This document discusses the key traits that differentiate good "Leader-Managers" from average ones. It identifies 12 traits of good Leader-Managers, including having high self-awareness, treating employees as organizational assets, being proactive, having people management knowledge, prioritizing clear communication, and viewing their management role as a privilege rather than a right. Average managers are more likely to have limitations in these areas, such as treating employees as their own resource and being reactive rather than proactive. The document emphasizes that ensuring all Leader-Managers exhibit these traits is important for optimizing employee engagement.
The American Society for Human Resources Management (SHRM) has identified employee engagement – inspiring and motivating people to excel at work – as the biggest challenge faced by its individual and company members. The traditional response of most organization leaders has been to throw money at the problem. In this executive brief, the author draws from his own wealth of leadership experience, and from the findings of numerous specialists in the field of leadership development and employee engagement, to offer a more compelling and effective alternative.
We take immense pleasure in unveiling the inaugural issue of our newsletter, “Ab Initio”. The literal translation of this Latin term is “from the beginning”, rendering it an apt name for our newsletter, which is aimed at putting forth a fundamental perspective on topical management-related issues.
The American Society for Human Resources Management (SHRM) has identified employee engagement – inspiring and motivating people to excel at work – as the biggest challenge faced by its individual and company members. The traditional response of most organization leaders has been to throw money at the problem. In this executive brief, the author draws from his own wealth of leadership experience, and from the findings of numerous specialists in the field of leadership development and employee engagement, to offer a more compelling and effective alternative.
We take immense pleasure in unveiling the inaugural issue of our newsletter, “Ab Initio”. The literal translation of this Latin term is “from the beginning”, rendering it an apt name for our newsletter, which is aimed at putting forth a fundamental perspective on topical management-related issues.
Many believe that the selection of the CEO is the single most important decision that a board of directors can make. In recent years, several high profile transitions at major corporations have cast a spotlight on succession and called into question the reliability of the process that companies use to identify and develop future leaders.
In this Closer Look, we examine seven common myths relating to CEO succession. These myths include the beliefs that:
1. Companies Know Who the Next CEO Will Be
2. There is One Best Model for Succession
3. The CEO Should Pick a Successor
4. Succession is Primarily a “Risk Management” Exercise
5. Boards Know How to Evaluate CEO Talent
6. Boards Prefer Internal Candidates
7. Boards Want a Female or Minority CEO
We examine each of these myths and explain why they do not always hold true. We ask:
• Why aren’t more companies prepared for a change at the top?
• Would directors make better hiring decisions if they had better knowledge of the senior management team?
• Would they be more likely to hire a CEO from within?
• Would they be more likely to hire a female or minority candidate?
• How many succession should a director participate in before he or she is considered “qualified” to lead one?
Read the Closer Look and let us know what you think!
How learning leaders can introduce crucial capabilities to their workforce for maximum success. This study also provides how Bellevue University's College of Continuing & Professional Education can assist you from our Power Skills boot camps to our Power Skills PRO (workforce assessment tool to discover where your gaps are).
Dyon tucker - 10 principles of strategic leadershipdyontucker
Dyon tucker strive to provide our employees a safe, clean, fulfilling and enjoyable environment which allows them to achieve business results and personal career development.
Seven Myths of Boards of Directors
David F. Larcker and Brian Tayan
September 30, 2015
Corporate governance experts pay considerable attention to issues involving the board of directors. Because of the scope of the board’s role and the vast responsibilities that come with directorship, companies are expected to adhere to common best practices in board structure, composition, and procedures. While some of these practices contribute to board effectiveness, others have been shown to have no or a negative bearing on governance quality.
We review seven commonly accepted beliefs about boards of directors:
1. The chairman should be independent
2. Staggered boards are bad for shareholders
3. Directors that meet NYSE independence standards are independent
4. Interlocked directorships reduce governance quality
5. CEOs make the best directors
6. Directors have significant liability risk
7. The failure of a company is the board’s fault
We ask:
• Why isn’t more attention paid to board processes rather than structure?
• Why aren’t more governance practices voluntary rather than required?
• Would flexible standards lead to better solutions or more failures?
• When do directors deserve the blame for a company’s failure and when is it the fault of management, the marketplace, or luck?
