This document summarizes survey results from 32 Canadian workplaces regarding current and desired workplace values:
- Currently, 24% of selected values are potentially limiting, including bureaucracy, hierarchy, and silos. Positives include customer satisfaction, teamwork, and accountability.
- Desired values focus more on accountability, teamwork, continuous improvement, and new values like coaching, balance, communication and trust.
- Employees desire a culture of transformation with learning and growth, rather than the current perfection-focused culture hindered by limiting values. They want a workplace better able to change and scale up.
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
Too many modern-day employees describe their work as “soul crushing.” This often refers to
activities that may at one time have been, or could potentially be enjoyable and meaningful. Instead, they have
been rendered joyless. This feeling breaks employee spirit and drains people of a sense of accomplishment. This
type of work crushes motivation and enthusiasm
Gender Diversity Report 2017 by Recruise India Consulting Pvt Ltd. Sachith Kumar Rai
The 2017 Recruise India Diversity Report provides an overview of workforce diversity profile, key initiatives by some key organistions. Also, understand companies investing in gender-based initiatives and empowering employees to take action.
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
Too many modern-day employees describe their work as “soul crushing.” This often refers to
activities that may at one time have been, or could potentially be enjoyable and meaningful. Instead, they have
been rendered joyless. This feeling breaks employee spirit and drains people of a sense of accomplishment. This
type of work crushes motivation and enthusiasm
Gender Diversity Report 2017 by Recruise India Consulting Pvt Ltd. Sachith Kumar Rai
The 2017 Recruise India Diversity Report provides an overview of workforce diversity profile, key initiatives by some key organistions. Also, understand companies investing in gender-based initiatives and empowering employees to take action.
10 Metrics & Strategies to Increase Inclusivity in the WorkplaceQuekelsBaro
What does inclusivity mean? Read this post to get clued up on inclusivity and to access strategies and metrics that'll help you increase inclusivity in your workplace.
Describes changing trends of Career Transition in companies including start-ups. The delay in job landing is on account of (i) stigma associated with hiring a laid off employee (ii) lack of support by organization to build employees confidence (iii) lack of mobility on account of house lock , children education(iv)Lack job matching mechanism. Echoes the research of 2012 Nobel Prize in Economics winners Drs. A E Roth and L S Shapely on labour market inefficiencies.
Presentation looking at why companies should engage employees in CSR and sustainable business, the benefits and how some leading companies do it, or try to.
High performance and productivity seemed to be the buzzwords in the private sector till now. In the
backdrop of various government schemes and poorly performing public sector organizations, this article takes a
peek into the concept of motivation in public sector and the factors which generally affects motivation at
workplace.
Engagement and Employer Branding - Presentation given to the Northamptonshire...Kier Group
Introduction to the subject of Engagement and Employer Branding given by Katherine Morris, Principal Consultant at Holistic People at the Northamptonshire Branch of the CIPD.
Also gave a presentation outlining the approach taken at RSA Insurance Group plc. Contact Holistic People for further information and support with your engagement and employer branding strategy.
We are the best Strip club around. We feature 100 + adult entertainers and are located in between Miami and Fort Lauderdale. Open till 8 am. For more details visit http://scarlettscabaret.com/
10 Metrics & Strategies to Increase Inclusivity in the WorkplaceQuekelsBaro
What does inclusivity mean? Read this post to get clued up on inclusivity and to access strategies and metrics that'll help you increase inclusivity in your workplace.
Describes changing trends of Career Transition in companies including start-ups. The delay in job landing is on account of (i) stigma associated with hiring a laid off employee (ii) lack of support by organization to build employees confidence (iii) lack of mobility on account of house lock , children education(iv)Lack job matching mechanism. Echoes the research of 2012 Nobel Prize in Economics winners Drs. A E Roth and L S Shapely on labour market inefficiencies.
Presentation looking at why companies should engage employees in CSR and sustainable business, the benefits and how some leading companies do it, or try to.
High performance and productivity seemed to be the buzzwords in the private sector till now. In the
backdrop of various government schemes and poorly performing public sector organizations, this article takes a
peek into the concept of motivation in public sector and the factors which generally affects motivation at
workplace.
