United Minds’ Forward to Work: Perspectives to Guide Re-entry webinar series explores different considerations for people, culture, and change leaders managing the return to work.
In our fourth session, “Leading in Uncertain Times,” former Chief Human Resources Officer of State Street Capital Alison Quirk and President of United Minds Kate Bullinger discussed:
- The leadership challenge before us
- Profile of a leader in these uncertain times
- What employees need from leadership now
- Preparing leaders for re-entry
- Seizing the long-term reinvention opportunity
Please visit our website for more information: http://unitedmindsglobal.com.
The State of Corporate Reputation in 2020: Everything Matters NowWeber Shandwick
This new survey was conducted among executives from 22 markets worldwide and examines what drives a company’s reputation, why it is important to be highly regarded and the benefits that come with having a strong corporate reputation.
Chief Diversity Officers Today: Paving the Way for Diversity & Inclusion SuccessWeber Shandwick
This workplace diversity and inclusion survey, conducted among D&I professionals at high revenue companies in the U.S., focuses on the best practices of D&I functions that are well-aligned with the overall business strategy of the company and the roles, responsibilities, and challenges facing today's Chief Diversity Officers (CDOs).
United Minds’ Forward to Work: Designing the Employee Experience of the FutureWeber Shandwick
In our sixth session, “Designing the Employee Experience of the Future,” TIAA's Chief Associate Experience & Employee Relations Officer Andy Habenicht and Chief Talent Management Officer Josh Greenwald discussed their journey to becoming an employee-centric organization, including:
- The importance of focusing on employee experience
- Changing expectations in today’s environment
- Considerations to inform planning
Please visit our website for more information: http://unitedmindsglobal.com.
How performance recognition impacts innovation and employee engagementO.C. Tanner
What is a big company without a solid set of employees? How would Google, Microsoft, or Amazon function if they were run by one man behind a computer? The answer might be, they would function quite well for awhile—after all, that is how most of the biggest companies are started. But what about once they pick up? Once Amazon started shipping packages to millions of people across the world, it might not have worked quite as well with one man in his garage.
At the core, a company’s employees are everything. They are the ones that keep things running, that make the company what it is—whether good or bad. So it is only common decency that you should reward them with the due amount of respect and recognition that they deserve. But it is more than common decency that makes performance recognition a crucial facet of any successful business. As you can see from the slides, there is a lot of research that has proven the effect of proper employee recognition programs on things such as employee engagement, drive, work relationships, and employee retention (to name just a few). For more information, take a glance through the slides and see for yourself—happy employees make for a happy business.
Third-party global research commissioned by
the O.C. Tanner Institute, featuring quantitative
and qualitative studies, proves frequent and
effective employee recognition is highly
correlated to increased engagement,
productivity, innovation, trust, and tenure.
This third installment, on the topic of Employee Engagement and Retention, looks in some depth at the employee-employer relationship, including issues such as employee loyalty, happiness and commitment to the job. It also examines views about the employer’s reputation as a preferred place to work, and the circumstances under which employees explore alternative jobs and careers.
Understand the difference between "satisfaction" and "engagement" plus what process I believe will get the most engagement levels for human capital within organisations.
How do employees reach their maximum potential? What is the one thing that is proven to transform "good enough" into "great? The simple answer: an accelerator. O.C. Tanner offers insights based on a 10-year, 200,000 person study of managers and employees, that unveils new tips, including groundbreaking statistics, strategies, and benchmarks for increasing employee engagement, retention, and results.
The State of Corporate Reputation in 2020: Everything Matters NowWeber Shandwick
This new survey was conducted among executives from 22 markets worldwide and examines what drives a company’s reputation, why it is important to be highly regarded and the benefits that come with having a strong corporate reputation.
Chief Diversity Officers Today: Paving the Way for Diversity & Inclusion SuccessWeber Shandwick
This workplace diversity and inclusion survey, conducted among D&I professionals at high revenue companies in the U.S., focuses on the best practices of D&I functions that are well-aligned with the overall business strategy of the company and the roles, responsibilities, and challenges facing today's Chief Diversity Officers (CDOs).
