In 2014, EIA conducted its first employee engagement survey with TalentMap. The results clearly showed that stresses and change over the previous year had taken their toll on employee engagement, which was 11% below the benchmark average. Less than one year later, a subsequent “pulse” survey showed significant improvement in engagement, and double-digit increases in the key drivers of engagement which were actioned.
Improving Employee Engagement through a Culture of InnovationTalentMap
The top organizations in Canada in terms of employee engagement all foster a strong culture of innovation. What does this mean? How can we do that in our organizations? How do we do this in the public sector or not-for-profit sectors (as well as in our companies)?
Employee Engagement in a Challenging EconomyTalentMap
Thirty dollar oil. A sixty-five cent dollar. A tanking stock market. Clearly, the economy is providing its challenges for our organizations (public sector included!); but, what about our employees? How does economic turmoil affect employee engagement. If they have their jobs, even if they are secure ones, is it “employee engagement” as usual. The short answer is no. The economy and the environment does have an impact on employee engagement. Moreover, we are coming off the much bigger recession of 2008-09, and we know that most organizations tend to make things worse rather than better.
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
How to Improve Engagement Through Better Teamwork (and It's Not Through "Team...TalentMap
A sense of team and camaraderie is one of the most important determinants of employee engagement. For the employee, good team spirit work creates that crucial sense of belonging which provides the emotional bond to the organization, which is a precursor to engagement. In turn, good team spirit creates an environment of cooperation and collaboration which improves productivity and output.
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
The hundreds of employee engagement surveys that we conduct every year is showing an interesting, albeit concerning trend: highly engaged organizations often have emerging employee issues and concerns around decreasing work-life balance. On the one hand, this is a form of “collateral damage”. Highly engaged employees, by definition, tend to give more of themselves, and sometimes work-life balance suffers as a result – through the employee’s own engaged behaviours. Because work-life balance has little influence on engagement per se, it (too) often gets lower priority: however, this approach is fraught with danger. Highly engaged and high performing organizations can fall into the work-life balance “cultural trap”.
Improving Employee Engagement through a Culture of InnovationTalentMap
The top organizations in Canada in terms of employee engagement all foster a strong culture of innovation. What does this mean? How can we do that in our organizations? How do we do this in the public sector or not-for-profit sectors (as well as in our companies)?
Employee Engagement in a Challenging EconomyTalentMap
Thirty dollar oil. A sixty-five cent dollar. A tanking stock market. Clearly, the economy is providing its challenges for our organizations (public sector included!); but, what about our employees? How does economic turmoil affect employee engagement. If they have their jobs, even if they are secure ones, is it “employee engagement” as usual. The short answer is no. The economy and the environment does have an impact on employee engagement. Moreover, we are coming off the much bigger recession of 2008-09, and we know that most organizations tend to make things worse rather than better.
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
How to Improve Engagement Through Better Teamwork (and It's Not Through "Team...TalentMap
A sense of team and camaraderie is one of the most important determinants of employee engagement. For the employee, good team spirit work creates that crucial sense of belonging which provides the emotional bond to the organization, which is a precursor to engagement. In turn, good team spirit creates an environment of cooperation and collaboration which improves productivity and output.
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
The hundreds of employee engagement surveys that we conduct every year is showing an interesting, albeit concerning trend: highly engaged organizations often have emerging employee issues and concerns around decreasing work-life balance. On the one hand, this is a form of “collateral damage”. Highly engaged employees, by definition, tend to give more of themselves, and sometimes work-life balance suffers as a result – through the employee’s own engaged behaviours. Because work-life balance has little influence on engagement per se, it (too) often gets lower priority: however, this approach is fraught with danger. Highly engaged and high performing organizations can fall into the work-life balance “cultural trap”.
Turning Performance Feedback Into Positive Employee EngagementTalentMap
Performance feedback is one of those “sleeper” issues in employee engagement. Get it right, and often it isn’t one of the more important drivers of engagement, because other issues become more salient. Get it wrong, and it can prove to be a key obstacle to higher engagement. However, there is mounting research and practice that’s turning performance feedback and management on its head, which includes revamping appraisal processes, and moving to “career management” as opposed to “performance management”.
Managing Employee Engagement through Organizational ChangeTalentMap
Our experience in working with hundreds of organizations shows that undergoing significant organizational change does not mean that employee engagement has to suffer as a result. Managed well, organizational change can drive big improvements in engagement. Yes, improvements! In fact, one client very recently achieved a 16% improvement in employee engagement while undergoing significant change and restructuring. How?
