Achieve Talent Retention and Optimization With Positive Psychology, Strengths Psychology and Appreciative Inquiry was presented through NACN Consulting: http://www.nacn.sg/seminar/ to help business leaders maximize and retain their Gen Y talent.
Does positivity enhance work performance Arpita Pari
A presentation on how being positive can influence individual performance and bring change in the organization or vice versa.
Positivity will not only help in building confidence but also help to overcome any kind of situation.
Does positivity enhance work performance Arpita Pari
A presentation on how being positive can influence individual performance and bring change in the organization or vice versa.
Positivity will not only help in building confidence but also help to overcome any kind of situation.
Motivation. motivation encourages an individual to be more active. So it is important for us to learn more about motivation. Through this presentation you can enrich yourself with the knowledge of motivation.
Vic is a professor at the University of Michigan’s Schools of Public Health and Medicine. An innovative teacher and researcher, in 1995 he founded the UM Center for Health Communications Research, studying the future of digitally-tailored health communications when fewer than 15% of Americans had Internet access. He’s also an entrepreneur, founding HealthMedia, a digital health coaching company that was sold to Johnson & Johnson in 2010. More recently, Vic created JOOL Health, a digital platform integrating the science of well-being with big data, biometric devices, predictive analytics, and artificial intelligence. Vic and the organizations he founded have won numerous national and international awards, including two Smithsonian Awards, the Health Evolution Partners Innovations in Healthcare Award, and the National Business Coalition on Health’s Mercury Award. In 2010, Vic won the University of Michigan’s Distinguished Innovator Award. In late 2017, Dr. Strecher was the Donald A. Dunstan Foundation’s “Thinker in Residence” in Adelaide, Australia to develop a “Purpose Economy” of business, government, and communities. Vic’s latest neuroscience, behavioral, and epidemiologic research; his two recent books, Life On Purpose and the graphic novel On Purpose; and JOOL Health, are focused on the importance of developing and maintaining a strong purpose in life.
https://www.vicstrecher.com/
motivation is a set of energetic forces that originate both within as well as beyond an individual’s being, to initiate behaviour, and to determine its form, direction, intensity, and duration.
Guide to Emotional Resilience & well-being - Great as a reference guide in Su...Alex Clapson
The Guide to Emotional Resilience written by Louise Grant & Gain Kinman & published in Community Care Inform. The article is written in a really accessible format & whilst the target audience was Health & Social Care workers, the messages apply to a much broader audience. Ideal to give out to your direct-reports / for use in supervision.
Search Inside Yourself is the mindfulness-based emotional intelligence program that started at Google and is now taught world wide to develop clarity, resilience, and compassionate leadership in organizations.
If you are curious to learn more, please email shalini@MFactor.org
Etude PwC sur la mobilité professionnelle d'ici à 2020 (2013)PwC France
http://pwc.to/VOdujF
La production de l’étude « Talent mobility 2020 and beyond » est le résultat de l’analyse de plusieurs sources sur le secteur de l’économie mondiale et des grandes entreprises.
L’étude reprend les réponses des 900 entreprises qui ont été interrogés sur les tendances de mobilité au cours des 20 dernières années et les résultats de la planification de scénarios testés avec plusieurs séries d’employés de demain sur l'avenir du travail à 2020. L’étude retranscrit aussi les entretiens des spécialistes des « talents » et de la mobilité PwC soutenus par les avis de plusieurs organisations mondiales dans le monde entier.
Talent mobility (mit careerloft am Goethe Institut Barcelona)careerloft
Talent Mobility within the EU!
Wir von careerloft waren beim Goethe Institut in Barcelona vor Ort und haben an verschiedenen Workshops teilgenommen. Übrigens: Ein Dutzend careerloft-Mitglieder hatten wir auch im Gepäck. Was für eine Erfahrung :)
http://bit.ly/1fFq1yl
Leveraging Internal Mobility and Talent Networks -- Breakout Session at Talen...LinkedIn Talent Solutions
Fireside Chat: Your next hire is right in front of you: leveraging internal mobility and talent networks
Recruiters today have a variety of channels at their fingertips to hire talent. Sometimes this can be overwhelming. According to recent research "internal sources, such as employee referrals, inside hires, walk-ins and a company’s career site, produce almost twice the number of hires as external ones." Why not take a step back and look at the talent you currently have, and invest in them to grow your company? In this fireside chat session, hear how SAP structures its internal mobility programmes for different markets across APAC, and how Australia Post is preparing legacy employees for new roles within the company and beyond.