United Minds’ Forward to Work: Designing the Employee Experience of the FutureWeber Shandwick
In our sixth session, “Designing the Employee Experience of the Future,” TIAA's Chief Associate Experience & Employee Relations Officer Andy Habenicht and Chief Talent Management Officer Josh Greenwald discussed their journey to becoming an employee-centric organization, including:
- The importance of focusing on employee experience
- Changing expectations in today’s environment
- Considerations to inform planning
Please visit our website for more information: http://unitedmindsglobal.com.
How performance recognition impacts innovation and employee engagementO.C. Tanner
What is a big company without a solid set of employees? How would Google, Microsoft, or Amazon function if they were run by one man behind a computer? The answer might be, they would function quite well for awhile—after all, that is how most of the biggest companies are started. But what about once they pick up? Once Amazon started shipping packages to millions of people across the world, it might not have worked quite as well with one man in his garage.
At the core, a company’s employees are everything. They are the ones that keep things running, that make the company what it is—whether good or bad. So it is only common decency that you should reward them with the due amount of respect and recognition that they deserve. But it is more than common decency that makes performance recognition a crucial facet of any successful business. As you can see from the slides, there is a lot of research that has proven the effect of proper employee recognition programs on things such as employee engagement, drive, work relationships, and employee retention (to name just a few). For more information, take a glance through the slides and see for yourself—happy employees make for a happy business.
Third-party global research commissioned by
the O.C. Tanner Institute, featuring quantitative
and qualitative studies, proves frequent and
effective employee recognition is highly
correlated to increased engagement,
productivity, innovation, trust, and tenure.
This third installment, on the topic of Employee Engagement and Retention, looks in some depth at the employee-employer relationship, including issues such as employee loyalty, happiness and commitment to the job. It also examines views about the employer’s reputation as a preferred place to work, and the circumstances under which employees explore alternative jobs and careers.
Understand the difference between "satisfaction" and "engagement" plus what process I believe will get the most engagement levels for human capital within organisations.
How do employees reach their maximum potential? What is the one thing that is proven to transform "good enough" into "great? The simple answer: an accelerator. O.C. Tanner offers insights based on a 10-year, 200,000 person study of managers and employees, that unveils new tips, including groundbreaking statistics, strategies, and benchmarks for increasing employee engagement, retention, and results.
Help Young Talent Develop a Professional MindsetDaniel Goleman
There is a chasm between what business leaders expect from recent graduates, and what these new hires offer. In a Hay Group study of 450 business leaders and 450 recent graduates based in India, the US, and China… a massive 76% of business leaders reported that entry-level workers and recent grads are not ready for their jobs.
In most cases, these hires are intelligent, ambitious, and technically savvy. They have proven their ability to accomplish the work. They’re committed and passionate about rising through the ranks. So what are these new professionals missing?
They’re lacking soft skills.
We recently supported a leading management consulting firm revamp their employee engagement value proposition. We did this is less than 24 hours and the client loved the results!
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
The Connection Between Employee Engagement and Glassdoor ScoresGlintInc
A recent study illuminates the significant link between employee engagement and both Glassdoor scores and stock value. Dr. Charles Scherbaum discusses the results of this analysis and provides concrete advice for systematically measuring and improving employee engagement in order to improve employer brand and financial outcomes.
By David F. Larcker and Brian Tayan, Stanford Research Spotlight Series, September 1, 2016
This Research Spotlight provides a summary of the academic literature on the influence that CEOs have on company outcomes (performance and risk). It reviews the evidence of:
• The contribution of the CEO to overall company performance
• The relation between previous managerial experience and future performance
• The relation between personal attributes and performance
• The relation between personality and performance
• Factors that might influence risk tolerance
This Research Spotlight expands upon issues introduced in the Quick Guide “CEO Succession Planning.”
In this report, Blessing White reviews key findings from our 2008 State of Employee Engagement global research and share strategies for delivering on the promises of employee engagement (employee retention strategy, employee motivation strategy).