Reassuring the employee engagement skeptics:
“back pocket” answers to respond and address concerns about your survey initiative
You are convinced of the need to measure and manage employee engagement in your organization. You’ve seen the benefits of higher morale, higher productivity, higher retention, and all the rest. Unfortunately, you’re also met with “the skeptics”: those people in your organization who are just not convinced the same way you are:
“Engagement surveys are so yesterday. We need a more novel approach”
“Engagement surveys are not really confidential”
“Engagement surveys don’t change anything. Nothing ever happens”
In this webinar, Norm Baillie-David, will provide you with experience and keen insight into what the real insecurities are when people put forward these and other objections. Better yet, this webinar will arm you with evidence and facts from decades of research in order to address these issues and convince “the skeptics” in your organization of the benefits of actively measuring and managing employee engagement.
Engaging New Employees Through Effective Onboarding - 13aug15TalentMap
Attitudes begin to form at the initial point of contact with an organization. There is no better place to start applying glue than when you are welcoming new employees to your company. Smart companies take advantage of these early days in order to ensure a strong, productive, and dedicated workforce.
Pulse Surveys - Do They Make Sense - 23jul15TalentMap
More and more, employers say short quarterly, monthly, weekly or even daily polls—sometimes a single question at a time—provide data on how their teams actually feel and catch problems before they fester. Frequent surveys are even replacing annual employee surveys at some companies, but most top employers are starting to use both.
Professional Growth and Employee Engagement (Part 1)Stephen Shinnan
Professional growth, career growth, and feeling one makes a contribution are consistently the most important drivers of employee engagement in most organizations. Get these right, and you have a much better chance of having a high level of engagement. However, the quintessential challenge faced by most organizations in today’s day and age is that the traditional approaches to career have changed, and there just aren’t enough positions to satisfy all of that talent that need a promotion to stay engaged.
Join Norm Baillie-David as he discusses the role of professional growth in employee engagement, and shares how the most successful organizations are meeting this challenge head on. The results may surprise you!
AOHC Webinar - How London InterCommunity Health Centre Used their Employee En...TalentMap
Join Michelle Hurtubise, Executive Director of the London InterCommunity Health Centre and Sean Fitzpatrick of TalentMap, as they take you through the reasons to conduct an Employee Engagement survey, the plan, communication, deployment, and how did they implement the action planning from the results to drive positive change.
ADDITIONAL TOPICS:
• TalentMap Offering to AOHC Members
• What’s In It For Me
• Employee Engagement for Dummies – Soft Copy
• Free Monthly Webinars On Organizational Hot Button Issues
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
From interim CHRO for the U.S. Olympic Committee with the world's best athletes to head of employee engagement at storied brand American Express to CLO and change agent at Apollo Education Group, Alicia Mandel is a strategic thinker and compelling speaker. In this webinar, she explored and shared:
The need to transition from compliance-focused to engagement-centric HR
How the “sprint” business paradigm conflicts with an annual performance process
Core principles for a new performance management model
Four good transformation starting points
Change readiness model and process checklist for transforming your process
You'll find valuable information about how to conduct successful employee surveys and best practices for implementing changes. This presentation is for leaders in small to mid-sized businesses, HR executives, COOs, and anyone who's interested in conducting employee surveys.
Webinar: Defining your Employee ExperienceYouEarnedIt
Companies that invest in the Employee Experience are, on average, 4.2 times more profitable than those that don’t, 28 times more likely to be on FastCompany’s innovation list, and 11.2 times more likely to be one of Glassdoor’s best places to work (according to the Harvard Business Review).
How do you build an Employee Experience that works for your brand, your employees, and your organization?
Watch this webinar to see why investing in a comprehensive Employee Experience strategy builds engagement more effectively than traditional programs.
Watch now! In this webinar, you will learn how to:
- Define and measure the quality of your company's Employee Experience
- Embed the four pillars of the Employee Experience into your culture
- Encourage employees to opt into their work
- Customize the Employee Experience to the unique needs of your organization
To request a demo, visit www.youearnedit.com/demo
Issues with employee engagement and productivity continue to grow. The power has shifted from employer to employee as employees now have the choice to be very selective about their employer. Top talent knows they can leave mediocre organizations for thriving environments. Understanding and enhancing your internal talent is critical for companies to drive results that will positively impact and contribute to your bottom line. Implementing strategies that support an engaging employee experience will help your company be successful in attracting and retaining that top talent.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
Would you believe managers can lower employee turnover simply by asking how they can help?
Stay interviews have been shown to reduce turnover by more than 20%, preventing high performing employees from jumping ship. How? By building trust between managers and employees.
In this webinar you'll learn:
Study data that drives home the importance of supervisor effectiveness
Specific stay interview tools including questions to ask, data to record, and potential solutions
The four required skills leaders must learn to make their interviews successful
Description:
2016 Glassdoor Summit
Josh Bersin, Principal, Bersin by Deloitte, Deloitte Consulting LLP -- The New World of Employment Brand: Culture, Engagement, Career, Wellness
https://www.youtube.com/watch?v=jKcVisrqfNo
4 employee engagement survey pitfalls to avoid this year | TemboStatusTemboStatus
HR departments have long looked to employee surveys for guidance on engagement decisions. Here are four mistakes that companies can make when rolling out their employee engagement survey.
