Slides of Peter Bollenbeck's talk about InVision's (https://www.invision.de) salary philosophy, how they got there and what lies ahead. Held at Hafentalks 4, 13 December 2016, Düsseldorf/Germany
Please Don't Go: The top retention drivers for employeesCulture Amp
Using data from Culture Amp's 2015 Benchmark report we look at the key drivers of retention. Data collected is from over 60,000 employees at 100+ of the world's most innovative companies.
Using Data to (Continuously) Develop a Culture First Onboarding ExperienceCulture Amp
A company’s onboarding experience is essential. You're orienting a new hire in the right direction and equipping them with the tools to become productive sooner.
Though you may already have an onboarding program, what are you doing to further develop it? How are you leveraging employee feedback data to uncover trends and make meaningful changes?
In this webinar, join Stacey Nordwall, Senior People Operations Manager and Fresia Jackson, Senior People Scientist; they’ll share how to collect and understand data regarding your onboarding experience to quickly iterate and improve your program.
You'll learn:
- Why onboarding is important
- What to measure in onboarding
- How to take action with onboarding data
Property and Casualty Insurance Customer Experience (by @peoplemetrics @smcdade)PeopleMetrics
This document discusses the importance of customer experience (CX) culture for companies in the property and casualty insurance industry. It notes that trust drives customer experience in this sector. The document outlines findings from a study that identified five key dimensions of a customer-centric culture: how companies hire, reward and manage employees; how they make decisions; how employees work together; what they talk about; and what they expect. It shows how performance on these dimensions can differ and how improving certain areas, like how employees work together, can increase engagement and foster trust. The overall message is that customer trust is directly impacted by employee interactions, so companies should assess their CX culture and make improvements where needed.
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...Qualtrics
Engaged employees are more productive, contribute more to the bottom line, generate higher customer ratings, and help you attract new talent. On the flip side, actively disengaged employees cost the US approximately half a trillion dollars per year.
Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
Engagement refers to an employee's emotional commitment to their company and its goals. When employees are engaged, companies see benefits such as 37% lower absenteeism, 25-65% lower turnover, and higher profitability. However, most common engagement strategies do not seem to be working. Engagement is influenced by individual factors like job fit, manager impact, company culture, and team dynamics. Misalignment in any of these areas can cause disengagement. Understanding individual behavioral differences through assessment can help address misalignments and improve engagement. Fixing engagement requires measuring trends globally but taking localized action to enhance personal and group fit within a company.
This document provides an overview of employee engagement. It begins by discussing why economists may be interested in engagement and its potential benefits such as increased discretionary effort, alignment of interests, and gift exchange. It then examines the importance of employees to corporate reputation according to surveys. The document explores various definitions and conceptualizations of engagement as both an academic subject and a practical craft. It also analyzes measures of engagement over time from different surveys in the UK that show some variation but also stability. Finally, it discusses factors that can influence engagement levels such as leadership, employee voice, stress, and organizational commitment.
Please Don't Go: The top retention drivers for employeesCulture Amp
Using data from Culture Amp's 2015 Benchmark report we look at the key drivers of retention. Data collected is from over 60,000 employees at 100+ of the world's most innovative companies.
Using Data to (Continuously) Develop a Culture First Onboarding ExperienceCulture Amp
A company’s onboarding experience is essential. You're orienting a new hire in the right direction and equipping them with the tools to become productive sooner.
Though you may already have an onboarding program, what are you doing to further develop it? How are you leveraging employee feedback data to uncover trends and make meaningful changes?
In this webinar, join Stacey Nordwall, Senior People Operations Manager and Fresia Jackson, Senior People Scientist; they’ll share how to collect and understand data regarding your onboarding experience to quickly iterate and improve your program.
You'll learn:
- Why onboarding is important
- What to measure in onboarding
- How to take action with onboarding data
Property and Casualty Insurance Customer Experience (by @peoplemetrics @smcdade)PeopleMetrics
This document discusses the importance of customer experience (CX) culture for companies in the property and casualty insurance industry. It notes that trust drives customer experience in this sector. The document outlines findings from a study that identified five key dimensions of a customer-centric culture: how companies hire, reward and manage employees; how they make decisions; how employees work together; what they talk about; and what they expect. It shows how performance on these dimensions can differ and how improving certain areas, like how employees work together, can increase engagement and foster trust. The overall message is that customer trust is directly impacted by employee interactions, so companies should assess their CX culture and make improvements where needed.