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.
Focusing on Employee Engagement: How to Measure and Improve ItKip Michael Kelly
This white paper:- Outlines the characteristics of engaged employees- Identifies the traits that engaged, disengaged and actively disengaged employees demonstrate- Explores the costs of poor employee engagement to organizations- Provides suggestions to human resource and talent management professionals on how to gauge employee engagement in their organizations- Offers employee engagement trends and steps to improve employee engagement that HR and talent management professionals can take
In this latest edition of Insights Success - Best Companies to Work For, we are celebrating organizations that have excellent leaders at the top of their management getting their hands busy in keeping the work environment vibrant.
Employee engagement - Possibility or Pipe DreamCindy Gordon
Calculate the financial impact engagement is having on your company and learn ways of improving it.
Engagement is a critical factor to the success of your business and satisfaction of your customers
The HR Managers Guide to Employee EngagementSage HRMS
How can your company increase employee engagement and retain top performers? In this guide, we will examine some current statistics about employee engagement, show how employee engagement affects companies’ financial performance, and provide tips to effectively increase employee engagement at your company.
The CEO Reputation Premium: Gaining Advantage in the Engagement EraWeber Shandwick
At an event in New York City to launch The CEO Reputation Premium: Gaining Advantage in the Engagement Era, Weber Shandwick Chief Reputation Strategist Dr. Leslie Gaines-Ross presented results from the research. A panel, moderated by Fortune's Jennifer Reingold, then continued the discussion, with experts from Campbell Soup Company and PIMCO, Micho Spring, Chair, Global Corporate Practice and President, New England at Weber Shandwick and Carol Ballock, Executive Vice President, Executive Equity & Engagement Lead at Weber Shandwick, sharing insights and stories about CEO reputation. View Dr. Gaines-Ross’ presentation for her key findings from the research.
The current Covid-19 pandemic has posed a huge challenge for world leaders. Being one of the most unprecedented crises the world has seen in the 21st century, it has surely tested the competence of leaders. Decisions made by leaders are not simple binary answers but the result of opposing ideas.
Covid-19 has consumed too many lives since it started. While the situation is out of our hands, country leaders are put in the most controversial position every time a decision has to be made. Most of these decisions are based on quick logical thinking in the spur of the moment.
Help Young Talent Develop a Professional MindsetDaniel Goleman
There is a chasm between what business leaders expect from recent graduates, and what these new hires offer. In a Hay Group study of 450 business leaders and 450 recent graduates based in India, the US, and China… a massive 76% of business leaders reported that entry-level workers and recent grads are not ready for their jobs.
In most cases, these hires are intelligent, ambitious, and technically savvy. They have proven their ability to accomplish the work. They’re committed and passionate about rising through the ranks. So what are these new professionals missing?
They’re lacking soft skills.
We recently supported a leading management consulting firm revamp their employee engagement value proposition. We did this is less than 24 hours and the client loved the results!
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
The Connection Between Employee Engagement and Glassdoor ScoresGlintInc
A recent study illuminates the significant link between employee engagement and both Glassdoor scores and stock value. Dr. Charles Scherbaum discusses the results of this analysis and provides concrete advice for systematically measuring and improving employee engagement in order to improve employer brand and financial outcomes.
By David F. Larcker and Brian Tayan, Stanford Research Spotlight Series, September 1, 2016
This Research Spotlight provides a summary of the academic literature on the influence that CEOs have on company outcomes (performance and risk). It reviews the evidence of:
• The contribution of the CEO to overall company performance
• The relation between previous managerial experience and future performance
• The relation between personal attributes and performance
• The relation between personality and performance
• Factors that might influence risk tolerance
This Research Spotlight expands upon issues introduced in the Quick Guide “CEO Succession Planning.”
In this report, Blessing White reviews key findings from our 2008 State of Employee Engagement global research and share strategies for delivering on the promises of employee engagement (employee retention strategy, employee motivation strategy).
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.
