The document discusses creating an organizational culture that encourages collective potential and performance. It emphasizes establishing an engagement culture where employees feel their work is important, have clear expectations, opportunities for growth, and trusted relationships. It also stresses providing conditions where both individual personalities and collective potential are supported, setting boundaries to reduce uncertainty, educating on diversity of approaches, and shaping the environment so different personalities can contribute to shared goals.
The document discusses recommendations for embracing organizational change at the Marjaree Mason Center. It suggests establishing a formal work culture through listening to employees, creating a virtual message board and employee directory, increasing management involvement, holding an employee retreat, and implementing regular social gatherings. These changes would help communication, bonding, and understanding between employees and management to successfully facilitate organizational change.
The document discusses different ways that the meaning of work can be defined, including the significance an individual attributes to work, their work values and orientations, and the coherence between their work and what they seek from work. It examines definitions of meaning of work that look at job, career, and calling. The document also explores cross-cultural perspectives on work, finding that a generalized work ethic may exist across diverse cultures, not just Protestant cultures. It suggests that more research is needed to understand work-related beliefs across cultures without preconceived definitions.
This document discusses work fulfilment in non-profit organizations and its relationship to an individual's ideal self and sense of meaning in life. It first explores motivators for working in NPOs like having a sense of purpose in helping others. The impact of work fulfilment on self-fulfilment is then examined, defining self-fulfilment as the attainment of one's deepest desires and strongest capacities through choices that represent the culmination of one's aspirations. Finally, it discusses how pursuing purpose through work can provide life with meaning by connecting one's ego to something greater than oneself.
This document introduces some key topics in business ethics by discussing the nature and purpose of work. It notes that while students often study and work primarily to earn a degree or money, work could potentially be more meaningful. The document then discusses how work is viewed in different philosophies - as a curse, a necessity for a good life, or something that can be uplifting or degrading depending on how it is structured within a business or society. It poses questions about the responsibilities of business and whether work should only be a means to an end or can also be an end in itself.
The Employee Engagement Event The 'how to' Workshop June 3Manners and Murphy
The latest event in the Employee Engagement series will be like nothing that has been delivered before. We will be engaging much more with you and ensuring there are real takeaways that you can bring back to your business.
We will have experts on how to help employees overcome daily obstacles to engagement and productivity, an interactive engagement workshop with your peers facilitated by an engagement guru to identify and resolve the key barriers that hold back your engagement programme, creating a collaborative ‘how to’ engagement report, a warts and all case study on how to immerse your employees in the brand from a leading British insurance company, and much much more….
The document discusses generational differences and Generation Y. It provides information on five generations including Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. For each generation, it outlines characteristics, values, influences, and technological aptitude. For Generation Y specifically, it notes that they are tech savvy, family oriented, ambitious team players who like feedback. It advises businesses to consider generational differences for recruitment, retention, rewards, talent management, and development to succeed with Generation Y, the next generation.
Companies struggle to effectively communicate and engage their regionally spread workforces. Imgzine is a mobile publishing platform that addresses this issue by allowing companies to provide personalized and relevant internal and external news to employees. Data from Imgzine clients shows that the platform increases employee engagement, with over half of all company news being read outside office hours and most employees returning to the app weekly to stay informed. Imgzine uses user data like location, device, and job function to recommend customized content and improve engagement.
15 Employee Engagement activities that you can start doing nowHppy
As a manager, keeping employees engaged is a major challenge but also opportunity. To achieve engagement, efforts must align with business strategy. The HR function is essential to define an engagement strategy aligned with organizational goals. There are many activities that can boost engagement, such as involving employees in business planning, knowledge sharing programs, learning opportunities, recognition of efforts, and encouraging career development.
The document discusses recommendations for embracing organizational change at the Marjaree Mason Center. It suggests establishing a formal work culture through listening to employees, creating a virtual message board and employee directory, increasing management involvement, holding an employee retreat, and implementing regular social gatherings. These changes would help communication, bonding, and understanding between employees and management to successfully facilitate organizational change.
The document discusses different ways that the meaning of work can be defined, including the significance an individual attributes to work, their work values and orientations, and the coherence between their work and what they seek from work. It examines definitions of meaning of work that look at job, career, and calling. The document also explores cross-cultural perspectives on work, finding that a generalized work ethic may exist across diverse cultures, not just Protestant cultures. It suggests that more research is needed to understand work-related beliefs across cultures without preconceived definitions.
This document discusses work fulfilment in non-profit organizations and its relationship to an individual's ideal self and sense of meaning in life. It first explores motivators for working in NPOs like having a sense of purpose in helping others. The impact of work fulfilment on self-fulfilment is then examined, defining self-fulfilment as the attainment of one's deepest desires and strongest capacities through choices that represent the culmination of one's aspirations. Finally, it discusses how pursuing purpose through work can provide life with meaning by connecting one's ego to something greater than oneself.