Engagement and Employer Branding - Presentation given to the Northamptonshire...Kier Group
Introduction to the subject of Engagement and Employer Branding given by Katherine Morris, Principal Consultant at Holistic People at the Northamptonshire Branch of the CIPD.
Also gave a presentation outlining the approach taken at RSA Insurance Group plc. Contact Holistic People for further information and support with your engagement and employer branding strategy.
We are the best Strip club around. We feature 100 + adult entertainers and are located in between Miami and Fort Lauderdale. Open till 8 am. For more details visit http://scarlettscabaret.com/
Os discípulos e as Escrituras_Lição_original com textos_112014Gerson G. Ramos
A lição original com os textos bíblicos tem como finalidade; facilitar a leitura ou mesmo o estudo, os versos estão na sequência correta, evitando a necessidade de procurá-los, o que agiliza, para os que tem o tempo limitado, vc pode levá-la no ipad, no pendrive, celular e etc, ler a qualquer momento e em qualquer lugar que desejar, até sem a necessidade de estar conectado na internet.
Também facilita se for imprimir por usar bem menos tinta que a lição convencional.
Que... “Deus tenha misericórdia de nós e nós abençoe; e faça resplandecer o seu rosto sobre nós. Para que se conheça na terra o teu caminho, e em todas as nações a tua salvação”. Sal. 67:1-2.
Bom Estudo!
In any organization if they want to get best production and retain their employees, they have to
provide best organization culture to their employees. That culture should be satisfied by the employees to retain
them. The purpose of the present study is to analyze the organization culture factors influencing the job
satisfaction.
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 관련 전문 리포트
글로벌 최대 PR커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick) 연구 조사 발표
-직원 5명 중 한 명꼴로 본인의 회사와 고용주 보호, 기업 브랜드 지지자 역할 수행
-아태지역 직원 5명 중 3명이 고용주에 대한 콘텐츠를 소셜 미디어에 올려
-6가지 유형의 ‘직장 행동주의 스펙트럼’ 모델, 직원 행동주의를 통한 기회 발굴에 도움
Aż 56% pracowników aktywnie broni swoich firm przed krytyką i odgrywa rolę ich rzeczników, zarówno online jak i offline – wynika z najnowszego badania Weber Shandwick
Let's face it - the competition for top talent is fierce, and the best employees are looking for more than just a job. They want options, and they want meaning. Check out these 7 areas HR can fine tune to ensure they're attracting and keeping the right talent around.
Running head CLIENT PROBLEM 1CLIENT PROBLEM.docxsusanschei
Running head: CLIENT PROBLEM 1
CLIENT PROBLEM 4
CLIENT PROBLEM
Nicholas J Ceo
American Military University
6 December 2017
The modern business environment has become very complex, competitive and dynamic. An organization has to keep scanning the environment to see what it can do differently so as to increase its productivity. Management problems have been around from time immemorial, but their impact on the performance of the organization cannot be ignored. These challenges, then, have to be sorted out in the most effective way possible so as to mitigate their effects on the organization. Some of these problems include transparency, human resources challenges and change management. In this research paper, we are going to focus on human resource challenges experienced at MTS Systems, evaluate their effect on the company performance and measures that can be put in place to mitigate the effects of this challenge.
One of the biggest challenge in the workplace today is retention of skilled and talented workers. The way the workforce is constituted today, there is a need for more than a good salary to keep the talented people motivated and satisfied. It has been observed that employees move and job-hop as they seek to move up the ladder at the shortest time possible and also in an attempt to meet their expectations and motivations which are ever-changing and dynamic. The situation has been compounded by the generational difference in the company where there are older generations and the millennial, who are driven, motivated and simulated by different factors. For instance, the older generations are much more loyal to the place of work and are less likely to job-hop. They are also more patient and are much more responsive to financial rewards. On the other hand, the younger generations are less loyal to the company they work for, are less patient and will respond better to recognition as well as feeling valued.