Learn more about Talent Connect Sydney: http://linkd.in/1E9S7cN
Motivation. motivation encourages an individual to be more active. So it is important for us to learn more about motivation. Through this presentation you can enrich yourself with the knowledge of motivation.
Vic is a professor at the University of Michigan’s Schools of Public Health and Medicine. An innovative teacher and researcher, in 1995 he founded the UM Center for Health Communications Research, studying the future of digitally-tailored health communications when fewer than 15% of Americans had Internet access. He’s also an entrepreneur, founding HealthMedia, a digital health coaching company that was sold to Johnson & Johnson in 2010. More recently, Vic created JOOL Health, a digital platform integrating the science of well-being with big data, biometric devices, predictive analytics, and artificial intelligence. Vic and the organizations he founded have won numerous national and international awards, including two Smithsonian Awards, the Health Evolution Partners Innovations in Healthcare Award, and the National Business Coalition on Health’s Mercury Award. In 2010, Vic won the University of Michigan’s Distinguished Innovator Award. In late 2017, Dr. Strecher was the Donald A. Dunstan Foundation’s “Thinker in Residence” in Adelaide, Australia to develop a “Purpose Economy” of business, government, and communities. Vic’s latest neuroscience, behavioral, and epidemiologic research; his two recent books, Life On Purpose and the graphic novel On Purpose; and JOOL Health, are focused on the importance of developing and maintaining a strong purpose in life.
https://www.vicstrecher.com/
motivation is a set of energetic forces that originate both within as well as beyond an individual’s being, to initiate behaviour, and to determine its form, direction, intensity, and duration.
Guide to Emotional Resilience & well-being - Great as a reference guide in Su...Alex Clapson
The Guide to Emotional Resilience written by Louise Grant & Gain Kinman & published in Community Care Inform. The article is written in a really accessible format & whilst the target audience was Health & Social Care workers, the messages apply to a much broader audience. Ideal to give out to your direct-reports / for use in supervision.
Search Inside Yourself is the mindfulness-based emotional intelligence program that started at Google and is now taught world wide to develop clarity, resilience, and compassionate leadership in organizations.
If you are curious to learn more, please email shalini@MFactor.org
Etude PwC sur la mobilité professionnelle d'ici à 2020 (2013)PwC France
http://pwc.to/VOdujF
La production de l’étude « Talent mobility 2020 and beyond » est le résultat de l’analyse de plusieurs sources sur le secteur de l’économie mondiale et des grandes entreprises.
L’étude reprend les réponses des 900 entreprises qui ont été interrogés sur les tendances de mobilité au cours des 20 dernières années et les résultats de la planification de scénarios testés avec plusieurs séries d’employés de demain sur l'avenir du travail à 2020. L’étude retranscrit aussi les entretiens des spécialistes des « talents » et de la mobilité PwC soutenus par les avis de plusieurs organisations mondiales dans le monde entier.
Talent mobility (mit careerloft am Goethe Institut Barcelona)careerloft
Talent Mobility within the EU!
Wir von careerloft waren beim Goethe Institut in Barcelona vor Ort und haben an verschiedenen Workshops teilgenommen. Übrigens: Ein Dutzend careerloft-Mitglieder hatten wir auch im Gepäck. Was für eine Erfahrung :)
http://bit.ly/1fFq1yl
Leveraging Internal Mobility and Talent Networks -- Breakout Session at Talen...LinkedIn Talent Solutions
Fireside Chat: Your next hire is right in front of you: leveraging internal mobility and talent networks
Recruiters today have a variety of channels at their fingertips to hire talent. Sometimes this can be overwhelming. According to recent research "internal sources, such as employee referrals, inside hires, walk-ins and a company’s career site, produce almost twice the number of hires as external ones." Why not take a step back and look at the talent you currently have, and invest in them to grow your company? In this fireside chat session, hear how SAP structures its internal mobility programmes for different markets across APAC, and how Australia Post is preparing legacy employees for new roles within the company and beyond.