Focusing on Employee Engagement: How to Measure and Improve ItKip Michael Kelly
This white paper:- Outlines the characteristics of engaged employees- Identifies the traits that engaged, disengaged and actively disengaged employees demonstrate- Explores the costs of poor employee engagement to organizations- Provides suggestions to human resource and talent management professionals on how to gauge employee engagement in their organizations- Offers employee engagement trends and steps to improve employee engagement that HR and talent management professionals can take
In this latest edition of Insights Success - Best Companies to Work For, we are celebrating organizations that have excellent leaders at the top of their management getting their hands busy in keeping the work environment vibrant.
Employee engagement - Possibility or Pipe DreamCindy Gordon
Calculate the financial impact engagement is having on your company and learn ways of improving it.
Engagement is a critical factor to the success of your business and satisfaction of your customers
The HR Managers Guide to Employee EngagementSage HRMS
How can your company increase employee engagement and retain top performers? In this guide, we will examine some current statistics about employee engagement, show how employee engagement affects companies’ financial performance, and provide tips to effectively increase employee engagement at your company.
The CEO Reputation Premium: Gaining Advantage in the Engagement EraWeber Shandwick
At an event in New York City to launch The CEO Reputation Premium: Gaining Advantage in the Engagement Era, Weber Shandwick Chief Reputation Strategist Dr. Leslie Gaines-Ross presented results from the research. A panel, moderated by Fortune's Jennifer Reingold, then continued the discussion, with experts from Campbell Soup Company and PIMCO, Micho Spring, Chair, Global Corporate Practice and President, New England at Weber Shandwick and Carol Ballock, Executive Vice President, Executive Equity & Engagement Lead at Weber Shandwick, sharing insights and stories about CEO reputation. View Dr. Gaines-Ross’ presentation for her key findings from the research.
The current Covid-19 pandemic has posed a huge challenge for world leaders. Being one of the most unprecedented crises the world has seen in the 21st century, it has surely tested the competence of leaders. Decisions made by leaders are not simple binary answers but the result of opposing ideas.
Covid-19 has consumed too many lives since it started. While the situation is out of our hands, country leaders are put in the most controversial position every time a decision has to be made. Most of these decisions are based on quick logical thinking in the spur of the moment.
As technology enables workers to decentralize their work, clocking "in" and "out" will no longer be necessary. Workers may rarely be in the office, and their working hours may bear little resemblance to the traditional nine-to-five schedule.
What might the workplace look like in the year 2020?
15Five's Guide To Creating High Performing TeamsDavid Hassell
Managing a team has never been more complex. Knowledge-based workers are challenging status-quo leadership at every turn. How will you keep your A-players, ensure their happiness and call forth their best week after week?
15Five's Guide To Creating High Performing Teams contains helpful management tips on everything from building better relationships with employees to supercharging meetings and performance reviews.
I deeply believe every person leads her/ his way either in a family or community; Therefore certain traits and characteristics need to be applied in order to achieve success then greatness.
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
10 Productive Ways To Boost Employee MoraleEmily Smul
We teamed up with the employee morale experts at Blueboard and OneWorkplace to cover the top 10 productive ways to boost employee morale during the Coronavirus pandemic.
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
What if everyone is not on the same page? What if there are doubts, upsets, withholds? To solidify your team’s performance basics, discuss one topic each week, quarter after quarter. These timeless, essential, generative questions are never tired or tiring. You can rely on them to keep your uppermost priorities fresh and top of mind. Like leafy green vegetables replenish our bodies, these questions will nourish your team’s performance.
Providing leadership during a time of crisis is of critical importance. I thought it would be appropriate to share a presentation that provides insight into how leaders can develop and display resiliency. The materials and learning outcomes are addressed during leadership coaching and training sessions.
For multinational companies, business as usual no longer exists. As the world fought to contain the COVID-19 pandemic in 2020, the outlines of a less visible battle came into focus around the world: a new era of Great Power Competition whose consequences will endure long after the virus is eliminated.