1. Vague Questions
2. Insignificant Topics
3. Lack of Participation
4. Dishonest answers
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15BizLibrary
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
Best Practices for Developing Your Emerging LeadersBizLibrary
Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Unfortunately, most employers don’t have strategic-level initiatives in place to capture and retain the knowledge that's about to leave, and they don't have replacement talent ready to step into leadership as these roles open up.
Employers also feel they can't engage and retain early career talent long enough to fill leadership roles…but what if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?
In this webinar you'll learn:
5 ways to unlock the hidden value in your emerging leaders
The business impact of investing in your current talent
How to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others
Four Elements of Effective Performance ManagementShelly Myers
When you hear the word performance, do you immediately think of paperwork and stress? An extensive study from Adobe found that 72% of office workers and 88% of managers found preparing for performance reviews too time-consuming.
Join Cassie Whitlock of BambooHR and Jack Altman of Lattice and discover how performance management can be more comprehensive and impactful than a rushed yearly assessment. Breaking down performance into its main elements lets you refocus your efforts on the most important goal: helping your employees and your managers improve.
Norm Baillie-David, as the frequently discussed topic of engaging Millennial employees is thoroughly explored. We look at who the Millennial employees are, some myths and facts, speak with a panel of Millennials and finally discuss the implications of engaging Millennials.
Turning Performance Feedback Into Positive Employee EngagementTalentMap
Performance feedback is one of those “sleeper” issues in employee engagement. Get it right, and often it isn’t one of the more important drivers of engagement, because other issues become more salient. Get it wrong, and it can prove to be a key obstacle to higher engagement. However, there is mounting research and practice that’s turning performance feedback and management on its head, which includes revamping appraisal processes, and moving to “career management” as opposed to “performance management”.
Managing Employee Engagement through Organizational ChangeTalentMap
Our experience in working with hundreds of organizations shows that undergoing significant organizational change does not mean that employee engagement has to suffer as a result. Managed well, organizational change can drive big improvements in engagement. Yes, improvements! In fact, one client very recently achieved a 16% improvement in employee engagement while undergoing significant change and restructuring. How?
Reassuring the employee engagement skeptics:
“back pocket” answers to respond and address concerns about your survey initiative
You are convinced of the need to measure and manage employee engagement in your organization. You’ve seen the benefits of higher morale, higher productivity, higher retention, and all the rest. Unfortunately, you’re also met with “the skeptics”: those people in your organization who are just not convinced the same way you are:
“Engagement surveys are so yesterday. We need a more novel approach”
“Engagement surveys are not really confidential”
“Engagement surveys don’t change anything. Nothing ever happens”
In this webinar, Norm Baillie-David, will provide you with experience and keen insight into what the real insecurities are when people put forward these and other objections. Better yet, this webinar will arm you with evidence and facts from decades of research in order to address these issues and convince “the skeptics” in your organization of the benefits of actively measuring and managing employee engagement.
Engaging New Employees Through Effective Onboarding - 13aug15TalentMap
Attitudes begin to form at the initial point of contact with an organization. There is no better place to start applying glue than when you are welcoming new employees to your company. Smart companies take advantage of these early days in order to ensure a strong, productive, and dedicated workforce.
Pulse Surveys - Do They Make Sense - 23jul15TalentMap
More and more, employers say short quarterly, monthly, weekly or even daily polls—sometimes a single question at a time—provide data on how their teams actually feel and catch problems before they fester. Frequent surveys are even replacing annual employee surveys at some companies, but most top employers are starting to use both.
Professional Growth and Employee Engagement (Part 1)Stephen Shinnan
Professional growth, career growth, and feeling one makes a contribution are consistently the most important drivers of employee engagement in most organizations. Get these right, and you have a much better chance of having a high level of engagement. However, the quintessential challenge faced by most organizations in today’s day and age is that the traditional approaches to career have changed, and there just aren’t enough positions to satisfy all of that talent that need a promotion to stay engaged.
Join Norm Baillie-David as he discusses the role of professional growth in employee engagement, and shares how the most successful organizations are meeting this challenge head on. The results may surprise you!
AOHC Webinar - How London InterCommunity Health Centre Used their Employee En...TalentMap
Join Michelle Hurtubise, Executive Director of the London InterCommunity Health Centre and Sean Fitzpatrick of TalentMap, as they take you through the reasons to conduct an Employee Engagement survey, the plan, communication, deployment, and how did they implement the action planning from the results to drive positive change.