Learn more about Talent Connect Sydney: http://linkd.in/1E9S7cN
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
Global mobility map, download to http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/global-mobility-map.jhtml?WT.mc_id=webtile_04-2010_pwccom-sitewide-promo_gx-mobility
Not sure why employees keep leaving your organization? Check out these interesting stats on turnover and how to manage it so that you keep your best of best talent and attract even more.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
This presentation covers the most pertinent research from the field of positive psychology related to both being successful and happy in the workplace. It highlights the positive organizational culture that LinkedIn embodies and offers ways for individuals to further elevate their daily work lives. It includes an overview of the field, summarizes meaningful research studies, and offers interventions that an individual can use in their daily working lives. Questions? Feedback? Please don't hesitate to reach out on LinkedIn!
Appreciative Inquiry for Organizational Change Amy Lewis
Appreciative Inquiry (AI) is a positive approach to change management that focuses on the strengths of the organization rather than the weaknesses. This model is utilized for large scale change management that will ignite engagement and inspiration into a diverse workforce.
a sturdy on employee wellbeing on education sector:- its sturdy on employee health and wealth in the organisation as well as physiological, mental health, working involvement.
Appreciative Inquiry, an organizational development method, is the study and exploration of what gives life to human systems when they function at their best.
This pdf file may includes concept of organizational behaviour, characteristics of OB and it's importants to the business organization and leadership process with the major contributing disciplines of organization (Psychology, Social psychology, Anthropology, Sociology and Political Science). This pdf helpful to know about the emerging trends of OB ans d it's challenges and opportunities in an organization. It's also includes the belief systems, attitude of employees and managers towards organization and values and norms of the organization.
How do we build energy for change in the new era? A questionnaire that helps you measure the gaps that change teams and groups really want to fix, but have never told you about!
Program presented an overview of appreciative inquiry, the study and exploration of what gives life to human systems when they function at their best. This approach to organizational change is based on the assumption that questions and dialogue about strengths, successes, values, hopes and dreams are themselves transformational. It offers a positive way to engage library staff in assessment. Although this method had its inception in the health care industry, this program will demonstrate its relevance to continuous improvement in libraries. Presenters included Maureen Sullivan and Gene Spencer.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Attending a job Interview for B1 and B2 Englsih learnersErika906060
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Putting the SPARK into Virtual Training.pptxCynthia Clay
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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5 Things You Need To Know Before Hiring a Videographer
Talent rentention and optimization
1. About Us
Achieve Talent Retention
and Optimisation
With
Positive Psychology, Strengths Psychology
and Appreciative Inquiry
Karl D. LaRowe M.A. LCSW
International Speaker, Trainer, Author
Licensed Mental Health Professional
Positive Psychology Coach
r Competency
2. About Us
r CompetencyPresentation Flow Chart
Positive
Psychology
Strengths
Psychology
Appreciative
Inquiry
Strengths
Positive
Emotions
Empowerment
Engagement
Resilience
Thriving
@ Work
3. About Us
r CompetencyPositive Psychology
Seligman, M., Csikszentmihalyi, M., (2000). Positive psychology: An introduction. American Psychologist
55, 5-14.on
“The field of positive psychology at the subjective level is
about valued subjective experiences: well-being,
contentment, and satisfaction (in the past); hope and
optimism (for the future); and flow and happiness (in the
present).”
Seligman Csikszentmihalyi
4. About Us
r CompetencyThe Study of Optimal Performance
• Developed in response to traditional negative bias
• The 55:1 ratio of negative bias in psychology research.
