionals successfully transition to new leadership roles.
Towards Maturity & PA Consulting presentationLaura Overton
This document discusses preparing for the future of learning in healthcare. It summarizes findings from a survey that show top learning organizations are more likely to establish clear goals, think differently, understand learners, use appropriate technology, make learning a team effort, provide ongoing training, use common sense frameworks, keep improving, and implement learning solutions. The document advocates for using experiences and resources to support on-the-job learning. It acknowledges challenges healthcare faces in adopting new learning technologies and developing skills, and provides recommendations for defining needs, designing practical support, and iterating based on user feedback to prepare for future changes.
Retrospectives: From Complaining to Actionable Learning Niki Kohari
This document discusses improving retrospectives and moving from complaining to actionable learning. It provides tips for overcoming common complaints about retrospectives. These include: 1) Creating an environment of equality to engage all participants, 2) Doing something physical to ensure changes are implemented after retrospectives, 3) Using a retrospective radiator wall to share learnings across teams, 4) Establishing a circle of retrospective facilitators to make retrospectives more interesting, and 5) Using an "up and out" approach to aggregate impediments that individual teams cannot resolve themselves. The document advocates that effective retrospectives are key to agile practices and improving employee engagement through increased voice.
The document discusses the importance and impact of employee engagement. It provides evidence that improved engagement across the UK could add £26 billion to GDP and boost the economy. Research identified four key enablers to effective engagement: a strong strategic narrative, engaging managers, employee voice, and integrity. Case studies show organizations with high engagement have higher sales, customer satisfaction, productivity, and profit, and lower costs, turnover, and safety incidents. The document argues that all leaders should focus on these enablers to tackle the UK's engagement deficit and realize significant economic and performance benefits.
The document discusses strategies for effective knowledge management. It outlines timeless business principles like increasing productivity and reducing costs. It also discusses identifying, creating, storing, sharing and using knowledge. Modern tools like web portals and semantic technologies can help manage knowledge better and increase productivity of knowledge workers substantially. The key challenges are to share knowledge globally and continuously create and innovate using the best strategies and technologies.
The document discusses strategies for transforming workplace culture and strategies in a post-COVID environment. It emphasizes the need to unleash sustainable speed through flattening structures, empowering agile teams, and engaging future leaders. Survey data shows that many employers have not clearly communicated workplace plans or prepared employees. Effective strategies include empowering frontline leaders to make faster decisions, creating social connections, developing learning capabilities, keeping employees informed of plans, and planning for uncertainty.
This document discusses building a high performance culture. It outlines challenges organizations face in attracting and retaining talent, increasing engagement and innovation. It discusses a changing workforce with multiple generations and cultures. Implementing flexible work-life strategies can help but also faces challenges and myths. A case study of the Government of Canada House of Commons shows how flexible work was successfully implemented there by focusing on culture changes like open communication, staff engagement and fairness. Measuring culture through assessments provides a roadmap for alignment and moving an organization forward.
The document discusses building a high performance culture through transforming organizational culture. It provides an example of a consulting company, aAdvantage Consulting, that works with clients to facilitate cultural change and transformation. The summary describes how aAdvantage helped a government agency, PWGSC, transform its culture to improve client services by assessing the cultural values of senior leaders, identifying misalignments between personal and experienced values, and selecting new values to align the leadership team and build cohesion.
How Content Strategy Drives the High Impact Learning OrganizationXyleme
According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.
In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.
When Vineet Nayar took the helm of HCL Technologies in 2005, the company’s legacy of success was threatened by global shifts in the IT services market that left HCLT struggling to keep up with its bigger rivals. Five years later, the company had become one of the fastest-growing IT services partners on the planet, world-renowned for its radical management practices. In fact, its bold management experiments enabled it to enjoy continued rapid growth through the economic recession.
What did HCLT do to effect such a transformation? As Vineet Nayar describes in this refreshing book – EMPLOYEES FIRST, CUSTOMER SECOND: Turning Conventional Management Upside Down – HCLT’s success resulted from putting employees first, especially those working in the “value zone” where company and customer interact. To do so, they did not institute any employee satisfaction programs, undertake any massive restructurings, or pursue any major technology initiatives. Instead, they employed a number of relatively simple catalysts that produced big (and often unexpected) results and proceeded through four phases:
Mirror Mirror: Nayar traveled around the world, bluntly speaking the truth about the company’s situation to employees and getting them to turn their eyes away from the past and toward a better future.
Trust Through Transparency: A culture of trust was created by opening the financial books, sharing information that would make other companies cringe, and enabling employees and managers (including the CEO) to ask questions of each other.