United Minds’ Forward to Work: Fostering Workplace InclusionWeber Shandwick
United Minds’ Forward to Work: Perspectives to Guide Re-entry webinar series explores different considerations for people, culture, and change leaders managing the return to work.
In our fourth session, “Fostering Workplace Inclusion in Challenging Times,” Chief Inclusion & Diversity Officer at CMG Margenett Moore-Roberts, and SVP of Diversity & Inclusion at United Minds Tai Wingfield discussed:
- How recent events have impacted diverse populations
- How workplaces have become more and less inclusive
- Measures to meet the moment
- Redesigning for the long term
Please visit our website for more information: http://unitedmindsglobal.com.
United Minds’ Forward to Work: Understanding Treatments and VaccinesWeber Shandwick
United Minds’ Forward to Work: Perspectives to Guide Re-entry webinar series explores different considerations for people, culture, and change leaders managing the return to work.
In our second session, “Understanding Treatment and Vaccines,” Duke University Professor of Global Health Dr. Mike Merson and Global Director of Element Scientific Communications Dr. Frank Orrico discussed:
• Mitigation and containment
• Blunting impact with treatments
• Vaccines as the key to normalcy
• Implications for businesses
Please visit our website for more information: http://unitedmindsglobal.com.
United Minds’ Forward to Work: Navigating Government GuidelinesWeber Shandwick
United Minds’ Forward to Work: Perspectives to Guide Re-entry webinar series explores different considerations for people, culture, and change leaders managing the return to work.
In our first session, “Navigating Government Guidelines,” President of Global Public Affairs for Weber Shandwick Pam Jenkins and Executive Vice President of United Minds Anthea Hoyle discussed:
- The political lens through which leaders and citizens are viewing the COVID-19 crisis
- The challenges of conflicting guidance from local, state and federal government and how organizations are balancing government guidance with business needs
- The ways in which this crisis has changed the expectations of employers from both their people and their customers
Please visit our website for more information: http://unitedmindsglobal.com
A recent KRC Research poll of American employees and consumers explores perceptions around the corporate response to COVID-19, as well as implications for the workplace as companies navigate the re-entry phase. The results suggest effective, consistent communications, an emphasis on employee safety and a commitment to corporate values will all play a key role in navigating the recovery phase.
This year’s edition highlights five critical trends for communicators in the next 12-18 months. Each is brought to life with real-world examples, implications for businesses and a carefully curated selection of classes from innovative institutions worldwide.
The Study Guide is designed as both a primer and a resource to allow for deep-dives. We hope it piques your curiosity and gives you fluency in new elements of modern media and communications.
Lydia Lee, President, Weber Shandwick China, shares more on the experience of managing COVID-19 for our offices in China as well as how we advised companies on communicating across the three stages: outbreak, quarantine and recovery.
In partnership with Weber Shandwick, KRC Research conducted 23 in-depth, guided, qualitative interviews among C-level and other top executives to understand the challenges and opportunities of doing business in disruptive times.
The latest installment of Civility in America, an annual poll conducted by Weber Shandwick and Powell Tate, in partnership with KRC Research, once again finds that the majority of Americans perceive incivility to be a problem in our society.
Weber Shandwick, in partnership with KRC Research, has released Employee Activism in the Age of Purpose: Employees (UP)Rising, as an expansion upon Weber’s extensive work on corporate activism.
CEO Activism: Inside Comms & Marketing - InfographicWeber Shandwick
CEOs are increasingly speaking out publicly and taking stands on controversial issues. To understand how executives perceive their own CEOs’ activism and whether organizations are prepared to respond to hot-button issues, Weber Shandwick partnered with KRC Research to survey 500 communications and marketing executives in the US (300), UK (100) and China (100).
Weber Shandwick, in partnership with KRC Research, released CEO Activism: Inside Comms & Marketing, the third report issued in the 2018 annual CEO Activism poll conducted by Weber Shandwick in partnership with KRC Research. The latest research is a survey of communications and marketing executives in the US, UK and China and finds that CEO activism is squarely on the corporate agenda and reaps reputational rewards.