• Positive psychology is the study of what makes us
thrive at work and what makes life worth living
• Examines “signature strengths” and their
application
• Individually, at work, within institutions
• Positive emotions
• The “Broaden-and-Build” theory
“Examination of the conditions and processes that contribute to
flourishing and optimal performance”
Gable, S. L., & Haidt, J. (2005). What (and why) is positive psychology? Review
of General Psychology, 9, 103–110.
5. About Us
r CompetencyStrengths Psychology
“From this point of view, to
avoid your strengths and to
focus on your weaknesses
isn't a sign of diligent
humility. It is almost
irresponsible…the most
honorable thing to do is face
up to the strength potential
inherent in your talents and
then find ways to realize it.”
Donald O. Clifton, Ph.D.: “Now Realize Your Strengths”
“Do you have the opportunity to do what you do best every day?”
6. About Us
r CompetencyGallup’s 7 Challenges
www.gallup.com
1. Develop a good person-job
fit
2. Develop good management
practices
3. Focus on strengths
4. Build strong relationships
5. Keep engaged in everyday
interactions
6. Measure progress regularly
7. Be inspired toward a
positive future
7. About Us
r CompetencyAppreciative Inquiry
“The cooperative search
for the best in people,
their organizations, and
the world around them. It
involves systematic
discovery of what gives a
system ‘life’ when it is
most effective and capable
in economic, ecological,
and human terms.”
Cooperrider, D.L. And Whitney, D. , Appreciative Inquiry: A Positive Revolution in Change.
David Cooperrider, Ph.D
8. About Us
r CompetencyOptimizing Strengths
“A pre-existing capacity for a particular way of behaving, thinking, or
feeling that is authentic and energising to the user, and enables optimal
functioning, development, and performance."
Linley, A. (2008). “Average to A+: Realising Strengths in Yourself and Others.”
CAPP Press, United Kingdom
9. About Us
r CompetencyResearch on Strengths
• Discovering and utilizing your strengths activates personal
resources that are already present.
• Developing and maximizing personal strengths builds self-
confidence and self-efficacy.
• Recognizing and synergizing strengths with others builds
personal and organizational resilience.
Carver, C. (1998). Resilience and Thriving: Issues, Models and Linkages. Journal of Social Issues, 54, 2, 245-266.
Peterson, C. & Seligman, M.E. Strengths of Character and Well-Being. Journal of Social and Clinical Psychology, Vol. 23,
No. 2004, pp. 603-619
Sutcliffe, K.M., & Vogus, T.J. (2003). Organizing for Resilience. In K. Cameron, J.E. Dutton, & R.E. Quinn (Eds.), Positive
Organizational Scholarship (pp. 94-110).
10. About Us
r CompetencyPositive Emotions
“People experiencing positive affect show
patterns of thought that are notably flexible,
creative, integrative, open to information and
efficient. In general terms, positive affect
produces a broad, flexible cognitive organization
and ability to integrate diverse material.”
Fredrickson, B. (2001). The Role of Positive Emotions in Positive Psychology.
American Psychologist 56, 3, 218-226””
11. About Us
r CompetencyResearch on Positive Emotions
• Broadens our perspective and builds enduring personal
resources.
• Facilitates “approach behavior” that prompt individuals to
positively engage with others.
• Positive emotions “undo” negative emotions.
• Facilitates faster recovery from adversity.
• Helps develop greater tenacity at work.
Fredrickson, B., Positivity: Top-Notch Research Reveals the 3-to-1 Ratio That Will Change Your Life.
Three Rivers Press, New York 2009.
Fredrickson BL. What good are positive emotions? Review of General Psychology. 1998;2:300–319.