Today, managers have woken up to the realization that their skilled staff has more options on their hands, especially now that there are more advances in technology, given the explosion in startup and entrepreneurs who are revolutionizing the way things are done. Managers have to evaluate the hunger in the workplace and focus on feeding it (Bondarouk & Ruel, 2009). There is need to focus on much more than just providing a potential opportunity for promotion and job security. Managers should focus on working with the other members of top management in order to define roles, come up with career progression paths that are extensive, enhancing creativity in the workplace, enhancing the working environment, encouraging a culture of collaboration and providing a system-wide mission that will be adopted by employees in their daily operations.
Management of human resources extends even to the communication amongst the different generations that are found within the workspace in the organization. A youn ...
Case Study 1Several large organizations announced recently theMaximaSheffield592
Case Study 1
Several large organizations announced recently they would increase efforts to recruit persons of color, in part a response to the Black Lives Matter movement. Some of the same organizations made similar announcements in the past—yet the numbers of persons with minority backgrounds in those organizations have remained about the same.
This is in the face of research findings that organizations with significant minority representation are stronger than their peers. A McKinsey & Company study in May of top executive teams in more than a thousand organizations in 15 countries concluded that the most diverse organizations have an edge in their markets. These firms are “more innovative—stronger at anticipating shifts in consumer needs and consumption patterns that make new products and services possible, potentially generating a competitive edge.”
Of equal significance is a finding that the top third of the organizations in the study are pulling away from the other two-thirds in diversity and inclusion, registering increasingly higher probabilities of being the most profitable. They are exhibiting progress in achieving greater gender and ethnic diversity, and increasingly positive impacts on bottom-line performance, according to the researchers.
Differentiating between diversity and inclusion
I differentiate between diversity and inclusion by thinking of progress in diversity as depending primarily on successful recruiting of diverse talent. It can be measured. It’s what we see on the corporate dashboard of performance measures. It is quite likely that the rich get richer in this effort; organizations exhibiting greater diversity are more attractive to talented people with diverse backgrounds.
Talent retention depends to a large degree on inclusion. At least that’s what people of diverse backgrounds tell us. Inclusion is related to such things as “voice”—the belief by workers that they are heard—as well as recognition and equal opportunity in rewards and promotions. Harder to quantify than diversity, inclusion is more nuanced and measured in comments in interviews and surveys. It doesn’t provide the numbers and simple headlines often associated with diversity.
Some organizations are good at both diversity and inclusion; others can’t seem to get either right. Some companies, for example, are strong recruiters but lack the ability to be inclusive of talent with diverse backgrounds. Try as they might, they are not making progress on diversity. Instead, they have low retention rates for their diverse talent. In many cases, the “last in, first out” phenomenon may apply in times of crisis.
The key to achieving both diversity and inclusion is committed leadership at all levels, not just a few at the top who have already made it. Transformation has to take place on the front lines and the middle levels as well. This takes effort and time, perhaps more than many organizations are willing to invest.
Inclusion may present too many challeng ...
MGT 317Professor Laura FizekFinal ExamMay 2, 2013.docxannandleola
MGT 317
Professor Laura Fizek
Final Exam
May 2, 2013
NAME:_________________
Please respond to the following questions in essay format
1. A manufacturing company making small doll parts for a toy manufacturer is having difficulty getting their parts completed on time and the toy manufacturer is threatening to take their business to a competitor. The small parts company has had turnover lately and has needed to train new employees; this has been due to a freeze on wages as the manufacturing costs have increased. The wage freeze has caused longer term, well trained employees to leave the company in pursuit of companies hiring with higher wages. The company has old and outdated equipment and it is questionable whether the equipment is always safe to operate. The company has always manufactured very good parts, but lately has had some minor recalls due to some manufacturing mess ups.
You are one of a team of executive decision-makers trying to keep the business going and keep your customers satisfied. Using the above case scenario, please describe your approach to solving this situation using decision-making theory, motivational theory, goal setting theory, negotiating theory, and leadership theory.
2. You are working in a small accounting firm and have been there for 5 years. Two years ago, the firm hired a young man who had interned there as a student and it seemed, at the time, that he was a motivated, collaborative type of guy. Lately, though you have noticed that he is often sending emails to the managers about the work he is doing individually and not sharing all the work that the team as a whole has contributed that actually makes his individual work possible. Recently, you both were working with the same client as a team regarding some accounting issue that needed to be solved. You collaboratively came up with a solution and he emailed the client the solution. The client was thrilled and emailed your boss sharing how great the firm is and specifically mentioning this particular employee and not mentioning you or your contribution to this solution. You decide to talk to your colleague.