ADDITIONAL TOPICS:
• TalentMap Offering to AOHC Members
• What’s In It For Me
• Employee Engagement for Dummies – Soft Copy
• Free Monthly Webinars On Organizational Hot Button Issues
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
From interim CHRO for the U.S. Olympic Committee with the world's best athletes to head of employee engagement at storied brand American Express to CLO and change agent at Apollo Education Group, Alicia Mandel is a strategic thinker and compelling speaker. In this webinar, she explored and shared:
The need to transition from compliance-focused to engagement-centric HR
How the “sprint” business paradigm conflicts with an annual performance process
Core principles for a new performance management model
Four good transformation starting points
Change readiness model and process checklist for transforming your process
You'll find valuable information about how to conduct successful employee surveys and best practices for implementing changes. This presentation is for leaders in small to mid-sized businesses, HR executives, COOs, and anyone who's interested in conducting employee surveys.
Webinar: Defining your Employee ExperienceYouEarnedIt
Companies that invest in the Employee Experience are, on average, 4.2 times more profitable than those that don’t, 28 times more likely to be on FastCompany’s innovation list, and 11.2 times more likely to be one of Glassdoor’s best places to work (according to the Harvard Business Review).
How do you build an Employee Experience that works for your brand, your employees, and your organization?
Watch this webinar to see why investing in a comprehensive Employee Experience strategy builds engagement more effectively than traditional programs.
Watch now! In this webinar, you will learn how to:
- Define and measure the quality of your company's Employee Experience
- Embed the four pillars of the Employee Experience into your culture
- Encourage employees to opt into their work
- Customize the Employee Experience to the unique needs of your organization
To request a demo, visit www.youearnedit.com/demo
Issues with employee engagement and productivity continue to grow. The power has shifted from employer to employee as employees now have the choice to be very selective about their employer. Top talent knows they can leave mediocre organizations for thriving environments. Understanding and enhancing your internal talent is critical for companies to drive results that will positively impact and contribute to your bottom line. Implementing strategies that support an engaging employee experience will help your company be successful in attracting and retaining that top talent.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
Would you believe managers can lower employee turnover simply by asking how they can help?
Stay interviews have been shown to reduce turnover by more than 20%, preventing high performing employees from jumping ship. How? By building trust between managers and employees.
In this webinar you'll learn:
Study data that drives home the importance of supervisor effectiveness
Specific stay interview tools including questions to ask, data to record, and potential solutions
The four required skills leaders must learn to make their interviews successful
Description:
2016 Glassdoor Summit
Josh Bersin, Principal, Bersin by Deloitte, Deloitte Consulting LLP -- The New World of Employment Brand: Culture, Engagement, Career, Wellness
https://www.youtube.com/watch?v=jKcVisrqfNo
4 employee engagement survey pitfalls to avoid this year | TemboStatusTemboStatus
HR departments have long looked to employee surveys for guidance on engagement decisions. Here are four mistakes that companies can make when rolling out their employee engagement survey.
1. Vague Questions
2. Insignificant Topics
3. Lack of Participation
4. Dishonest answers
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15BizLibrary
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
Best Practices for Developing Your Emerging LeadersBizLibrary
Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Unfortunately, most employers don’t have strategic-level initiatives in place to capture and retain the knowledge that's about to leave, and they don't have replacement talent ready to step into leadership as these roles open up.
Employers also feel they can't engage and retain early career talent long enough to fill leadership roles…but what if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?
In this webinar you'll learn:
5 ways to unlock the hidden value in your emerging leaders
The business impact of investing in your current talent
How to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others
Four Elements of Effective Performance ManagementShelly Myers
When you hear the word performance, do you immediately think of paperwork and stress? An extensive study from Adobe found that 72% of office workers and 88% of managers found preparing for performance reviews too time-consuming.
Join Cassie Whitlock of BambooHR and Jack Altman of Lattice and discover how performance management can be more comprehensive and impactful than a rushed yearly assessment. Breaking down performance into its main elements lets you refocus your efforts on the most important goal: helping your employees and your managers improve.
Norm Baillie-David, as the frequently discussed topic of engaging Millennial employees is thoroughly explored. We look at who the Millennial employees are, some myths and facts, speak with a panel of Millennials and finally discuss the implications of engaging Millennials.
Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
Join the founder and president of TalentMap, as he looks to answer your questions related to the challenges associated with employee engagement in Nonprofit organizations. We explore topics such as: What engagement is and how it differs for Nonprofits; the drivers of employee engagement in Nonprofits, and finally, best case practices and recommendations to improve engagement drivers. To register for a live Webinar,please visit us at TalentMap.com
Employee Engagement in Credit Unions InfographicTalentMap
Employee engagement surveys and best practices in a credit union environment. What works and what does. Moving from Job satisfaction to employee engagement.
Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
Integrating 360 degree feedback in to performance appraisal tool and developm...iosrjce
The performance of an organization is managed by monitoring and managing the performance of the
individual employees in the onganization. 360 degree feedback is considered to be one of the method of
performance Appraisal system which reduces the subjectivily of a traditional supervisor appraisal. In a 360
degree appraisal system, the employees performance is evaluated by his supervisors, his peers, his
internal/external suppliers and his subordinate managers and leaders within organizations use 360 degree
feedback surveys to get a better understanding of their strengths and weaknesses. 360 degree feedback can be
considered as one of the attribute of performance management system which is goal oriented and focused on
present as well as future performance.
The Top Ten Reactions to Performance Feedback and How to Respond4Good.org
hy do so many managers avoid giving feedback? Fear of how an employee will respond is the number one reason managers say they delay and sometimes completely abandon performance conversations. Many managers feel there is no way to adequately predict and prepare for an employee’s response to feedback and are, therefore, convinced things will spin out of control. In reality, most performance issues will elicit a fairly predictable range of responses from employees, some of them even positive. We have identified the Top 10 Employee Reactions and suggest effective ways of addressing each. Understanding these reactions and what to do if confronted by them can mean the difference between having the confidence to initiate an important conversation or sweeping it under the rug.
Join us for this session to walk through these reactions and gain practical tips and techniques to maintain control of the conversation and keep it moving in the best direction.
From intuitive to data driven and evidence based HRTom Haak
On September 9, 2015, Tom Haak of the HR Trend Institute gave a lecture to 2nd year students of International Business Administration at the University of Amsterdam (VU). The lecture was part of the course on HRM and Organizational Behavior.
After The Employee Engagement Survey: Now What? Best Practices in Communicati...Stephen Shinnan
The results are in. The presentation to the leadership team went well, and all eyes turn to you as the CEO utters those famous words: So, what are the next steps? You’ve been anticipating that, and have loads of questions:
How should we cascade the results to managers and staff? Is there are a right way and a wrong way? What are the best practices?
How do we go about action planning?
What should we focus on?
How do I deal with groups that don’t want to follow the organizational approach, i.e. they want to do their own thing?
How do I satisfy the people who don’t accept the organization’s results and think their group is different?
Join Norm Baillie-David, SVP Consulting, as he draws from numerous case studies and success stories to provide best practices in how to proceed after the survey to ensure that your survey investment is maximized and that you do the right things right to improve employee engagement in your organization.
The Mindful approach to a Meaningful LifeColin Dovey
Mindfulness Meditation Groups can be a wonderful way of connecting with others to share and even the benefits of meditation in this form. These groups, and especially the one that we envisage here are aimed at providing a community service in this area, and a supporter space to connect with others across the spectrum.
We do not aim at any specific size – large or small is not the objective, and many groups function very successfully for years with only two or three members.
As an open group, this particular one encourages drop-ins and new members are welcome at any time. In the initial stages we will open with a loose, and flexible schedule – moreover, the frequency and length of each meeting will hinge on the activities planned for that particular session or a number of sessions.
Meetings might be – short as one hour or in some cases stretch over a longer period if the group gathers to share a meal, listen to talk and engage in mindful discussion afterward.
Are groups time together, in the initial stages, may consist of any number of activities. It could be as basic as a simple sitting meditation – with a choice of guided, silent, or some of each – coupled with a friendly greeting before starting or re-entering your daily life.
To keep the theme open, as we progress we will consider applying mindfulness to a common interest or theme e.g., addiction, parenting, mental health and so on.
At the end of the session the group will, in general," short sitting or a loving-kindness meditation as a way to foster a greater sense of connection to each other and to the world around us. This sharing period will give participants the opportunity to listen deeply to one another, whilst also paying attention to what arises in themselves.
Some groups, like to choose specific topics to focus the sharing (such as forgiveness, mindfulness and work, dealing with conflict or working with anxiety), whilst others prefer a more open-ended discussion format.
The confidentiality of our group is aimed at creating a safe and supportive refuge we each individual is nourished as you shave freely from your real lives and hearts.
FACILITATING
When 10 being flexible about the facilitators role, but it will be informative in the beginning so that we can engender a sense of structure as time progresses. So, with a view to creating a structure, especially in the beginning, the facilitator will look after the overall arrangements for the meeting (place, time, notification), keeping time, and making sure all the necessary elements for the practice session (such as chairs, bell, clock, and recordings) are in place. Therefore the group facilitator will strive to promote a safe, stable atmosphere for people to meditate and engage with one another.
DEVELOPING LEADERS IN YOUR ORGANIZATION - STARTING THEM OFF RIGHTHuman Capital Media
Do all leaders need the same things? In this webinar, we will explore the importance of competency alignment to different levels of leadership, focusing on developing new leaders for long-term career growth. This includes a discussion around whether each level of leader should receive the same leader competencies, and if not, how should they vary. Once leadership competencies are agreed upon in the organization, it is essential to find an effective leadership program that complements those competencies and your business objectives. This webinar will help you develop an action plan for choosing the most effective leadership program that’s right for your organization.