The Great American Search for Healthcare InformationWeber Shandwick
Weber Shandwick, in partnership with KRC Research, released The Great American Search for Healthcare Information, a survey of 1,700 American adults. The research focuses on Healthcare Information Seekers, or those who look for health-related information at least once a year.
Civility in America 2018: Civility at Work and in Our Public SquaresWeber Shandwick
Weber Shandwick and Powell Tate, in partnership with KRC Research, have conducted Civility in America: A Nationwide Survey annually since 2010. View the full report at http://bit.ly/2t5SxE2
Weber Shandwick, in partnership with KRC Research, released CEO Activism: The Tech Effect, a follow-up to The Purposeful CEO from earlier this year. The Tech Effect surveyed technology professionals such as software/application developers and software engineers in seven global markets: Brazil, Canada, China, India, Mexico, the UK and the U.S.
Weber Shandwick, in partnership with KRC Research, released CEO Activism in 2018: The Purposeful CEO. This survey is the third installment of Weber Shandwick’s CEO activism series, following The Dawn of CEO Activism (2016) and High Noon in the C-Suite (2017). This year’s report finds that nearly eight in 10 consumers (77 percent) agree that CEOs need to speak out when their company’s values are violated or threatened.
Civility in America 2018 - Fast Facts Civility in AmericaWeber Shandwick
Weber Shandwick and Powell Tate, in partnership with KRC Research, have conducted Civility in America: A Nationwide Survey annually since 2010. Read 8 top-line findings from the research.
Report from the Buy Side: The Power of Intangible Factors on Investment Decis...Weber Shandwick
Weber Shandwick, in partnership with KRC Research, conducted a survey among buy-side investors in the U.S. to determine what influences buy-side investors’ valuation perceptions and investment decisions.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
3. 3
The leadership challenge before us
Profile of a leader in these uncertain times
What employees need from leadership now
Preparing leaders for re-entry
Seizing the long-term reinvention opportunity
What we’ll
cover
4. 4
COVID-19, racial
inequity and ongoing
protests For many leaders, this is both the
biggest challenge and the most definitive
moment of their careers
5. 5
1. RESPOND
Leaders had to act quickly to safeguard the wellbeing of
their employees and the health of the business.
2. RESET
Leaders are preparing to scale operations back up, still
facing uncertainty without a vaccine and widespread
immunity. They must shift from reactionary measures
and begin to make medium-to-long-term changes to how,
when and where work gets done.
3. REINVENT
Leaders must display cautious optimism and energy to
build anew. They must re-evaluate their organizations,
decide which change initiatives to continue with, which
new ones to introduce and how to position their
organizations for the long-term.
Strong leadership
is needed at every turn
6. 6
Consumer needs &
expectations shifting
overnight
The reality leaders
face: disruption in
every part of the
business Changes to the way products
and services are delivered
Interruptions to operations
and supply chains
Large-scale organizational
restructuring
JUST REPORT
The COVID-19 Corporate Response Tracker: How America’s
Largest Employers Are Treating Stakeholders Amid the
Coronavirus Crisis
How to Make Sure Your Product is
Needed In A COVID-19 World
Heightened expectations for
corporate leadership on CSR,
D&I and community support
7. 7
Anxiety,
uncertainty are
plaguing people
across all aspects
of life
AT WORK
7out
of
10 employees say this is the most
stressful time of their entire careers
WHEN SHOPPING
Half of consumers reported a reduction in
spending in the last two weeks
43% believe it will take them 6 months or
longer to recover financially
WHEN INVESTING
Sources: Ginger, McKinsey,
Betterment
8. Leaders are no
exception
8
Little opportunity to cope and process events personally or privately1.
2.
3.
4.
5.
6.
7.