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...Qualtrics
Engaged employees are more productive, contribute more to the bottom line, generate higher customer ratings, and help you attract new talent. On the flip side, actively disengaged employees cost the US approximately half a trillion dollars per year.
Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
Engagement refers to an employee's emotional commitment to their company and its goals. When employees are engaged, companies see benefits such as 37% lower absenteeism, 25-65% lower turnover, and higher profitability. However, most common engagement strategies do not seem to be working. Engagement is influenced by individual factors like job fit, manager impact, company culture, and team dynamics. Misalignment in any of these areas can cause disengagement. Understanding individual behavioral differences through assessment can help address misalignments and improve engagement. Fixing engagement requires measuring trends globally but taking localized action to enhance personal and group fit within a company.
This document provides an overview of employee engagement. It begins by discussing why economists may be interested in engagement and its potential benefits such as increased discretionary effort, alignment of interests, and gift exchange. It then examines the importance of employees to corporate reputation according to surveys. The document explores various definitions and conceptualizations of engagement as both an academic subject and a practical craft. It also analyzes measures of engagement over time from different surveys in the UK that show some variation but also stability. Finally, it discusses factors that can influence engagement levels such as leadership, employee voice, stress, and organizational commitment.
CFOs: It's Time to Talk to HR About Finances
As any CFO knows, inefficient HR administration drives up operating costs. These profit killers can eat at your company's bottom line, and it may be happening without you knowing it.
Common profit leaks that may be occurring in your company.
How a collaboration with HR can help you reduce risks and save money.
This document discusses a case study about issues arising at Independence Engineering Company regarding employee attitudes and performance evaluation. It analyzes the perspectives of the company, an employee named Srivatsa, and the manager Lajpat. Srivatsa has become dissatisfied with the company's fixed grade pay system and lack of monetary benefits or positive feedback. This has hurt employee motivation, relations, and commitment. The document proposes solutions like rewards, feedback sessions, and a balanced scorecard approach to performance management to improve loyalty, productivity, and staff retention.
From order taker to talent advisor: breaking down the drive-thru window | Tal...LinkedIn Talent Solutions
Suzanne Myers, VP, Talent Acquisition, RealPage
Shelly Patman, Sr. Manager, Corporate Recruiting, RealPage
Denielle Waite, Sr. Manager, Technical Recruiting, RealPage
Have you ever wondered why it can be frustrating to work with a manager who views recruitment as a drive-thru window? You can probably hear it now: “I’ll take 6 engineers and 2 QA analysts please.” A hiring leader expects the perfect candidate to be delivered at warp speed, while a hiring manager and a recruiter simply have different viewpoints of the process to hire talent. Managers ask for talent and expect that we - recruiters - will deliver this talent quickly and on demand. What managers don’t usually know is all that happens as part of planning and executing a search strategy. How do we expect them to believe anything else if we’ve not provided transparency into the process? Join this session to learn how to gain credibility and strengthen your partnership with hiring managers, and how to organize and lead the selection process in a way that impresses them and positions you as a talent advisor.
Check out the best of Talent Connect: http://bit.ly/1MBqz6m
This document discusses building organizational capacity for evidence-based practice through effective onboarding. It defines onboarding as a process for integrating new employees into their roles and an organization's culture. The case focuses on a company called "Bright Co." that is struggling with new hire productivity and turnover. To address this, the company aims to provide new hires with an efficient onboarding process to help them feel confident and able to contribute within 30 days. Common onboarding issues are identified through surveys of HR, supervisors, and new hires. Potential solutions discussed include immersing new hires in the culture through activities, empowering them with guidance and training, and measuring the onboarding process through surveys and integration with HR systems.
More Than a Warm Body - James Osborne, Bullhorn Engage 2018InnergyUK
This document discusses employee engagement in the recruitment sector. It notes that only 15% of employees are truly engaged and committed, while 15% are disengaged. Engagement is important for productivity, customer advocacy, and profitability. However, engagement levels across the recruitment sector are generally low. The document suggests that companies focus on cultivating real employee commitment by ensuring their purpose creates motivation, establishing clear behavioral standards for colleagues, selling measurable outcomes not just cost, having a positive community impact, and empowering people's careers.