• How can shareholders more effectively monitor board performance?
Leadership, Intangibles & Talent Q1 2009 Four GroupsFour Groups
Unsurprisingly, the financial crisis is still uppermost in people’ s minds and new ideas and insights are slowly emerging, interestingly not always from organisations which one would term the “HR establishment”. Over and above this, other themes for this quarter include;
• Leadership development is going nowhere fast
• HR’ s relevance to an organisation’ s success
• HR acting more like a teenager, or not
• Command and control, enterprise 2.0 and amplified workers
• Successful recruitment via a self directing process
• A lack of creativity and death by data
• The big picture HR role
• Innovation, change and new ideas
As always any comments and feedback are welcome!
This case examines seven commonly accepted myths about corporate governance. How can we expect managerial behavior and firm performance to improve, if practitioners continue to rely on myths rather than facts to guide their decisions?
Many believe that the selection of the CEO is the single most important decision that a board of directors can make. In recent years, several high profile transitions at major corporations have cast a spotlight on succession and called into question the reliability of the process that companies use to identify and develop future leaders.
In this Closer Look, we examine seven common myths relating to CEO succession. These myths include the beliefs that:
1. Companies Know Who the Next CEO Will Be
2. There is One Best Model for Succession
3. The CEO Should Pick a Successor
4. Succession is Primarily a “Risk Management” Exercise
5. Boards Know How to Evaluate CEO Talent
6. Boards Prefer Internal Candidates
7. Boards Want a Female or Minority CEO
We examine each of these myths and explain why they do not always hold true. We ask:
• Why aren’t more companies prepared for a change at the top?
• Would directors make better hiring decisions if they had better knowledge of the senior management team?
• Would they be more likely to hire a CEO from within?
• Would they be more likely to hire a female or minority candidate?
• How many succession should a director participate in before he or she is considered “qualified” to lead one?
Read the Closer Look and let us know what you think!
How learning leaders can introduce crucial capabilities to their workforce for maximum success. This study also provides how Bellevue University's College of Continuing & Professional Education can assist you from our Power Skills boot camps to our Power Skills PRO (workforce assessment tool to discover where your gaps are).
Dyon tucker - 10 principles of strategic leadershipdyontucker
Dyon tucker strive to provide our employees a safe, clean, fulfilling and enjoyable environment which allows them to achieve business results and personal career development.
Seven Myths of Boards of Directors
David F. Larcker and Brian Tayan
September 30, 2015
Corporate governance experts pay considerable attention to issues involving the board of directors. Because of the scope of the board’s role and the vast responsibilities that come with directorship, companies are expected to adhere to common best practices in board structure, composition, and procedures. While some of these practices contribute to board effectiveness, others have been shown to have no or a negative bearing on governance quality.
We review seven commonly accepted beliefs about boards of directors:
1. The chairman should be independent
2. Staggered boards are bad for shareholders
3. Directors that meet NYSE independence standards are independent
4. Interlocked directorships reduce governance quality
5. CEOs make the best directors
6. Directors have significant liability risk
7. The failure of a company is the board’s fault
We ask:
• Why isn’t more attention paid to board processes rather than structure?
• Why aren’t more governance practices voluntary rather than required?
• Would flexible standards lead to better solutions or more failures?
• When do directors deserve the blame for a company’s failure and when is it the fault of management, the marketplace, or luck?
• How can shareholders more effectively monitor board performance?
Leadership, Intangibles & Talent Q1 2009 Four GroupsFour Groups
Unsurprisingly, the financial crisis is still uppermost in people’ s minds and new ideas and insights are slowly emerging, interestingly not always from organisations which one would term the “HR establishment”. Over and above this, other themes for this quarter include;
• Leadership development is going nowhere fast
• HR’ s relevance to an organisation’ s success
• HR acting more like a teenager, or not
• Command and control, enterprise 2.0 and amplified workers
• Successful recruitment via a self directing process
• A lack of creativity and death by data
• The big picture HR role
• Innovation, change and new ideas
As always any comments and feedback are welcome!
This case examines seven commonly accepted myths about corporate governance. How can we expect managerial behavior and firm performance to improve, if practitioners continue to rely on myths rather than facts to guide their decisions?