Inverting the Pyramid: The company redefined processes to make the enabling functions and company management accountable to employees – with resulting improvement in both their effectiveness and their passion for their work.
Recasting the Role of the CEO: Nayar sought to transform the company into a self-governing organization by transferring the responsibility for change from the office of the CEO to the employees in the “value zone”.
Nayar admits that he didn’t have a clue where he was headed when he started on this journey, and he candidly describes leadership missteps he made along the way. These concepts only became clear to him after the transformation, but he argues that many of these ideas and practices – which Fortune magazine has characterized as “the world’s most modern management” – can be successfully adopted by any company in any industry anywhere in the world, with similar results.
This document introduces Complex Adaptive Leadership (CAL), an organizational development approach that addresses leadership needs in today's complex, fast-changing environment. CAL helps organizations and leaders adapt through three levels: contextual principles for leadership in uncertain times, 8 organizational principles to increase adaptability, and 4 individual leadership strategies. CAL has a global network of associates who deliver customized workshops and programs. Client testimonials praise CAL's innovative approach and tangible results in improving leadership, engagement, and business performance.
Gras Savoye Signature Innovation and HR Survey Report December 2013GrasSavoyeSignature
The document summarizes the findings of a survey conducted by Gras Savoye Signature Turkey in August 2013 regarding innovation culture in companies and the role of HR departments in innovation. Key findings include:
- Companies see financial returns and competitive advantage as the main purposes of innovation. However, HR sees efficiency, engagement, and performance as innovation objectives.
- Most companies have a positive attitude toward innovation but lack a planned innovation approach and few have proposal systems where ideas are implemented.
- While HR is involved in some innovation projects, detection and reward systems for innovative employees are limited.
- To build an innovation culture, HR needs to focus on appreciation, communication, and proposal systems, but their role in champion
WISDOM FROM 73 THOUGHT LEADERS.
Every contributor to this remarkable volume has graciously donated ideas and time to the over 1 million global HR professionals who want to make a difference.
First, on behalf of our more than 140,000 certificants and the HR Certification Institute (HRCI) board and staff, I would like to thank Dr. Dave Ulrich, Dr. Bill Schiemann, GPHR, and Libby Sartain, SPHR, for contributing hundreds of hours of their personal time to ensuring that this book illuminates the value and impact that HR professionals bring to organizations every day.
As the industry’s foremost voice for human resources certification, HRCI has brought together the world’s leading HR experts to share insights on our profession through this inaugural Institute-sponsored publication that is being distributed globally in an effort to advance the HR profession.
Seventy-three human resources thought leaders from across the globe volunteered to contribute their expertise to this compilation of wisdom regarding the HR profession. Together, their contributions offer a comprehensive look into the critical issues transforming human resources—one of the fastest-growing professions in the workplace and one that is being influenced by many factors, including technological developments and globalization.
e2e People Practices is an ISO 9001:2000 certified management consulting firm that provides business solutions through people practices. It specializes in sectors such as education, banking and financial services, media, healthcare, hospitality, IT/ITes, and infrastructure. The document discusses e2e's unique transformational approach to building organizational capabilities through interventions focused on individual, process, and organizational excellence. It provides examples of e2e's success in achieving transformation through case studies with various clients.
MITRE conducted a study of knowledge management practices at 21 organizations through surveys and interviews. The study found that most organizations have processes for knowledge transfer and support communities of practice, but few used maturity models or formally evaluated KM programs. The interviews revealed that strategic alignment, incentives for sharing, and common processes help knowledge sharing. Metrics should be tailored to each organization and KM success requires long-term commitment.
Tuesday - Workstream 1 - OD Master class - Dominic Demolder - Aligning OD and business requirements to respond to the changing public sector service delivery landscape.
Putting MOOCs to Work: How Online Education Impacts Corporate TrainingJosh Bersin
How is the MOOC (Massive Open Online Course) market impacting corporate training? This presentation reviews Bersin by Deloitte's recent research on the trends and impact of the MOOC market on corporate training, recruiting, and skills development.
Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2Megan Jackson
The document discusses the need for organizations to adopt a continuous learning approach rather than relying solely on formal training interventions. It argues that continuous learning environments that are available on demand can better support learning retention compared to traditional training models. Examples of building learning environments include using social learning, mobile learning, communities of practice, and embedding learning into regular workflows.