Find out what are the questions employees ask themselves when evaluating their experience with their current employer.
Why understanding these questions is important:
-Better understand what drives positive employee experience
-Understand what motivates and engages your employees
-Get ideas on new company initiatives that can improve employee experience, engagement and retention.
Access here: https://get.semoscloud.com/16-employee-experience-questions
This document summarizes the results of a research study conducted to determine what motivates Egyptian employees. The study involved surveying 1000 employees from different age groups and organization types. The survey asked employees to rate different motivational factors. The results showed that interesting work was the most motivating factor overall at 12%, followed by job security at 14% and good wages at 21%. Motivating factors varied slightly between age groups, with those over 50 placing most importance on job security at 23%. The presentation concludes with recommendations, though these are not described.
#FIRMday Manchester 25th Feb 2016 - Glass door ‘Build an Employee Engagement ...Emma Mirrington
This document discusses developing an employee engagement strategy to improve an employer brand. It outlines the impact of employee engagement on brand, signs of low engagement, and six steps to increase engagement including sharing the company vision, encouraging feedback, listening to employees, utilizing reviews to fix problems, responding to reviews, and investing in employees. It emphasizes that employer branding starts with employee engagement and engaged employees are more likely to recommend the company to others and positively impact perceptions. Culture, opportunities, and leadership are the main drivers of employee satisfaction, not just compensation. Companies with highly engaged employees outperform peers financially.
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?
Dylan and Brenda at Peach Pit Enterprises noticed increasing employee turnover and decreasing productivity. Statistics show disengaged employees cost companies over $500 billion annually and turnover costs over $10,000 per employee. They launched an employee feedback survey to identify issues and make improvements. After implementing changes based on the feedback, employee satisfaction and productivity increased while turnover decreased, helping Peach Pit Enterprises make the "Best Places to Work" list. Collecting and acting on employee feedback leads to benefits like increased engagement, reduced costs, and improved business results.
The document discusses an employee giving campaign (EGC) at OSF St. Joseph Medical Center. The EGC aims to raise $50,000 annually through employee donations and PTO to fund various hospital projects. A SWOT analysis found recent economic struggles and salary freezes could impact donations. A survey of over 100 employees provided feedback on campaign strengths like positive donation attitudes, but also areas for improvement such as addressing economic challenges and increasing employee involvement. Recommendations include setting realistic goals, ongoing promotion, and evaluating alternative donation methods to strengthen future campaigns.
This document discusses how assessing job fit can help organizations optimize their talent management strategy and improve performance. It defines job fit as matching a candidate's cognitive abilities, behavioral traits, and motivational interests to the requirements of a specific job. When there is a good job fit, organizations benefit through higher performance, engagement, satisfaction, retention and lower turnover. The document recommends using tools like PXT Select to measure job fit by assessing candidates' thinking style, behavioral traits, and interests, and comparing them to the ideal profile for a role. It provides examples of how a tire manufacturer improved sales performance by better defining roles and selecting candidates based on job fit.
The document discusses how to build a team of talent advisors. It covers identifying potential talent advisors by looking for skills like business acumen, networking abilities, and sales experience. It also discusses enhancing the knowledge of talent advisors through continuous training, certifications, and gamified recruiting events. Finally, it discusses measuring the performance of talent advisors by balancing metrics related to process, strategy, customer focus, and using scorecards that provide feedback from hiring managers and new hires. The goal is to transform recruiters into strategic partners who can influence hiring decisions and drive better business outcomes.
Framework for improving and measuring quality of hireRob McIntosh
So many recruiting leaders want to move away from metrics like cost of hire and time to hire, and onto more useful measurements — with quality of hire topping many recruitment leaders’ lists.
Rob McIntosh, SVP of global talent acquisition for the 60-office, 20-country technology consulting firm Avanade, will walk you through, in detail, the problem Avanade wanted to solve by increasing the quality of hires; the journey and thinking required to build a new quality of hire global framework; and ultimately, how to measure and derive actionable outcomes on improving the overall quality of hires.