Ibid
Ibid
Barry M. Staw, Robert I. Sutton and Lisa H. Pelled: Positive Emotion and Favorable Outcomes at the
Workplace. Organization Science, Vol. 5, No. 1 pp. 51-71
12. About Us
r CompetencyThe Benefits of Positivity at Work
• Higher job satisfaction
• Better decisions
• Increased creativity
• Perceived as friendlier,
assertive, confident
• More inclusive
• More idea contributions
• Higher employee
retention
• Less stress
• Higher level of trust
• Happier clients
• More pro-activeness
• Better conflict resolution
• Prepared to go extra mile
during exigencies
• Less workplace tardiness
– Fewer absences and
falling sick
- Lyubomirsky, King, & Diener, 2005 Psychological Bulletin Vol. 131, No. 6, 803–855
13. About Us
r CompetencyEmpowerment
“Empowerment is not
only related to positive
work attitudes, it has
also been found to be
related to positive work
performance. Employees
who feel more
empowered are more
motivated to perform
effectively.”
Spreitzer, G. (2008). Taking Stock: A Review of More Than Twenty Years of Research on
Empowerment at Work.
14. About Us
r CompetencyEmpowerment Processes
• Self-Responsibility
• Authentic Communication
• Trust
• Learning and Growing
15. Gershon, D. (2006). Changing behavior in organizations: The practice of
empowerment. The Systems Thinker 17, 10 2-4.
15. About Us
r CompetencyEngagement
“Employee engagement
is a desirable condition,
has an organizational
purpose, and connotes
involvement,
commitment, passion,
enthusiasm, focused
effort, and energy, so it
has both attitudinal and
behavioral components.”
16. Macey, W.H.; Schneider, B. “The Meaning of Employee Engagement.” Industrial
and Organizational Psychology (2008) 3- 30
16. About Us
r CompetencyThree Processes of Engagement
Vigor (Positive emotion)
High levels of energy and mental resilience.
Willingness to invest effort in one’s work.
Dedication (Positive work environment)
Sense of commitment to work, co-workers, mission.
Sense of pride, enthusiasm, involvement and significance.
Absorption (Utilizing strengths)
Being fully concentrated and happily engrossed.
Difficulty detaching oneself from work.
Schaufeli, W., Bakker, A. (2003). Utrecht Work Engagement Scale (preliminary
manual). Occupational Health Psychology Unit, Utrecht Universitye
17. About Us
Fully Engaged
• Employees work with passion, energy, vigor
• Feel dedicated to their clients and their work, highly
connected with co-workers, and company in general
• Are fully absorbed in their work activities
Not Engaged
• Employees have essentially “checked out” putting in
the time but not energy or passion into their work
Actively Disengaged
• Employees are actively acting out their unhappiness
“undermining” relationships and the work culture
r CompetencyThree Stages of Engagement
www.gallup.com
20. About Us
r CompetencyGallup’s Q12
www.gallup.com
1. I know what is expected of me at work
2. I have the materials and equipment I need to do my job
right
3. At work, I have the opportunity to do what I do best
every day
4. In the last seven days, I have received recognition or
praise for doing good work
5. My supervisor seems to care about me as a person/there
is a caring environment
6. There is someone at work who encourages my
development
21. About Us
r CompetencyGallup’s Q12
www.gallup.com
7. At work my opinions seem to count
8. The mission or purpose of my organization makes me
feel my job is important
9. My associates or fellow employees are committed to
doing quality work
10. I have a best friend at work
11. In the last six months, someone at work has talked to
me about my progress
12. This last year, I have had opportunities at work to
learn and grow.
22. About Us
• Role clarity: Employees have a clear idea of what is
expected of them
• Resource availability: Needed tools/resources
• Strength utilization: Employees are able to utilize their
strengths everyday
• Recognition: Employees receive recognition for work
well done
• Communication: Ongoing supportive, accurate feedback
• Bonding: Strong bonds with co-workers, teams and
supervisors
• Development: Opportunities to learn, grow
r CompetencyEssential Elements of Engagement
www.gallup.com
23. About Us
r CompetencyResilience
Luthans, F., (2002). The need for and meaning of positive organizational behavior.
Journal of Organizational Behavior 23, 695-706
“Resilience, the
developable capacity to
rebound or bounce back
from adversity…is
arguably the most
important positive
resource to navigating a
turbulent and stressful
workplace.”