This is the outline of my 10-day business agility course for board members, executives, managers, and students. I would call it "core" material for the MBA of the 21st century. It can be done in various formats, one or two days at a time. I'll be giving pieces of it to audiences around the world all year. Learn more at businessagilityworkshop.com
BlessingWhite’s Leader in 2025 programme is based on the best-selling book ‘The 2020 Workplace’ and the ongoing work of author and futurist Jeanne Meister.
During this focused programme, leaders will focus on the most critical mega-trends currently affecting the future requirements of tomorrow’s workplaces.
Participants will consider aspects such as the presence of multiple generations of employees in a workplace, the rise of social media as a leadership tool, and the use of social learning & gamification.
1) LeAP is a leadership accelerator program that aims to develop the mindset, self-awareness, and leadership behaviors of high performers through experiential learning opportunities, coaching, and customized reports.
2) The program addresses issues that new managers and leaders face such as high expectations, pressure to perform, and the need to motivate complex teams in a diverse workforce.
3) LeAP uses a proprietary assessment tool, multi-source feedback, workshops, and ongoing coaching to help more than 500 Indian professionals successfully transition to new leadership roles.
Towards Maturity & PA Consulting presentationLaura Overton
This document discusses preparing for the future of learning in healthcare. It summarizes findings from a survey that show top learning organizations are more likely to establish clear goals, think differently, understand learners, use appropriate technology, make learning a team effort, provide ongoing training, use common sense frameworks, keep improving, and implement learning solutions. The document advocates for using experiences and resources to support on-the-job learning. It acknowledges challenges healthcare faces in adopting new learning technologies and developing skills, and provides recommendations for defining needs, designing practical support, and iterating based on user feedback to prepare for future changes.
Retrospectives: From Complaining to Actionable Learning Niki Kohari
This document discusses improving retrospectives and moving from complaining to actionable learning. It provides tips for overcoming common complaints about retrospectives. These include: 1) Creating an environment of equality to engage all participants, 2) Doing something physical to ensure changes are implemented after retrospectives, 3) Using a retrospective radiator wall to share learnings across teams, 4) Establishing a circle of retrospective facilitators to make retrospectives more interesting, and 5) Using an "up and out" approach to aggregate impediments that individual teams cannot resolve themselves. The document advocates that effective retrospectives are key to agile practices and improving employee engagement through increased voice.
The document discusses the importance and impact of employee engagement. It provides evidence that improved engagement across the UK could add £26 billion to GDP and boost the economy. Research identified four key enablers to effective engagement: a strong strategic narrative, engaging managers, employee voice, and integrity. Case studies show organizations with high engagement have higher sales, customer satisfaction, productivity, and profit, and lower costs, turnover, and safety incidents. The document argues that all leaders should focus on these enablers to tackle the UK's engagement deficit and realize significant economic and performance benefits.
The document discusses strategies for effective knowledge management. It outlines timeless business principles like increasing productivity and reducing costs. It also discusses identifying, creating, storing, sharing and using knowledge. Modern tools like web portals and semantic technologies can help manage knowledge better and increase productivity of knowledge workers substantially. The key challenges are to share knowledge globally and continuously create and innovate using the best strategies and technologies.
The document discusses strategies for transforming workplace culture and strategies in a post-COVID environment. It emphasizes the need to unleash sustainable speed through flattening structures, empowering agile teams, and engaging future leaders. Survey data shows that many employers have not clearly communicated workplace plans or prepared employees. Effective strategies include empowering frontline leaders to make faster decisions, creating social connections, developing learning capabilities, keeping employees informed of plans, and planning for uncertainty.
This document discusses building a high performance culture. It outlines challenges organizations face in attracting and retaining talent, increasing engagement and innovation. It discusses a changing workforce with multiple generations and cultures. Implementing flexible work-life strategies can help but also faces challenges and myths. A case study of the Government of Canada House of Commons shows how flexible work was successfully implemented there by focusing on culture changes like open communication, staff engagement and fairness. Measuring culture through assessments provides a roadmap for alignment and moving an organization forward.
The document discusses building a high performance culture through transforming organizational culture. It provides an example of a consulting company, aAdvantage Consulting, that works with clients to facilitate cultural change and transformation. The summary describes how aAdvantage helped a government agency, PWGSC, transform its culture to improve client services by assessing the cultural values of senior leaders, identifying misalignments between personal and experienced values, and selecting new values to align the leadership team and build cohesion.
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
Session Title : Culture & You
Session Overview : Culture is a soft concept and like strategy it cannot be copied. Is there a way to measure culture? If not, then how do we say whether particular culture is good or bad? As an individual how often do we change our behavior to adapt to a new situation? If changing one's behavior is tough, then how difficult is to change behavior of big Organization?