The document summarizes research on the benefits of executive coaching. It found that executive coaching improved working relationships, teamwork, job satisfaction, and conflict reduction for executives. Organizations saw benefits like improved productivity, quality, organizational strength, customer service, and retention of coached executives. Studies found an average return of $7.90 for every $1 spent on coaching, with some companies seeing returns over 500% of the investment in coaching.
This document discusses rebuilding a company's leadership pipeline by spotting future talent. It notes that most new executives hired from outside fail within 18 months, and only 33-50% are considered successful after 3 years. When executives fail, it is often due to lack of organizational or cultural fit. The document provides strategies for assessing fit, including understanding the position, leadership group, CEO/manager, organizational culture, and industry culture. It also discusses using behavioral assessments and resumes/interviews to identify candidates with the right leadership style for the role and organization. The overall message is that companies must carefully evaluate both skills and fit when selecting new leaders.
The document discusses the importance of employee engagement and satisfaction for business success. It notes that 50% of UK employees leave their jobs due to discontent with their managers. Engaged employees can develop customer loyalty, make fewer mistakes, provide excellent customer service, and help win more business. The benefits of engaged employees include being more creative problem solvers. The document recommends that business leaders recruit for attitude, engage with staff, and set a positive example from the top to create a supportive work environment where employees and customers are happy.
This document discusses pay for performance and compensation systems. It examines how compensation can be used to attract, retain, motivate, and develop employees. It explores different theories of motivation and components of total reward systems. The document analyzes research on whether compensation influences people to join or stay with a firm, develop skills, and improve job performance. While individual merit pay is questioned, evidence suggests group bonuses and profit/gain sharing can be effective forms of performance-based pay.
Pay for perfomance (Pros&Cons) presentationEvelyne Otto
Pay for performance (PFP) uses incentive pay to encourage employees to meet production goals. PFP can increase productivity when goals are clear, rewards are desired, and it focuses on whole-company success rather than individual performance. However, PFP may decrease intrinsic motivation, quality, and teamwork if it pits employees against each other. For PFP to be effective, expectations must be communicated clearly and regularly evaluated, and both financial and non-financial rewards should be used to motivate employees.
CFOs: It's Time to Talk to HR About Finances
As any CFO knows, inefficient HR administration drives up operating costs. These profit killers can eat at your company's bottom line, and it may be happening without you knowing it.
Common profit leaks that may be occurring in your company.
How a collaboration with HR can help you reduce risks and save money.
This document discusses a case study about issues arising at Independence Engineering Company regarding employee attitudes and performance evaluation. It analyzes the perspectives of the company, an employee named Srivatsa, and the manager Lajpat. Srivatsa has become dissatisfied with the company's fixed grade pay system and lack of monetary benefits or positive feedback. This has hurt employee motivation, relations, and commitment. The document proposes solutions like rewards, feedback sessions, and a balanced scorecard approach to performance management to improve loyalty, productivity, and staff retention.
From order taker to talent advisor: breaking down the drive-thru window | Tal...LinkedIn Talent Solutions
Suzanne Myers, VP, Talent Acquisition, RealPage
Shelly Patman, Sr. Manager, Corporate Recruiting, RealPage
Denielle Waite, Sr. Manager, Technical Recruiting, RealPage
Have you ever wondered why it can be frustrating to work with a manager who views recruitment as a drive-thru window? You can probably hear it now: “I’ll take 6 engineers and 2 QA analysts please.” A hiring leader expects the perfect candidate to be delivered at warp speed, while a hiring manager and a recruiter simply have different viewpoints of the process to hire talent. Managers ask for talent and expect that we - recruiters - will deliver this talent quickly and on demand. What managers don’t usually know is all that happens as part of planning and executing a search strategy. How do we expect them to believe anything else if we’ve not provided transparency into the process? Join this session to learn how to gain credibility and strengthen your partnership with hiring managers, and how to organize and lead the selection process in a way that impresses them and positions you as a talent advisor.