Describe the Social Information Processing Model and apply it to the above case as if you were EACH of the two people involved in the situation (what is each person’s perspective?):
· What is each person’s initial response based on the model?
· What will your action be and what principles of the model are you using?
3. You have been asked to work on a project with a team that is a cross-functional and cross-divisional team from the company, meaning that there are all levels being represented, high level managers to front line staff. You have been asked to facilitate the meetings and make sure that all opinions are being considered when the team finally makes its recommendations to the CEO. The following is a typical sample of the meeting that you just attended:
Tom: “I think we should survey the rest of the company on this issue and give e ...
2-2 Interview Reflections I felt that my interviewee understo.docxeugeniadean34240
2-2: Interview Reflections
I felt that my interviewee understood that the job of HR needed to change to stay relevant. According to Grossman, being a “credible partner” is part of the competencies that are required in the new reality that is HR. With speaking to Joe, my interviewee, it appears that he recognized a long time ago that to survive, HR was going to have to make changes and become relevant to the business they are in, which is the moving industry. With doing this, they have looked for ways to outsource the “usual” HR functions and become involved with supporting the staff that they have, getting great talent, and being a source of knowable for the company. Taking an early lead in being a part of the development of their tariff has allowed Joe’s HR division to be taken very seriously within the company. They continue to evolve into the HR of today and even the future.
3.2 The Organizational Culture
After taking the survey, I realize that the organizational culture that I would want at my “Best Place to Work” would be similar to what I have now. My current company believes that HR is the responsibility of everyone. We have a benefits manager but recruiting top talent is such an important part of our cincture, that we receive a $10,000 bonus for recruiting staff.
Credibility- It is important that staff and clients feel that they can trust us. We find that we have repeat customers within the client base and recommendations due to our credibility.
Respect- Clients and staff are treated with prospect. The CEO understands that we make the company run. He rewards the staff with many different gifts and shows of appreciation.
Fairness- Being fair is a hallmark of a good company. Nothing ruins moral faster than favoritism.
Pride and Camaraderie- Staff are happy and proud to tell people they work for the company. This is due to the stellar reputation.
4-4: Leading Change
With my industry, which is hirer education financial aid, change is driven by new policies and regulations that come from the federal government. These changes are inevitable and uncontrollable. Within my consulting firm, we stay ahead of the change by paying attention and participating in negotiated rulemaking, which allows the financial aid industry to have a say in the policies that re coming down the pipe. We definitely use the analyze/think/change model.
The emotional reactions to change that I see very often is fear. Many times, staff is afraid that within the change, they will seem incompetent if they don’t take on the change as quick as other staff. During my current project, which is redesign of the student employment office, the staff involved went through all the emotions in varying levels. They eventual got to renewal and are fully vested in the process.
It is import for HR to take a front seat when change happens. This helps staff to understand that they are supported. It is also important for staff to be able to have their negative feelings openly, .
“I think she’ll fit well into our company.”
“His experience was stellar, but he just wouldn’t be a good fit.”
These phrases are frequently used to describe candidates and whether they will – or won’t – “fit” into an organization’s culture. But what does culture fit really mean? Is there a better way to determine how well a candidate will fit than simply having a good feeling about whether they’ll mesh well? And, how do goals of hiring for culture fit complement—or conflict— with other goals such as diversity or hiring for skills?
This article will explore these questions and provide qbest practices.
1. pg. 1 Draft Prepared by Nick Foster
The State of Work in
Canada
Summary
This report is a summary review of 32 workplaces in Canada. Each of these workplaces (which cannot be
named) participated in a Values study in 2013 or 2014 using Barrett Values Centre Cultural Transformation Tools.
They asked their employees to identify the values that were evident in their current workplace culture. These
same employees were asked what values they would like to see evident in their desired workplace culture.
In this report we will examine the state of the Canadian Workplace and the wisdom that comes from the people
who work in those workplaces.