Attendees will learn:
Which competencies are the most valuable for your new leaders
How to effectively instill those competencies in your new leaders
How to select the right leadership program for your organization
by Debra Watkinson, Maple Leaf Sports Entertainment Geoff Ramey, CHRP, SHRP Vice President, Human Resources, St Andrew Goldfields Ltd.
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
Employability skills of young graduates | MCB – An employer of choiceMCB
Employability skills of young graduates
Overview of the MCB
MCB Vision and Values
MCB Core Activities & Support functions
Career Opportunities at MCB
MCB and its people
Next Steps for you
Slides from a presentation given by The Skipton BA team to a meeting of IIBA UK's North branch on 25 November 2014.
A brief look at how Skipton Building Society have rolled out Lean, some of the Lean techniques they use, some of the challenges they have faced and what's still left to do.
Have you ever had to coach a struggling employee only to find yourself struggling to provide them with meaningful feedback? You're not alone. While most nonprofit leaders recognize the importance of effective performance management, many are uncertain about how best to provide support. Consistent coaching and feedback is essential to maintaining a high performing culture and ensures that employee development remains firmly aligned with an organization's mission and culture.
Join the Cornerstone OnDemand Foundation and Gayle Loving, Practice Leader of Business Consulting, for this special presentation on Coaching and Performance Feedback for Nonprofit Leaders.
Viewers will learn:
• How to effectively integrate coaching and feedback into your performance evaluation process
• Best practices for providing meaningful and useful feedback and coaching to address performance issues
• How to work with your management team to ensure coaching is included in the performance evaluation process
Watch the recording at http://www.cornerstoneondemand.org/resources?type=2.
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
Every organization regardless of size have non-value added steps in their processes which can dramatically affect their organizations. The problem is quite often the organization has never looked for these drags on the bottom line.
Despite Learning measurement frameworks like Kirkpatrick and Philips ROI that have been around for so many years, defining meaningful measures still continues to be a big challenge for L&D. ‘E’ has become the most ignored in ADDIE.
We talk to an experienced panel about the unsatisfactory current state and what needs to be done to improve the importance, visibility and value of measuring Learning effectiveness in the real world. We focus on how to collect actionable insights about learning effectiveness: not only seeking to answer, did learning achieve the desired or intended result, but also why/why not.
2. 2
Topic Agenda
Item Time
(min)
Introduction 2
In the Beginning…the Situation in early 2014 5
EIA Response 15
The TalentMap Process 15
Overall Results and Update 5
Q&A 5
Norm Baillie-David
SVP Engagement – TalentMap
With Special Guest:
Monica Helgoth
VP Business Development –
Western Region
Agenda
Holly Veiner
Manager, Talent and Acquisition
Edmonton International Airport
3. 3
15 years in business
7,000+ employee engagement surveys since
inception
1,000,000+ employees surveyed
500+ employee engagement surveys annually
Only 1 Focus
TalentMap by the Numbers
4. 4
Sample Clients & Benchmark
Award Programs Technology & Engineering Not-for-Profit & Association
Financial Services
Health Sciences
Other
6. Completed expansion in 2012
Shifting focus from “build” to “fill”
End stages of requisite org design
Stability in people resources
New talent strategy
Legacy issues
Situation in 2013
6
7. Complex organization and issues
Needed simplistic practical approach
Deep dive
TalentMap
• Understood complexity
• Recommendations - trusted
• Experienced
• Best practices
• Benchmarks
• Good fit
Why TalentMap was Engaged
7
8. Engagement Survey Revealed Significant Issues
Coefficient Vs. Delta To Benchmark
8
Compensation
Work Environment
Performance Feedback
Professional Growth
Work/Life Balance
Information and
Communication
Teamwork
Innovation
Customer Focus
Immediate Management
Executive Team
Organizational Vision
Strong
Engagement
Driver
Weak
Engagement
Driver
Worse Than
Benchmark
Better Than
Benchmark
• Engagement 11% below
TalentMap Benchmark
• Key issues with teamwork,
communications (silos), and
culture of innovation.
• Change fatigue from
renovations and org.
restructuring.
• Executive Team blamed for
low morale
10. Engagement Survey - Launch
• February – survey distributed
• March - TalentMap compiled results
• April - results shared with EMC
• May – results shared with SMT & all Managers
• June – results shared with all employees
• July – EIS update. Individual SBU & Division results sharing. Approach planning.