Few screenshots of levels I made and help to make for the upcoming MMO FPS Huxley which is currently in a beta testing phase here in Korea.
Powered by Unreal 3 Engine :).
This deck provides an overview comparison between 2 main cloud providers: GoGrid and Amazon Web Services. This presentation discusses:
- Why Cloud Computing?
- Key differentiators of GoGrid
- Feature comparison between GoGrid & AWS
- Advantages of hosting with GoGrid
Changing role of cloud & hosting providersPim Bilderbeek
Local cloud and hosting providers that have been busy building out their local infrastructure either will remain distinctly local and provide their own private, hybrid and public cloud offerings, or forge alliances with global cloud providers to complement their own offering.
BaaS-platforms and open APIs in fintech l bank-as-a-service.comVladislav Solodkiy
What is bank-as-a-service? And why it is so necessary for Asia-Pacific region? Download as pdf in English, Chinese, Korean and Japanese on www.bank-as-a-service.com. Read more on http://www.forbes.com/sites/vladislavsolodkiy/2016/08/03/what-asian-banks-can-learn-from-amazon-about-working-for-fintech/
Leadership is essential in quality management because it provides direction, motivation, and guidance to the organization's quality improvement efforts. Quality management involves ensuring that products or services meet or exceed customer expectations while maximizing efficiency, productivity, and profitability.
4 Reasons CEOs Struggle to Align Employee Goals to Corporate StrategyKhorus
As CEO, your job is to ensure your company is profitable. If your employees aren’t sure how their job contributes to that purpose, you might be fighting an uphill battle. Getting your employees on the same page with the executive team starts with recognizing where the breakdown is occurring. As they say, the first step to recovery is admitting there is a problem.
One of the most revealing metrics in determining if your employees understand their purpose is if they can answer the simple question, “What is it you do every day and how does that affect why we exist?” If not, it’s likely due to a lack of communication from the top down – that means you. This eBook can serve as a wakeup call for any CEO wondering how they can get the most out of their employees and ensure everyone is working towards the corporate vision.
Surviving an Economic Downturn with Talent Optimization | The Predictive IndexThe Predictive Index
We know you care deeply about building a lasting company. But with COVID-19 and the resulting economic downturn, uncertainty is the new normal for everyone. You’re navigating uncharted waters, battered by turbulence, and propelled forward by an urgent, deep-seated need to lead your company to safety—so it will endure.
Additionally, seeing your employees succeed is important to you. You have a duty of care; their overall well-being matters. Aside from taking health precautions, the best way to take care of your people right now is to ensure your company is resilient.
VaLUENTiS Emp Eng Osney Media Conference pres110913 pres final dist copynjhceo01
Presentation of Employee Engagement in Organisations containing results from recent global survey and forthcoming VaLUENTiS report 'Employee Engagement in Organisations: State of the Notion' 2013
ISHCM Dean interview transcript online M. Sc. in Human Capital Management 200712njhceo01
Interview with the Dean, Nicholas J Higgins regarding the recently announced release of new online course programmes including the Master of Science in Human Capital Management and the introduction of the School’s innovative and revolutionary CMAS® (Continuous Management Assessment System) technology
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!
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.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
VaLUENTiS Nicholas J Higgins 12 Key Differentiators of Leader-Managers 02-2014
1. Leveraging
Employee
Engagement:
The 12 key differentiators
of Leader-Managers
Nicholas J Higgins, DrHCMI MSc Fin (LBS) MBA (OBS) MCMI
CEO, VaLUENTiS Ltd & Dean, International
School of Human Capital Management (‘ISHCM’)
2. As organisations continue to grapple with the means to
optimise employee engagement on a daily basis – one of their
biggest assets (or liabilities) is the ‘Leader-Manager’.
To shortcut the leadership/management debate I use Drucker’s
dictum:
“Management is doing things right;
leadership is doing the right things.”
Thus my interpretation here is that Leadership and
management are two sides of the same ‘Leader-Manager’ coin.
Any individual who finds himself/herself ‘in charge’ of people
and wants to be successful, needs to be good at both. Period.