There is a level of toxicity in workplaces in Canada. This is not news. What we should focus on is that these
employees have solid ideas about how to reduce this friction. Management of these companies would have to
agree with the values that employees would like to see in their workplaces.
Current Workplace Culture Results
The participants in this workplace survey were given a list of values to select from. Some of those values are
potentially limiting values. Things like Blame or Confusion are options just as Honesty or Integrity are options. The
participant is looking for the words that best describe what they are experiencing at their workplace.
The Bad News
Twenty-Four percent of the values selected in these surveys are Potentially Limiting. People in these workplaces
experience these things as extra hurdles that must be overcome in the normal commissioning of their job. Extra
hassle or stress. We also refer to this as Entropy. In the 32 Workplaces that took this survey these are the Potentially
Limiting Values that showed up commonly:
Bureaucracy
Hierarchy
Cost Reduction
Confusion
Silo Mentality
The Good News
The values that showed up commonly in Canadian Workplaces were as follows:
Customer Satisfaction
Teamwork
Accountability
2. pg. 2 Draft Prepared by Nick Foster
Results Orientation
Continuous Improvement
Community Involvement
On the face of it these values would appear to be healthy and appropriate. A company that focuses on
customer satisfaction, has employees that are working as team, with accountability and an orientation around
results with continuous improvement would appear to be armed with the right values to drive excellent results.
And, add in a focus on community – that adds a healthy element to those workplace cultures.
How is it that those things can co-exist? This composite of the Canadian Workplace identifies firms that have a
clear focus on results and being the best. The trouble is that bureaucracy, hierarchy, silo orientation and
confusion are limiting values that cause friction and a loss of movement at precisely the same area as the positive
values. They work against getting things done. It is no wonder that productivity in Canada is not outpacing other
countries.
Desired Workplace Culture Results
In the desired workplace no potentially limiting values made it into the top 13 values that would describe the
desired workplace culture. The 13 values that were identified by the workers in these workplaces could be
categorized into the following lists:
1. Keep Doing
Customer Satisfaction showed up as a value in 69% of the workplace cultures – the most selected value to
describe those 32 workplaces. In the same companies this value showed up in 56% of the company’s desired
workplace cultures. This would indicate that people in these workplaces feel good about the level of focus and
intensity placed on customer satisfaction. The fact that it is still on the list indicates that a continued focus is
required.
2. More Please
The following values showed up in both the description of the current culture and the desired culture. Each
moved up the list or was selected more often as a needed value in the desired culture.
Teamwork was evident in the current culture of 56% of the participating firms. In the desired workplace culture
this moved up to 84% of the firms. People are indicating that their companies value Teamwork but more is
needed.
Accountability was evident in the current culture of 50% of the participating firms. In the desired workplace
culture this moved up to 91% of the firms – in fact to the top desired value. Once again people in these firms are
indicating that accountability needs more work.
Continuous Improvement was evident in only 38% of the participating firms. This is a relatively low level – the
employees in less than 4 out of 10 firms in Canada use this value to describe how their company operates. In the
desired state of the workplace 72% of firms would have this as a value in evidence.
3. Something New – the Antidote
There are quite a few values that show up as descriptors of what people in these workplaces would like to see in
their workplaces. The workplace of today is more challenging and faster paced. The old ways of dealing with
uncertainty – run it up the chain of command and wait for a decision – isn’t working. It is too slow, inefficient.
Some of these values are the Antidote to the potentially limiting values that show up in the current workplace
culture.
3. pg. 3 Draft Prepared by Nick Foster
The values being requested are:
Coaching/Mentoring People are expecting managers to be involved in business differently than the past.
Employees want their managers be engaged in a coaching role. Watching the plays
and being ready to coach the employee to better performance. These same
employees expect management to be mentoring them and helping them with career
progression.
Balance (Home/Work) This is not a value that people use to describe their current workplaces. And it is
something that they are asking for. Balance is usually requested when the feeling is
that the employer seems to only care about the employee in as much as they are
working.
Open Communication Open communication shows up as a request for communication in two directions. In
most cases it is clear and constant communication about priorities and objectives. In
many cases it is also about communication from front line employees back to
management. Confusion is a potentially limiting value that shows up in many current
workplaces and open communication would be one way to counter that.