Check out the best of Talent Connect: http://bit.ly/1MBqz6m
This document discusses building organizational capacity for evidence-based practice through effective onboarding. It defines onboarding as a process for integrating new employees into their roles and an organization's culture. The case focuses on a company called "Bright Co." that is struggling with new hire productivity and turnover. To address this, the company aims to provide new hires with an efficient onboarding process to help them feel confident and able to contribute within 30 days. Common onboarding issues are identified through surveys of HR, supervisors, and new hires. Potential solutions discussed include immersing new hires in the culture through activities, empowering them with guidance and training, and measuring the onboarding process through surveys and integration with HR systems.
More Than a Warm Body - James Osborne, Bullhorn Engage 2018InnergyUK
This document discusses employee engagement in the recruitment sector. It notes that only 15% of employees are truly engaged and committed, while 15% are disengaged. Engagement is important for productivity, customer advocacy, and profitability. However, engagement levels across the recruitment sector are generally low. The document suggests that companies focus on cultivating real employee commitment by ensuring their purpose creates motivation, establishing clear behavioral standards for colleagues, selling measurable outcomes not just cost, having a positive community impact, and empowering people's careers.
Find out what are the questions employees ask themselves when evaluating their experience with their current employer.
Why understanding these questions is important:
-Better understand what drives positive employee experience
-Understand what motivates and engages your employees
-Get ideas on new company initiatives that can improve employee experience, engagement and retention.
Access here: https://get.semoscloud.com/16-employee-experience-questions
This document summarizes the results of a research study conducted to determine what motivates Egyptian employees. The study involved surveying 1000 employees from different age groups and organization types. The survey asked employees to rate different motivational factors. The results showed that interesting work was the most motivating factor overall at 12%, followed by job security at 14% and good wages at 21%. Motivating factors varied slightly between age groups, with those over 50 placing most importance on job security at 23%. The presentation concludes with recommendations, though these are not described.
#FIRMday Manchester 25th Feb 2016 - Glass door ‘Build an Employee Engagement ...Emma Mirrington
This document discusses developing an employee engagement strategy to improve an employer brand. It outlines the impact of employee engagement on brand, signs of low engagement, and six steps to increase engagement including sharing the company vision, encouraging feedback, listening to employees, utilizing reviews to fix problems, responding to reviews, and investing in employees. It emphasizes that employer branding starts with employee engagement and engaged employees are more likely to recommend the company to others and positively impact perceptions. Culture, opportunities, and leadership are the main drivers of employee satisfaction, not just compensation. Companies with highly engaged employees outperform peers financially.
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?
Dylan and Brenda at Peach Pit Enterprises noticed increasing employee turnover and decreasing productivity. Statistics show disengaged employees cost companies over $500 billion annually and turnover costs over $10,000 per employee. They launched an employee feedback survey to identify issues and make improvements. After implementing changes based on the feedback, employee satisfaction and productivity increased while turnover decreased, helping Peach Pit Enterprises make the "Best Places to Work" list. Collecting and acting on employee feedback leads to benefits like increased engagement, reduced costs, and improved business results.
The document discusses an employee giving campaign (EGC) at OSF St. Joseph Medical Center. The EGC aims to raise $50,000 annually through employee donations and PTO to fund various hospital projects. A SWOT analysis found recent economic struggles and salary freezes could impact donations. A survey of over 100 employees provided feedback on campaign strengths like positive donation attitudes, but also areas for improvement such as addressing economic challenges and increasing employee involvement. Recommendations include setting realistic goals, ongoing promotion, and evaluating alternative donation methods to strengthen future campaigns.
This document discusses how assessing job fit can help organizations optimize their talent management strategy and improve performance. It defines job fit as matching a candidate's cognitive abilities, behavioral traits, and motivational interests to the requirements of a specific job. When there is a good job fit, organizations benefit through higher performance, engagement, satisfaction, retention and lower turnover. The document recommends using tools like PXT Select to measure job fit by assessing candidates' thinking style, behavioral traits, and interests, and comparing them to the ideal profile for a role. It provides examples of how a tire manufacturer improved sales performance by better defining roles and selecting candidates based on job fit.
The document discusses how to build a team of talent advisors. It covers identifying potential talent advisors by looking for skills like business acumen, networking abilities, and sales experience. It also discusses enhancing the knowledge of talent advisors through continuous training, certifications, and gamified recruiting events. Finally, it discusses measuring the performance of talent advisors by balancing metrics related to process, strategy, customer focus, and using scorecards that provide feedback from hiring managers and new hires. The goal is to transform recruiters into strategic partners who can influence hiring decisions and drive better business outcomes.