2
3. Having spent the last thirty years successfully managing
teams, being part of teams and latterly consulting on
successful team/organisation performance projects with regard
to employee engagement and talent management, I’ve
shortlisted a number of defining ‘traits’ that differentiate good
‘Leader-Managers’ from the rest.
If organisations are to demand, and get, the best from
employees in their organisation on a daily basis – then
ensuring that their cadre of Leader-Managers are ‘highperforming’ in engaging their staff is paramount.
This of course extends to ensuring that these LeaderManagers, themselves, are highly engaged. And we’re not just
talking about frontline Leader-Managers here – they are at all
levels starting with the CEO, continuing ‘downwards’. So what
are these ‘differentiators’ with regard to employee
engagement?
3
4. 1
Good Leader-Managers have good
self-awareness and score well on
any emotionally intelligent test.
This basic requirement feeds into
a number of the differentiators.
Many may observe that this is
common sense – but how many
current Leader-Managers pass this
basic requirement?
4
5. 2
Good Leader-Managers treat those
in their charge as organisation
assets and not their ‘own’.
That is – decisions made about
individuals are done from an
organisational perspective not the
individual manager’s perspective
(in terms of benefit).
It is important to recognise that
highly politicised environments
quite often work against this
‘good’ trait.
5
6. 3
Good Leader-Managers are more
pro-active (as opposed to good
‘fire-fighters’), forward-looking
and confident in dealing with dayto-day staff/operational matters.
However, many organisations
mistakenly associate good ‘firefighters’ as good ‘LeaderManagers’.
Having good ‘firefighters’ doesn’t
necessarily equate to high
employee engagement.
6
7. 4
Good Leader-Managers have a
good working understanding of
managing people and how to
optimise employee engagement getting the best out of people with
regard to performance.
This comes with both access to
requisite knowledge through
learning and gaining the right
experience.
Note, experience alone is not
enough.
7
8. 5
Good Leader-Managers understand
the importance of clear and
consistent one-to-one and one-tomany communication, particularly
around performance and decisions.
They also understand the good
and bad impact of the various
aspects of social media when it
comes to productivity.
8
9. 6
Good Leader-Managers get results
but not at the expense of overrelying on their best performers,
nor generating higher than needed
attrition whether it is absenteeism
or turnover.
Understanding the related positive
and negative aspects of employee
engagement in relation to
attaining targets, measures,
objectives and values is crucial.
9
10. 7
Good Leader-Managers always
make the tough calls for the
benefit of the team.
The collective employee
engagement will always be higher.
This is in marked contrast to
Leader-Managers who defer
decisions, using cover excuses or
who make politically expedient
decisions.
10
11. 8
Good Leader-Managers don’t
procrastinate or postpone issues
important to an individual team
member.
Cancelled appraisals are an
obvious and common example as
are delays in granting holiday
times and so on.
The Good Leader-Manager always
asks: Would I be happy being on
the receiving end? (And even if
they are from their own boss it is
no excuse to repeat the practice.)
11
12. 9
Good Leader-Managers understand
that making and explaining
decisions are all about team
equity.
It is one of the most underrecognised elements in employee
engagement.
Perceived fairness is paramount.
This is way beyond just ‘equality’
or ‘diversity’ issues.
12
13. 10
Good Leader-Managers pursue a
natural interest in the
development and success (and of
course safety) of the people in
their charge.
They don’t just do the tick-box
requirement.
13
14. 11
Good Leader-Managers continue to
challenge their team performance
in different ways given any work
constraints that may be operating.
Applying timely fresh approaches
or changes are all part of the
‘toolkit’.
14
15. 12
Good Leader-Managers recognise
that to be put ‘in charge’ of people
is a privilege that not everybody
receives.
Thus they recognise the
opportunity for what it is rather
than view it as a right due to
length of service or ‘loyalty’ or
reward for political correctness.
15
16. 1-page Summary
Good Leader-Managers vs. Average Leader-Managers.....