• August – consultation with TalentMap, defined approach
• September – SBU Talks & Employee Task Force
• October –Employee Task Force share action plan with CEO
• November – Pulse Survey & action plan
• December / January – Results sharing of Pulse Survey
11. Our Approach
Engagement Drivers Lowest Scores Strengths
Professional Growth
Maintain focus / deliver
Communicate
Employee Task Force – sub
topic
Information & Communication
Employee Task Force
Compensation
Communicate / inform
Innovation
Employee Task Force
Executive Team
Immediate
Forward actions
Performance Feedback
Maintain / enhance
Employee Task Force – sub
topic
Work Environment
Employee Task Force – sub
topic
Teamwork
Employee Task Force
Customer Focus
Communicate
Information sharing
12. Immediate Action
• Leadership visibility – Management led – HR support
– Management by walking around
• Commitment to listening & sharing, spontaneous, random
• Facilitate engagement opportunities & create approachability
• Sharing & receiving information directly from the front line
– Exec profiles
• Personalizing
• Get to know our Executives
– Creating transparency
• Communication – HR led – Comms support–
– People promise
– Communicate often
– Be transparent
– New & existing tools
– What & how?
13. SBU Specific
• SBU specific – VP led – Talent Map Consult
SBU insight / support
– Individual sessions with each VP - discuss
• Their results
• Implications for their specific SBU
• How to undertake effective action planning with employees
– Series of tailor-made directions on action planning
summarized in brief memo addressed to relevant VP
14. Corporate
• Corporate / cross-functional – HR support – Employee led
– Employee Task Force - Talent Map facilitate Three small (8-10) employee groups
for each identified engagement areas
– Main Topics: Innovation, Teamwork, Information & Communication
– Sub Topics: Professional Growth, Work Environment, Performance Feedback
• Understanding of issue root causes, preliminary idea generation and action planning
to identify quick wins and recommended actions
– Workshop – Talent Map facilitate Jumpstart High Intensity Action Planning
Workshop
• Build upon and expand individual task force action plans
• Develop final action plans (including accountabilities & timelines) to improve
engagement along each of the engagement drivers identified
– Each task force will “own” their action plan and be accountable for its
implementation moving forward
• Present to Tom (CEO) in October
• Share with EMC
16. Three Day Intensive Approach
16
Deep-Dive Focus
Groups
•Cross-functional – Involve Employees from Across the
Organization
•Identify Root Causes for Issues
Senior Leadership
Consultations
•1:1 with Senior Leaders to Discuss Issues
•Guidance, Review and Critique Action Plans
JumpStart
Workshop
•Full-day Workshop with ~ 40 employees. Cross functional.
•Focused Creativity and Idea Generation
•Prioritization, Convergence, Evaluation, Implementation Plan
17. Decisions take a long time to make as
managers don’t want to accept accountability,
resulting in many last-minute rushes and
inability to include all necessary participants in
team efforts.
Shift work and remote sites make face-to-
face collaboration more challenging
Culture of secrecy and lack of transparency
causes lack of trust between business units
People genuinely don’t know each other so
it is easier not to consider them when
planning and executing tasks
Worse still, front-line employees feel they are
rarely, if ever, consulted on areas where
they feel they have experience and expertise,
often resulting in costly “re-dos”.
Some Focus Group Highlights
17
Example of a “Mindmap” Used to Identify Root Causes
Deep-Dive Focus
Groups
19. Creative ideation exercises to help
employees develop 50-75 “action
ideas”
Ideas are prioritized
Most promising evaluated and
more fully developed.
Employee Driven Solution Development
19
JumpStart
Workshop
20. 69 Action Ideas
15 Priority Ideas
Evaluated and with
Action Plans
Workshop Results
20
21. Example Idea
Name your idea: _______________________________________________________
Description (What is it? How does it work? What are the main features?
What area does it focus on…marketing/promotion/display/etc.?)
How Does It Achieve Higher Employee Engagement?
Tours of facility
New employees
Changes to facility
Understanding of our facility and who takes care of what
What our challenges are and who does what and how things
impact other departments
Illustration
Primary Benefits (How does this solve a problem or
deliver a need?)
General – Airport Tours
22. PPCO – Pluses, Potentials, Concerns, Overcoming Concerns
(Airport Tours)Pluses
What do you like about idea right now?
Be direct, honest and specific
• Engagement – feel part of the EIA family
• Educational
• Meet an entire department
• Relaxed/casual environment
• Takes less time/20 people can meet 20 people at once
Potentials
What opportunities might this new idea open
up?
What might be potential spin-offs for future
growth?
• Creates a more efficient environment
• Opens up communication
• Create ideas for process improvement
Concerns
Express your concerns-open-ended questions
that offer a possible direction for future
development:
How to….
How might…
In what was might we….