Framework for improving and measuring quality of hireRob McIntosh
So many recruiting leaders want to move away from metrics like cost of hire and time to hire, and onto more useful measurements — with quality of hire topping many recruitment leaders’ lists.
Rob McIntosh, SVP of global talent acquisition for the 60-office, 20-country technology consulting firm Avanade, will walk you through, in detail, the problem Avanade wanted to solve by increasing the quality of hires; the journey and thinking required to build a new quality of hire global framework; and ultimately, how to measure and derive actionable outcomes on improving the overall quality of hires.
The document summarizes research on the benefits of executive coaching. It found that executive coaching improved working relationships, teamwork, job satisfaction, and conflict reduction for executives. Organizations saw benefits like improved productivity, quality, organizational strength, customer service, and retention of coached executives. Studies found an average return of $7.90 for every $1 spent on coaching, with some companies seeing returns over 500% of the investment in coaching.
This document discusses rebuilding a company's leadership pipeline by spotting future talent. It notes that most new executives hired from outside fail within 18 months, and only 33-50% are considered successful after 3 years. When executives fail, it is often due to lack of organizational or cultural fit. The document provides strategies for assessing fit, including understanding the position, leadership group, CEO/manager, organizational culture, and industry culture. It also discusses using behavioral assessments and resumes/interviews to identify candidates with the right leadership style for the role and organization. The overall message is that companies must carefully evaluate both skills and fit when selecting new leaders.
The document discusses the importance of employee engagement and satisfaction for business success. It notes that 50% of UK employees leave their jobs due to discontent with their managers. Engaged employees can develop customer loyalty, make fewer mistakes, provide excellent customer service, and help win more business. The benefits of engaged employees include being more creative problem solvers. The document recommends that business leaders recruit for attitude, engage with staff, and set a positive example from the top to create a supportive work environment where employees and customers are happy.
This document discusses pay for performance and compensation systems. It examines how compensation can be used to attract, retain, motivate, and develop employees. It explores different theories of motivation and components of total reward systems. The document analyzes research on whether compensation influences people to join or stay with a firm, develop skills, and improve job performance. While individual merit pay is questioned, evidence suggests group bonuses and profit/gain sharing can be effective forms of performance-based pay.
Pay for perfomance (Pros&Cons) presentationEvelyne Otto
Pay for performance (PFP) uses incentive pay to encourage employees to meet production goals. PFP can increase productivity when goals are clear, rewards are desired, and it focuses on whole-company success rather than individual performance. However, PFP may decrease intrinsic motivation, quality, and teamwork if it pits employees against each other. For PFP to be effective, expectations must be communicated clearly and regularly evaluated, and both financial and non-financial rewards should be used to motivate employees.
Three wonderful researchers gathered together a century of work on which hiring practices are related to performance in the job. Problem is, they wrote a 75 page paper about it, and that's a barrier. I've summarized their paper into less than 30 slides so you can make the case for science-based hiring in your company.
The document discusses performance and engagement in the workplace. It argues that performance, how well tasks are performed, is often confused with engagement, an employee's commitment to their organization. It then outlines an alternative framework called PRP (Performance and Relationship Process) that focuses on identifying unacceptable behaviors, solving business problems, and changing behaviors immediately through respectful discussions rather than punitive measures. The framework is presented as a better way to optimize employee performance and engagement. Case studies show PRP resulting in cost savings and successful employee re-engagement for various organizations.
This document summarizes a study on job satisfaction among employees at a recruitment company. It describes the researchers who conducted the study, outlines the literature review process, and explains the research design which included a survey methodology using questionnaires. The survey was conducted on a sample of 23 employees selected from a population of 45 using convenient random sampling. The questionnaires examined the influence of demographic variables like age, designation, and experience on constructs related to job satisfaction. Data analysis found some demographic variables had suggestive or moderate influence on certain constructs related to areas like rewards, communication, career development, and benefits. The conclusion provides recommendations to improve leadership, career growth opportunities, and employee benefits to enhance job satisfaction.