Many are working remotely and managing virtual teams for the
first time at scale
May or may not have the skills required to lead at this time, and
needing to learn in real-time
Having to make tough decisions without all the facts and without
precedent to rely on
Answering to concerned shareholders, partners, suppliers,
customers and employees
Being watched closely with every move scrutinized
Facing high expectations for their role in addressing current
societal issues
11. Compassionate
leadership in action
11
When Violence Erupted,
One Mayor Found All the
Right Words
‘An absolute gift’: Southwest flight
attendant, American Airlines CEO have
emotional racism talk at 30,000 feet
A Message from
Co-Founder and CEO
Brian Chesky
12. 12
Profile of a
successful
leader in
uncertain
times
This core set of attributes is
needed now more than ever
1. Trustworthy 2. Communicative
4. Flexible
3. Empathetic 5. Future-oriented
Behaves with integrity and
good intent; follows
through on commitments
Is visible and reliably shares
credible information as it becomes
available; engages in two-way
conversations
Puts people first; seeks to see
and feel what others see and feel
Sets a hopeful vision for the future
and rallies others in pursuit of it
Adapts his/her thinking,
leadership style and decision-
making to meet the moment
14. 14
Few things will earn
employee confidence
more than values-based
leadership
Employees want reassurance that their
leaders are doing the right thing whenever
possible, especially in difficult times. Trust
is built through dialogue and action, not
proclamations and intentions
15. 15
Commit to timely,
transparent, two-way
communications
Source: Roger D’Aprix
02
The key
questions we
need to answer
How have
expectations
changed in this
environment?
How do I request
accommodations and
find resources?
What can I do to help
the business? My
clients? Others?
Where is this
heading? How are
we getting ahead of
impacts?
Will I have a job in
the future state?
Will the nature of
my job change?
How is my part of
the organization
doing?
JOB SECURITY OUTLOOK
WAYS TO
HELP
INDIVIDUAL
NEEDS
PERFORMANCE
FEEDBACK
WORK UNIT
OBJECTIVES
16. 16
How
communications
impacts trust
Receive Info (%) Do Not Receive Info (%)
Proud to work for their employer 90 35
Employer puts the safety of workers above
profits
84 38
Employer’s response is exactly what it
should be
85 28
Look forward to going back to work 84 41
84% 80%
53%
Receive Updates from Employer
Working in an
office or facility
Working at home Furloughed
Source: KRC Research
17. 17
CEOs and other
leaders must be
front and center,
communicating
trusted information
Key to managing employee anxiety is a
consistent cadence of communications
from leadership
CEOs could consider borrowing from
Governor Cuomo’s model I believe communication is important and I believe
words are important. Say what you mean.”
“
18. 18
General communications principles
to keep in mind
Be visible and
accessible, even in this
remote environment
Establish a regular,
predictable cadence
Invite dialogue and ask
for feedback
Be an attentive and
empathetic listener
Be comfortable
responding “I don’t
know”
Be human in content
and delivery, especially
now
Don’t make promises
you can’t keep
Use forums that suit
your style
19. 19
Communicating
in a time of racial
tension
Now more than ever, leaders and
managers must reaffirm company
values and express their personal
commitment to diversity, equity
and inclusion
Ensure the CEO sets the example for other leaders to follow
Convene small group discussions and encourage one-on-one conversations
Recalibrate all corporate communications for content and tone
Provide opportunities for storytelling that fosters understanding
Educate employees on how to express support and practice allyship
Make time to co-create solutions
20. 20
Empathize with your
people and support
them in ways that
meet personal and
business needs
Lolly Daskal
03
+ Truly listen
+ Don’t interrupt
+ Be fully present
+ Leave judgment behind
+ Watch body language
+ Encourage the quiet ones
+ Take a personal interest
+ Lead from within
21. 21
Stay flexible – in attitude,
thinking and approach
04
What worked in the past will likely
not work in the future
The IBM Work From Home Pledge
During times of COVID-19
I pledge to be Family Sensitive.
I pledge to support Flexibility for Personal Needs.
I pledge to support “Not Camera Ready” times.
I pledge to Be Kind.
I pledge to Set Boundaries and Prevent Video Fatigue.