...Good managers
...Average/poor managers
High probability of:
1. Being self-aware (score well on EI)
2. Treating staff as the organisation’s ,not their own
‘little army’
3. Being pro-active, forward looking and confident no
matter the situation
4. Being knowledgeable of (successful) peoplemanagement approaches
5. Understanding the importance of clear one-to-one
communication and being consistent
6. Getting results but not at the expense (or overreliance on good performers)
7. Making tough calls when required for the benefit of
the team
8. Don’t postpone/move important events such as
individual reviews/appraisals etc
9. Understanding that most managerial decision-making
is about equity in people situations/issues
10. Taking a natural interest in people development
above the mandatory level
11. Challenging team performance in different ways
12. View management role as a ‘privilege’, not a right
High probability/tendency of:
1. Limited self-awareness
2. Treating staff as their own resource rather than
organisation’s
3. Being reactive, backward-looking and/or display
uncertainty on too many occasions
4. Being limited in their understanding of people
management
5. Their communication too often being seen as vague or
inconsistent when interacting with staff
6. Get results but tend to have higher absenteeism or
turnover of staff
7. Deferring tough calls, preferring to political expediency
even at the expense of others
8. History of postponing or procrastinating on individual
events such as individual reviews/appraisals
9. Limited awareness of or disregard the equity principle
when making managerial decisions
10. Show little interest in individual development save for
mandatory skill requirements
11. See team management as a ‘chore’
12. View management role as a ‘right’, not a privilege
17. The common default mental model for senior
managers and OD/HR practitioners…
‘Challenged’
People
Manager
‘Good’
Operating
Manager
‘Challenged’
Operating
Manager
‘Good’
People
Manager
19. Analogy of The ‘Broken Windows’ hypothesis
with employee engagement and LeaderManagers
The ‘Broken Windows theory’ states that monitoring and maintaining
urban environments in a well-ordered condition may stop further
vandalism as well as an escalation into more serious crime.
Applied to engagement…
The ‘theory’ states that monitoring and maintaining work
environments in a well-ordered management condition may stop
further engagement erosion as well as an escalation into more
serious disengagement issues.
19
20. A reminder that not all Leader-Managers are
highly engaged themselves. This is often
overlooked in organisations.
The impact of this should be obvious. Our
research showed the distribution of differing
scores across a random sample of LeaderManagers from our database (overleaf):
20
22. ‘Line Management’ engagement scores ‘bell curve’
“Same data as previous slide – different
graphic format…
Looking outside ‘norms’ that’s one in
seven line managers posing serious
concern…”
Management client cadre sample 2010-11
Sample size: 1400 managers
(employee population: 20,000)
Score range 200-1000
14.5% below one
standard deviation
200
Source: VaLUENTiS Engagement database
13.9% above one
standard deviation
738
1000
23. And lastly, embedding good employee engagement
practice:
‘Mapping the management reality’ example:
Against embedding
(Status quo OK)
Let it happen
(Ambivalent/
non-committal)
Help it happen
(qualified
supportive)
Individual Board members
Senior managers
Middle managers
Line managers
Supervisors/Team leaders
What’s your organisation reality map?
Make it happen
(Actively
championing)
25. Employee Engagement Solutions
Evidenced based definition,
understanding and application
Global
reach
Measurement wisdom
and expertise
Senior management
feedback sessions
Performance
link
Line of
sight
Reward
(equity)
‘License to
manage’
programmes
Work
environment
On-line tools
and analytics
Development
Operating
culture
Frontline
blended group
coaching
Survey design
expertise
Actioning
strategies and
tactics
THE
EE
PLAYBOOK
Project
management
expertise
‘Ten years of
innovation’
27. Smart. Smarter. Smartest...
Professional Services
www.valuentis.com
‘The leading human capital
management specialists’
‘PEOPLE SCIENCE®’
Organisation Intelligence
to
improve organisation performance
•
•
•
•
•
•
•
•
•
•
SOLUTIONS
Human Capital Management Evaluation
Employee Engagement
Talent Management
Workforce Productivity & Performance
Predictive Analytics
HC Forensics & Risk
HR Function ROI Analysis
Organisation Measurement
Management Education
Organisation Strategy
28. …+
2nd Floor, Berkeley Square House,
Berkeley Square, London W1J 6BD
Tel: +44 (0)207 887 6121
Fax: +44 (0)207 887 6100
enquiries@ISHCM.com
www.ISHCM.com
Think HR. Think Human Capital.™
Human Capital
Management.
Only one place to learn
Being human is unique. Attaining an M Sc in HCM is even more so.