Organization's culture is the sum of belief and behaviors of all employees. It is built on values and drives Organizational effectiveness through Competitive advantage. The visible part of cultural iceberg drives us to think what we see and believe in our Organization constitutes the culture. There is also big portion of cultural iceberg that is not visible to the employees that drives the hard reality.
Come join me to visualize and understand a world of culture delivered to you in a capsule. You would not only multiply your knowledge but will go home with resonating thoughts.
1. Managing Multi-generational Workforce
2. What drives Generation Y employees
3. What drives Singapore employees
4. What do Singapore employees desire of their workplace
Creating a sustainable culture of high performancev8ValuesCentre
Leadership seminar with aAdvantage Consulting 10 September in Singapore. A shared presentation by Vincent Ho (aAdvantage) and Tor Eneroth (Barrett Values Centre).
ORGANIC agility - beyond the mass production of agile at scaleLasse Ziegler
ORGANIC agility is an evolutionary approach to organizational agility and resilience that has been developed by working with hundreds of companies around the world. This presentation covers the five key principles of ORGANIC agility and explains how they provide the scaffolding for change.
This document discusses the importance of values and behaviors for organizations. It states that values are important beliefs that guide member behavior and define the organization. Embedding shared values and behaviors can promote employee engagement, which leads to higher performance, productivity, and returns. However, only about half of employees feel their executives have created a high-performance environment and that behaviors align with values. The document recommends that organizations clearly define their values based on their purpose, ensure leaders model the right behaviors, and integrate values into all decisions to strongly influence organizational culture.
This document summarizes a presentation given by Rre Elijah Litheko, CEO of IPM, to discuss emerging trends in the HR field. Litheko discusses how the world is changing with increased connectivity, technology advances, and less ability to predict the future. HR professionals must innovate to stay competitive and collaborate to remain ahead of changes. Litheko promotes the benefits of professional recognition and membership with IPM, including credentials, career support, learning opportunities, and contributing to the profession through mentoring.
Getting Executives on Board with Change Management CoP Webinar 151215Catherine Smithson
This document summarizes a presentation on getting executives on board with change management. It introduces Prosci, a change management firm founded in 1993. It provides statistics on Prosci's global reach and impact. The presentation then discusses why executive sponsors are important for change success, providing data showing strong correlation between effective sponsorship and meeting project objectives. The remainder of the presentation provides best practices and tips for change managers to get executives on board, including actively participating, building coalitions, direct employee communication, focusing conversations on the change itself rather than change management activities, and keeping messages concise.
ORGANIC agility - Beyond the mass production of agile at scaleGiuseppe De Simone
The document discusses agile42, an agile coaching company. It provides information on who they are, their experience helping companies transition to agile, and how they achieve results through a "results pyramid". It also discusses principles of increasing cultural awareness and coherence, and situational decision making using the Cynefin framework.
A Wall Street Journal article postulates that innovation comes from inside a company through networks—not lone individuals. The authors offers strategies to cultivate innovation, such as making efforts to break down the walls between company departments, rapidly testing and refining ideas, and figure out whether there are people in the chain of command who are hard to work with.
But for most large organizations, this “formula” for innovation is difficult to implement. Change, especially innovative change, is often is met with organizational resistance. Conversely, the culture of the organization often expresses collective frustrations with the limitations of business processes and underlying technologies to support business needs.
Doug Jackson, senior director of the Business Analysis Practice for Robbins Gioia (http://www.robbinsgioia.com), and Paula Pierce, CEO and principal transformation strategist, Peridona Strategies LLC (http://www.periodonastrategies.com), conduct an interactive session on integrating business analysis and organizational change management to create an environment for innovation and successful change. They will examine problems that prevent establishing successful innovation networks and provide an approach using best practices from both disciplines to help organizations harvest and test innovative ideas. They will show you how to:
• Identify the root of change resistance in our organizations
• Identify and capitalize on existing networks
• Apply BA and OCM best practices to create an environment for innovation.
You company culture is a powerful competitive advantage. Learn from Stanford professor, Charles O'Reilly, and Pomello co-founder, Catherine Spence, how to create a culture strategy, and use technology to manage culture effectively.
Do you have the right culture to support your organisation strategy and goals?
Understand what culture is, the importance of culture to grow a high performance organisation. Learn what motivates people and how to create a healthy and inspiring workplace.Discover how to measure culture - make the intangible tangible. Learn from success stories of large international companies. Be introduced to a suite of tools to transform your organisation culture.