Many companies are adopting an ‘employer of choice’ strategy but most are doing it superficially. This presentation offers a practical roadmap for developing a new, more productive workplace culture; one that reflects the changing needs of the modern employee, and the agile organisation. This new culture is the cornerstone of being an employer of choice and for attracting the most talented workforce.
Hiring in a Candidate Driven Market: People, HR & AnalyticsAggregage
HR analytics empower organizations to use employee data to make better working decisions and improve performance in areas such as attracting top talent, accurately forecasting future staffing needs, and improving employee satisfaction. Join us to learn how to empower your organization to align metrics with strategic business goals, using HR analytics.
Hiring in a Candidate Driven Market: People, HR & AnalyticsShelley Reece
HR analytics empower organizations to use employee data to make better working decisions and improve performance in areas such as attracting top talent, accurately forecasting future staffing needs, and improving employee satisfaction. Join us to learn how to empower your organization to align metrics with strategic business goals, using HR analytics.
FDSeminar KPI's: Geert Scheipers (academic director organizational performanc...FDMagazine
In het vak ‘Beheerscontrole’ ligt de nadruk traditioneel op extrinsieke drijfveren die mensen aanzetten tot het realiseren van bedrijfsdoelstellingen. Denk daarbij aan ‘Pay-for-performance’, evaluatie-systemen, rapporteringen, budgetten,… Populaire publicaties van bijvoorbeeld Frederic Laloux (Reinventing organizations), Ricardo Semler (The 7 day weekend) of Vincent Nayar (Employee First, Customer second) tonen dat er andere culturen en bedrijfsfilosofieën zijn.
Maar betekent dit dan ook dat de pijlers van het vakgebied niet meer relevant zijn? Zijn indicatoren historisch erfgoed in management geworden? Vast niet, maar het is wel tijd om terug naar de bron van het vak te gaan en om de traditionele managementprocessen op een andere manier aan te pakken, zodat ze beter inspelen op de trends in onze marktomgeving en aantrekkelijk zijn voor de nieuwe generaties waarmee we samen werken.
In deze sessie vertrekt Geert Scheipers vanuit goed onderzoek rond sturen in organisaties, om te bekijken hoe men vanuit een doorleefde visie en inspiratie succesvolle, duurzame organisaties uit kan bouwen.
HRSeminar KPI's: Geert Scheipers (academic director organizational performan...HRmagazine
In het vak ‘Beheerscontrole’ ligt de nadruk traditioneel op extrinsieke drijfveren die mensen aanzetten tot het realiseren van bedrijfsdoelstellingen. Denk daarbij aan ‘Pay-for-performance’, evaluatie-systemen, rapporteringen, budgetten,… Populaire publicaties van bijvoorbeeld Frederic Laloux (Reinventing organizations), Ricardo Semler (The 7 day weekend) of Vincent Nayar (Employee First, Customer second) tonen dat er andere culturen en bedrijfsfilosofieën zijn.
Maar betekent dit dan ook dat de pijlers van het vakgebied niet meer relevant zijn? Zijn indicatoren historisch erfgoed in management geworden? Vast niet, maar het is wel tijd om terug naar de bron van het vak te gaan en om de traditionele managementprocessen op een andere manier aan te pakken, zodat ze beter inspelen op de trends in onze marktomgeving en aantrekkelijk zijn voor de nieuwe generaties waarmee we samen werken.
In deze sessie vertrekt Geert Scheipers vanuit goed onderzoek rond sturen in organisaties, om te bekijken hoe men vanuit een doorleefde visie en inspiratie succesvolle, duurzame organisaties uit kan bouwen.
Building Business Excellence bradford 1st july 2016Michael Barker
The document discusses creating a high-performance team culture and business excellence. It identifies five fundamentals that drive business excellence: developing a vivid vision, attracting the best people, robust communication, a sense of urgency, and disciplined execution with an extreme customer focus. It discusses the importance of talent, culture, employee engagement, and disciplined execution for achieving business excellence.
Similar to You don't run experiments with salaries, do you? (Hafentalks 4) (12)
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
16. Things Under Experimentation
• Meeting Frequency
• Selection of Committee Members
• Committee Segmentation
• Remove Bias
• Salary over time
• Who watches the Watchmen?