24. About Us
r Competency
Seven Characteristics of Highly
Resilient People
1. Presence of calm, innovative, non-dogmatic thinking
2. Decisive action (Courage: not afraid to fail)
3. Tenacity
4. Interpersonal connectedness and support (may be
single most important predictor)
5. Honesty
6. Self-discipline and self-control
7. Optimism and a positive perspective on life
Seven Characteristics of Highly Resilient People: Insights from Navy SEALs to the
“Greatest Generation” Int J Emerg Ment Health. 2012;14(2):87-93.
25. About Us
r CompetencyConclusion (Part One)
Retaining/maximizing your most valuable natural
resource – your talent pool can be accomplished by:
•Provide the opportunity for employees to “do what they
do best everyday.”
•Supporting positive relationships, interpersonal
connectedness.
•Creating a high engagement work environment.
•Giving recognition for work well done.
•Providing opportunities for (personal) growth.
26. About Us
r Competency
Thriving @ Work
Putting Positive Psychology, Strengths
Psychology & Appreciative Inquiry to Work
Application of theory to practice
in the
Thriving! @ Work Project
28. About Us
r CompetencyThriving at Work (Th@W)
Assessment
The Th@W 2.0 assessment is a 36 item inventory that utilises
single, specific statements to measure how employees feel about
their work basing on the three key areas namely empowerment,
engagement and resilience utilizing a 1-5 Likert Scale and
subjective narrative. The intention is to gather a much clearer,
more specific measure of an employee’s experience from the
following aspects:
1. Feelings about their work (in general)
2. Feelings about working with clients
3. Feelings about their work culture
4. Feelings about their relationships at work
29. About Us
r CompetencySample Inventory Items
Feelings about your Work
•You feel the work you do is full of meaning and purpose. (Emp.)
•At your work, you feel full of positive energy. (Eng.)
•You are not easily discouraged by challenging situations at
work. (Res.)
Feelings about working with clients
•You feel your work with clients is important. (Emp.)
•You feel invigorated when you are working with clients. (Eng)
•You feel strong and resilient when working with challenging
clients and problems. (Res.)
30. About Us
r CompetencySample Inventory Items
Feelings about your work culture
You feel empowered by your work culture to do your best.
(Emp.)
You look forward to engaging and interacting with others at work.
(Eng.)
You feel there is a supportive work culture that helps you
rebound from stress. (Res.)
Feelings about your relationships at work
You feel your work relationships are positive and meaningful.
(Emp.)
You have feelings of gratitude and appreciation for others at
work. (Eng.)
During stressful and challenging times you can maintain effective
relationships with those involved. (Res.)
31. About Us
r Competency
Pre -Workshop Th@W Inventory Scores
Feelings about your work 3.31
Feelings about working with clients 3.56
Feelings about your work culture 3.08
Feelings about relationships 3.34
Thriving score 3.32
32. About Us
r CompetencyPre-Th@W Comments
“What is needed to thrive at Work”?
•Maintaining a professional attitude when other staff is under-
performing and even slack during work hours.
•How to maintain a positive attitude working with lazy and “not-
so-smart” people, but also power hungry!
•I think that our culture can be very negative and some things
may not be dealt with properly. This makes us feel a sense of
injustice and feel that our welfare is not the company’s
concern. The agency also faces changes on a regular basis and
this may create a lack of safety and feeling of insecurity.
33. About Us
r CompetencyThriving! at Work
“Thriving is defined as
the joint experience of a
sense of learning
(growing and getting
better at what one does
at work) and a sense of
vitality (feeling
energized and alive at
work).”