Information Sharing In some workplace cultures there is a culture of information hoarding. Information is
power! This approach leads to politics and to power struggles. A request for
information sharing is a request for more openness and for a belief that information
shared makes the company stronger because people know the true picture of what
challenges and opportunities exist.
Adaptability Cultures that are deeply rooted in efficiency and process are often unable to respond
quickly to threats or requests from customers. The workplace that these employees are
asking for will be one where there is a built in ability to respond, adjust, pivot and
otherwise adapt to changing conditions.
Efficiency When employees request a culture of efficiency it is because they see the current
workplace culture as inefficient – and that lack of efficiency matters. These employees
see the silo mentality, the hierarchy, the confusion and the bureaucracy as highly
inefficient. So while they see the focus on cost reduction they see the bigger picture
almost as a penny wise and pound foolish situation. Employees who value this and
continuous improvement are “all in” with a program to constantly improve processes
and make the company even better at what it does.
Innovation Often the cry from management in companies is that “we must be more innovative”
and the view is that the problem is that the employees have to be encouraged. While
this might still be true this survey says that employees are asking for a culture that is
more innovative – and they see it as needed for the success of their companies. The
truth is that cultures (as described by the composite Canadian Workplace) that focus
on being the best often do a terrible job of allowing mistakes. It is almost impossible to
encourage a culture of innovation while maintaining a culture that does not
encourage risk-taking.
Respect The request for respect in the workplace is associated with a need for a better
relationship between management and the employees of a company. “Are we here
as equal partners or just expendable pieces of the machine?” The employees
surveyed in these 32 organizations are asking for clear support from their management.
They want to know that they are loved and respected as contributors to the future of
the company.
4. pg. 4 Draft Prepared by Nick Foster
Trust Employees in our survey want to use trust as a way that they describe their workplace
culture. The fact that no such word – honesty, integrity or trust was used to describe the
state of the current workplace is revealing. The request for this value to be evident is
supportive of the requests for information sharing and open communication.
Employees are asking for management to give them all the facts, keep lines of
communication open, give them the accountability and then coach and mentor them
to the goal. This is about trusting them to get the job done.
4. Not Clear
Community Involvement shows up as a top value in the current workplaces in our survey. It does not show up in
the desired workplace and that could be the case for one of three reasons:
1. We are pretty good at this – got it under control – no extra focus is needed.
2. We have bigger fish to fry and community involvement can take a back seat for a while.
3. It is a blind spot – perhaps there isn’t a clear understanding about why community involvement is
part of the current workplace culture.
Each company might have a different view of the answer to this question. Generally, though, employees tend to
trust management in a company that gives back in some fashion. A company that isn’t singularly focused on the
bottom line is one that will also do right by their employees – or so employees feel.
Themes
Categorizing the values that have been used to describe the current state and the desired state of these
workplaces yields some interesting perspectives.
Culture of Transformation
The values identified in the desired culture (accountability, teamwork, continuous improvement, balance,
information sharing, adaptability, innovation) form a centre of gravity around a request for a culture that is a
culture of transformation. This workplace culture would be a culture of learning, challenging and growth. This is
distinctly different than the current workplace culture. The centre of gravity in Canada’s workplaces is very much
around the brand image and the self-esteem that these companies are attempting to establish. Unfortunately
the only positive value in this story is results orientation and it is being weighed down by the limiting values of
bureaucracy, hierarchy, confusion and silo mentality.
The larger shift that employees are asking for is a culture that seems unable to change because it is trying so hard
to be perfect. That attempt at perfection is usually tied to an old business model and we know that businesses
that cannot adjust in today’s economy are doomed to be replaced by some version or Uber, AirBnB, Amazon or
another company willing to throw caution to the wind and re-invent a category.
Scale
The secondary theme that comes up in this composite of the 32 companies surveyed is that many of the values
requested can be categoried as supportive of an environment that would be interested in growth. In order to
scale and evolve the values of continuous improvement (in existing culture but more is wanted), adaptability,
coaching/mentoring, continuous improvement and innovation are requested by the employees of these
companies.