I pledge to Take Care of Myself
WITH YOURSELF
+ Be humble
+ Adopt an innovation mindset
+ Avoid making assumptions
WITH OTHERS
+ Be open-minded
+ Solicit good ideas from everywhere
+ Respond to different employee needs differently
+ Don’t be afraid to experiment and course correct
+ Check in with your people regularly to recalibrate
expectations
22. 22
Provide increased flexibility to what was already
a diverse workforce with diverse needs
Employee groups may need special accommodations
FRONTLINE
EMPLOYEES
- Hazard pay
- Paid sick leave
- Modified
schedules
- Company-
provided PPE
DISABLED
EMPLOYEES
- Extended WFH
arrangements
- Commute
accommodations
- WFH office set-up
stipend
PARENTS
- Extended WFH
arrangements
- Job role changes
- On-site
accommodations
OLDER
EMPLOYEES
- Extended WFH
arrangements
- Job role changes
- Paid leave
23. 23
Practice
optimism
05
Research shows approximately 50% of
people are worst-case thinkers. In a crisis,
they will be operating from fear —
contributing negative energy and sharing
doomsday scenarios. The antidote to this is
for leaders to operate from a realistic
assessment of what is most likely to happen,
challenging the team to move the needle
into more positive territory.”
“
Lucy English, meQuilibrium Kalev
+ Be emotionally self-aware
+ Choose to exude positivity even when they’re not
feeling it
+ Acknowledge the challenges but talk about the future
with vision, passion and commitment
+ Celebrate wins of all sizes to build belief and
momentum
A positive outlook leads to positive emotions and positive
emotions lead to increased performance, loyalty,
motivation, and customer service.
The emotions of leaders shape the feelings of the people around
them for better or worse. “Emotional contagion” is real, making it
all the more important for leaders to:
25. The great re-onboarding
customized training, events and engagement
opportunities that ready leaders and managers
for the new way of working.
Relieving anxiety by acclimating people to
the spaces, protocols and behaviors
required in a COVID world.
26. 26
Upskilling leaders
and managers in
two key areas
NEW OPERATIONAL PROTOCOLS
New schedules,
hours and work
locations
Testing
protocols
Sanitation
procedures
LEADERSHIP SKILLS THAT MEET THE MOMENT
Supporting
employees’ health
and safety
Fostering mental
and emotional
well-being
Building an
inclusive team
Building personal
resilience
Leading a
hybrid team
Having difficult
conversations
27. ON-DEMAND
TRAINING
VIRTUAL
WALKTHROUGHS
LIVE SESSION
WITH LEADERSHIP
PRE-CAMP
CAMP EXPERIENCE
Leader & Manager Surveying Customized Re-onboarding Plans
POST-CAMP
Reboot Camp
Leader Playbook
Day-in-the-Life
Re-Entry Video
Series
WEEK 1 TRANSITION
Leader & Manager
Concierge
Services
Socially Distanced
Social Events
(Re)boot
Camp
Goals
1. Ensure leaders’
physical, psychological
and mental well-being
2. Reduce anxiety about
returning to work
3. Provide a positive and
seamless experience
AT-A-GLANCE
27
29. 29
Now is the time
for leaders to
chart the path
forward DON’T JUST RECOVER, REINVENT.
As the COVID-19 situation begins to
stabilize, leaders are shifting from
crisis management to planning for the
future. And planning for the future is
all about transformation. Leaders have
an opportunity not only to recover but
to reset and reinvent, coming back
stronger than ever.
30. Acceleration of change that
now has new urgency
Re-evaluation of projects,
priorities and resources
More disruption than people
can absorb or accept
Redefinition of the employer-
employee relationship
30
Preparing for the future:
What leaders might expect
Bringing worry, fear and
grief into the workplace
Affirmation of values &
emphasis on critical behaviors
31. + Everyone is facing anxiety and uncertainty, even
leaders themselves
+ Compassionate leadership is what is most needed
in today’s environment
+ Not all leaders have the skills they need to lead
through this time; companies must help them to
acquire them in real-time
+ Leaders and managers have a critical role to play at
re-entry/Day 1 of “the new normal” but must also
be thinking long-term
Key
takeaways
31