• Nobody has time for that
• Aligning schedules
• Protective of turf/afraid people would point out deficiencies
Overcome Concerns
Review list of concerns
Choose most important one and create 3-5
ways to overcome
Continue until all concerns have been
addressed
• Keeping tours short
• Organized well in advance
• Share the benefits of the tour so people are less resistant
25. Fully established Engagement Committee
Building trust
• Listening
• Implementing ideas
Commitment from all leaders
• Senior Leadership Team ownership
Ownership of ideas
BoD support
2nd full survey September
Innovation sprouting
What’s Happened Since?
25
26. Event Format Topic Date
TalentMap Webinar Live Webinar The Increase In Popularity Of Pulse
Surveys: Do They Make Sense For
Your Organization?
July 23rd, 2015
12:00pm EST
TalentMap Webinar Live Webinar Engaging Your Employees Through
A Compelling Organizational Vision
Aug 13th, 2015
12:00 PM EST
TalentMap Webinar Live Webinar Managing Employee Engagement
During Major Organizational
Change
Sep 24th, 2015
12:00 PM EST
TalentMap Webinar Live Webinar How To Improve Engagement
Through Better Teamwork (And It’s
Not Through “Team-building”
Exercises)
Oct 29, 2015
12:00 PM EST
Upcoming TalentMap Learning Sessions
Register: www.talentmap.con/events
27. THANK YOU!
QUESTIONS AND DISCUSSION
27
Monica Helgoth
VP Engagement – TalentMap West
mhelgoth@talentmap.com
1-888-641-1113, x515
Norm Baillie-David
SVP Engagement
nbaillie-david@talentmap.com
1-888-641-1113, x504
Holly Veiner
Manager, Talent and Acquisition
Edmonton International Airport
hveiner@flyeia.com
Now we know what to focus on….how does that translate to actions?
Holly speak to slide and invite Tom to speak directly about the Executive Team
Go over each item briefly and explain how we will be approaching each individual dimension. See example of each below:
For those things that we’re doing well we’re going to make sure we keep doing well and don’t let our foot off the gas.
We’re thrilled to hear our performance feedback process is starting to come together. That doesn’t mean, since it’s one of our strengths, that we’re going to stop all efforts. It means that we’re going to keep on listening, take every opportunity, and be better and better at it. We’re passionate about giving feedback, and know that we need it to continue to grow and be better at what we do.
Professional growth is our number one driver of engagement. Our career development planning initiative was aimed specifically at drawing out what areas you want to develop in. We’ll be asking more about that…such as what worked well in our development planning process? Did it meet your expectations? What can we do different/better?
Executive Team was one of our lowest scores. We’ve begun to take immediate action in this area, restructuring to provide more opportunities and time to connect with employees.
What will happen with those other areas? – the medium/low priority dimensions? – What we’re heard through the survey is that we’re doing “ok” in these areas. These play an important role in our values and our success, we’ll continue to keep moving forward and strive for improvement as in everything we do. They just won’t be part of the initial action planning.
Tom to speak to Leadership Visibility – pass over to Holly for Communication
Tom’s speaking notes:
For those items that are most important to us (and we’re not doing so great at) we need to take immediate action. And where that immediate action is specifically driven from a certain area or group, e.g. Executive Team or Information and Communication, we’ve been working behind the scenes to address those gaps.
Our Executive Team has committed to being more available for you, and we’re asking that you be more available to your teams. We all need to commit to getting to know our employees, their goals, their stressors, what excites them and how they each define success. All that happens by talking to people. We need to ask our employees how we're doing in their eyes.
I know it can be difficult to request employee feedback, and it can be equally if not more challenging for an employee to give an honest response. Something that I’ve done that gets the conversation started is to say "It's one of my goals to constantly improve myself as a manager. What would you like to see me do differently? What could I be doing to make your job easier?”
It’s also great to personalize people, get to know them. It can make them more approachable. We’re going to start this by sharing more about our executive team. What makes them laugh? What stories of success or moments they would rather not share?
Tom
We have continued to engage the services of Talent Map’s while we build on internal skills, and understand what the engagement survey is telling us. As part of that support from Talent Map we will be holding one-on-one sessions with Talent Map and each VP.
Ask more from your VP. Ask how you can get involved.
Holly
Where we need your help we’re making a call out to you. We will be running a series of Task Forces the end of September. These Task Forces will discuss those topics / dimensions that we need your help with (read off slide).
They will be comprised of a cross section of employees who are interested in making a difference. While we have a few folks who have come forward and signed up, we still need more.
What does being involved mean?
Actively participating in discussions and providing insight
Represent their team and being their voice
Being involved first hand in planning for improvements
Reporting back and being part of the actions
Being part of shaping the culture that we aspire to be
Time involved?
1.5 days end of Sept
.5 day in Oct to present to EMC
Monthly meetings (approx 1 hr) to check in
Please let Holly or Heather know who from your team is interested in participating in one of these Task Forces.