Spreitzer, G., Carmeli, A. “Trust, Connectivity, and Thriving: Implications for
Innovative Behaviors at Work” Journal of Creative Behavior 43, 3 169-191
34. About Us
r CompetencyThriving! at Work (Day One)
• Acknowledging and understanding the stress of our work
• Identifying, acknowledging and understanding the unique
stresses of our work
• Thriving! Empowerment, Engagement, Resilience
• Identifying Thriving! How, when, with whom it occurs
• Operationalizing Thriving! attitudes, perceptions, behaviors
• Signature Strengths
• Recognizing the signs of strengths
• Identifying your strengths
• Developing your strengths
• Owning your strengths
• Developing strengths in others
35. About Us
r CompetencyThriving! at Work (Day Two)
• Positive Emotions
• The “Positivity Exercise”
• The benefits of positive emotions at work
• Calculate your “Positivity Ratio”
• Developing Positive Relationships
• The art of positive communication
• Resolving conflict positively
• Creating a positive work culture
• The Power of Full Engagement
• Positive energy management
• Developing “flow” and peak performance
• Your Reflected Best Self
• Creating and sharing your reflected best self-portrait
36. About Us
r CompetencyConsultations
Six, fortnightly two hour consultations – 3 after the first
workshop, 3 after the second.
Attended by workshop participants
Reviewed, discussed and practiced principles and methods
from workshop
Developed from principles from Appreciative Inquiry
utilizing guided, flexible interactive exercises, readings
and homework.
37. About Us
r CompetencyExample Consultation
We go through highs and lows in all aspects of our lives.
Thinking back on the last 6 – 12 months, reflect on a high
point moment – a time that is memorable and stands out
when you were thriving and gained an important insight about
your strengths or talents. With a partner discuss:
What was the situation?
Who else was involved?
What were you doing?
What happened that made you more aware of how and
when you are thriving?
How did it make you feel?
38. About Us
r CompetencyExample Consultation
Operationalizing Thriving: Group exercise. Combine pairs into
small groups and share highlights of your partners stories of
thriving.
As you listen respectfully, focus on the common themes related to
identifying thriving.
What common experiences, perceptions, feelings do each of you
have about how you thrive?
What are you conscious of when you are thriving: Physically,
emotionally, mentally?
How can you instill and embed this thriving experience in your day
to day work?
Home Assignment: Identify three different situations when you
are thriving and journal how you feel, what you are thinking
and doing.
39. About Us
r Competency
Pre and Post Th@W Scores Pre Post Change
Feelings about your work 3.31 4.11 +.80
Feelings about working with clients 3.56 4.26 +.70
Feelings about your work culture 3.08 3.95 +.87
Feelings about relationships 3.34 4.30 +.96
Thriving score 3.32 4.16 +.84
40. About Us
r CompetencyPost –Th@W Comments
What does it mean now to Thrive! at work?
•Discovering the resource on finding out the strengths of
self and others to be particularly helpful.
•Ability to recover from interpersonal conflict because of the
workshop and consultations.
•Develop consciousness of creating a supportive
environment for co-workers.
•Actively participating in a supportive work environment –
good working relationships with colleagues that encourages
and empowers individual personal and professional growth.
41. About Us
r CompetencyConclusion
Thriving at work is a process of:
•Empowering employees with the knowledge and skills
they need to discover, utilize and maximize their
strengths and positive emotions.
•Engaging employees to work with vigor and dedication
through strength utilization, creating and sustaining a
positive work environment with authentic relationships.
•Helping employees develop resilience to bounce back
from stress by developing a culture of caring and the
willingness to learn and grow.
Editor's Notes
Gallup's engagement ratio is a macro-level indicator of an organization's health that allows executives to track the proportion of engaged to actively disengaged employees.
In world-class organizations, the ratio of engaged to actively disengaged employees is 9.57:1.
In average organizations, the ratio of engaged to actively disengaged employees is 1.83:1.
Actively disengaged employees erode an organization's bottom line while breaking the spirits of colleagues in the process. Within the U.S. workforce, Gallup estimates this cost to be more than $300 billion in lost productivity alone. In stark contrast, world-class organizations with an engagement ratio near 8:1 have built a sustainable model using our approach. As organizations move toward this benchmark, they greatly reduce the negative impact of actively disengaged employees while unleashing the organization's potential for rapid growth.
Manufacturing labor productivity decreased in 2008 in 12 of the 17 economies compared by the U.S. Department of Labor’s Bureau of Labor Statistics. The Republic of Korea and the United States had the largest productivity increases (1.2 percent each) among the five economies where productivity increased. Singapore had the steepest productivity decline (-6.6 percent).