How Companies Achieve High PerformanceDave Dowling
The document provides an overview of a model that identifies the elements of a high performing organization. It discusses that high performing organizations forge intentional relationships among strategy, culture, and brand. The model indicates that strategy shapes leadership expectations, which set the cultural tone. Key elements of culture include focus, drive, and capability. A strong value proposition and brand performance are outcomes of an effective strategy and aligned culture.
LivePerson, a cloud-based customer service platform company, underwent a cultural transformation beginning in 2010 to align with its shifting business model. It scrapped its performance review process and created a new feedback and coaching process called Achieve. Achieve is focused on ongoing conversations about goals, development, and feedback across all employee levels. It aims to foster a culture of connection, ownership, and mutual support through these discussions. LivePerson also implemented other initiatives like onboarding and leadership development programs to further embed its values into daily operations as it expanded globally to over 800 employees across four continents.
Aronagh's Consulting Services Portfolio covers people & culture, organisation design, business transformation and data governance. Contact me at www.aronagh.com for more information.
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2018 National Values Assessment Provides Update on Singaporeans’ Views about Society and their Workplace
The study suggests that affordable housing, effective healthcare, care for the elderly and disadvantaged, respect and compassion are what would define Singaporeans’ ideal society, while employee recognition, engagement and fulfilment, mentoring and continuous learning are what would define employed Singaporeans ideal workplace.
Vincent from aAdvantage Consulting has worked professionally with Thome Ship Management since 2015 on transformation and change management projects. The CEO of Thome says Vincent is approachable, grasps challenges quickly, and adds value to discussions, presenting views gently but firmly. Vincent connects well with audiences and facilitates open sharing. The CEO says aAdvantage and Vincent supported Thome professionally and they will work with aAdvantage again in the future.
Our Director, Vincent Ho on his thoughts about the recent developments and trends shared during a 2-day conference by the Institute of Policy Studies and the Committee on the Future Economy .
“The fact is, culture eats strategy for lunch. You can have a good strategy in place, but if you don’t have the culture and the enabling systems that allow you to successfully implement that strategy, the culture of the organization will defeat the strategy.” Richard Clark, CEO of Merck (2005 – 2010)
In a study conducted by Bain Consulting in 2008, 91% of the 1200 senior executives at global companies agreed that “culture is as important as strategy for business success”. It further revealed that 81% of executives agreed that “a company without a winning culture was doomed to mediocrity.” In a more recent study by Booz and Company in 2013 , 96% of the 2200 respondents agreed that “culture change is needed in their organisation” while 51% agree “that their culture needs a major overhaul”.
These are startling numbers. If organisational culture is so important, why is it not one of the top items on the agenda?
In the second of this 6 part Change Management series, we outlined the importance of communicating your change and actively engaging your stakeholders.
In this article, we discuss the importance of designing and building a culture that supports your vision.
SMEs can receive funding support of up to 70% of qualifying costs* to help improve and optimise HR operational efficiency through HR Shared Services funding (HRSS). More information available at http://www.aadvantage-consulting.sg/feature-work/hr-shared-services-hrss/
- The document provides an analysis of a survey of 2000 Singapore residents on their views of current and desired Singapore society and culture.
- In the current culture, respondents saw limiting values like being "kiasu", competitive, and self-centered, though also positive values like security, education, and healthcare.
- Compared to 2012, respondents now see deterioration of values, elitism, and uncertainty about the future as issues rather than blaming and complaining.
- The cultural entropy of 37-41% indicates some disorder in the current Singaporean culture from limiting lower-level values.
Is financial incentive the only way to keep your workforce engaged?
Implementing a non-monetary reward program can build loyalty, culture, and communication if it meets your employees' needs. This presentation outlines results from aAdvantage Consulting's annual nation-wide employee engagement survey, providing HR leaders a snapshot of the key motivating factors that drive engagement within the Singapore workforce.
An Employee Engagement Study of the Accounting industry in Singapore. This whitepaper provides insights and key drivers that motivates employees to give their best at work.
This is a joint initiative with the Institute of Singapore Chartered Accountants (ISCA).
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
25. Why?
6. Personal Alignment
Begins with the leadership team and later expands to the larger leadership group including managers and supervisors
7. Structural Alignment
Management development programmes
Leadership development programs
Talent selection and development programs
New employee / Executive selection
New employee / Executive orientation
Employee/executive performance evaluation
Employee/executive promotion criteria
8. Values Alignment
Integrate the core values and behaviours of the organization into the executive and employee population.
9. Mission Alignment
Integrate the vision and mission of the organization into the executive and employee population.
Whole System Transformation -Implementation