This document introduces some key topics in business ethics by discussing the nature and purpose of work. It notes that while students often study and work primarily to earn a degree or money, work could potentially be more meaningful. The document then discusses how work is viewed in different philosophies - as a curse, a necessity for a good life, or something that can be uplifting or degrading depending on how it is structured within a business or society. It poses questions about the responsibilities of business and whether work should only be a means to an end or can also be an end in itself.
The Employee Engagement Event The 'how to' Workshop June 3Manners and Murphy
The latest event in the Employee Engagement series will be like nothing that has been delivered before. We will be engaging much more with you and ensuring there are real takeaways that you can bring back to your business.
We will have experts on how to help employees overcome daily obstacles to engagement and productivity, an interactive engagement workshop with your peers facilitated by an engagement guru to identify and resolve the key barriers that hold back your engagement programme, creating a collaborative ‘how to’ engagement report, a warts and all case study on how to immerse your employees in the brand from a leading British insurance company, and much much more….
The document discusses generational differences and Generation Y. It provides information on five generations including Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. For each generation, it outlines characteristics, values, influences, and technological aptitude. For Generation Y specifically, it notes that they are tech savvy, family oriented, ambitious team players who like feedback. It advises businesses to consider generational differences for recruitment, retention, rewards, talent management, and development to succeed with Generation Y, the next generation.
Companies struggle to effectively communicate and engage their regionally spread workforces. Imgzine is a mobile publishing platform that addresses this issue by allowing companies to provide personalized and relevant internal and external news to employees. Data from Imgzine clients shows that the platform increases employee engagement, with over half of all company news being read outside office hours and most employees returning to the app weekly to stay informed. Imgzine uses user data like location, device, and job function to recommend customized content and improve engagement.
15 Employee Engagement activities that you can start doing nowHppy
As a manager, keeping employees engaged is a major challenge but also opportunity. To achieve engagement, efforts must align with business strategy. The HR function is essential to define an engagement strategy aligned with organizational goals. There are many activities that can boost engagement, such as involving employees in business planning, knowledge sharing programs, learning opportunities, recognition of efforts, and encouraging career development.
This document outlines key concepts for employee engagement from A to Z. It emphasizes that engagement begins with acceptance of all employees and ensuring everyone benefits. Strong leadership is needed to connect all parts of the organization and sustain engagement over time. Engagement provides energy that drives great performance when employees' work flows like water. It is important for managers to view employees as human beings and unlock their potential through meaningful work. Ultimately, engagement creates results when the focus is on purpose, understanding others, and a shared sense of "we" over "me".
Why Wellbeing Matters for Engagement...and What Makes a DifferenceManners and Murphy
This document discusses the relationship between well-being, engagement, and performance. It defines well-being as feeling good and functioning well. Higher well-being is associated with better relationships, health, work performance, and longevity. Engagement is also essential for business success, and engaged employees experience less stress and more enjoyment at work. Organizations that focus on employee well-being through building resilience and positive emotions outperform their competitors. The document advocates for a systems approach to create an upward spiral where feeling good leads to better functioning, which builds resources and undoing negative impacts to sustain engagement.
This presentation will establish the need for, and outline the benefits of adopting an on-demand training solution that leverages ubiquitous technology and in sync with learners' behaviors and expectations.
The Employee Engagement Event - 2015 trends in recognition Manners and Murphy
This document discusses trends in employee recognition and engagement for 2015. It notes that the workforce is changing significantly, with people working, engaging, and being motivated differently. Three key trends in recognition are identified: 1) increased peer-to-peer recognition to amplify desired behaviors, 2) a shift to results-based recognition focused on performance over presence, and 3) greater use of social recognition by sharing achievements on social networks. The presentation provides strategies for organizations to leverage recognition to improve employee engagement.
The document provides an overview of procurement procedures for development projects funded by IFAD. It discusses the importance of proper procurement, responsibilities of various parties, regulatory frameworks, procurement methods, and key steps in the procurement process. The roles of the borrower/project management unit and IFAD are outlined. Misprocurement and the review of prequalification of bidders are also covered.
This 27-page document discusses the various functional areas and responsibilities involved in event management. It outlines key tasks for on-site event management including travel arrangements, technical requirements, accreditation, rehearsals, security, ticketing, registration, ushering, procurement, marketing, finance, legal, technology, media, community relations, staffing, services, cleaning, catering, and venue operations. The document provides an overview of all the aspects that must be carefully planned and coordinated to ensure a successful event.
The document outlines various communication and engagement initiatives by a company including a daily CEO column on the intranet, recognizing employee achievements, an employee suggestion system, replaying press conferences, an internal magazine, HR spending time communicating with staff and answering FAQs, monthly and annual staff awards, a weekly blog for staff to read and comment on, problem solving and quality assurance committees, soft skills and required training programs, online tracking of company progress, indoor and outdoor games for employees, celebrating birthdays, and a sexual harassment committee.
The document outlines an employee engagement program for the year 2015 at Simree, Mumbai. It proposes celebrating various Indian and religious festivals over the year through activities like organizing Lohri and Holi parties in the office, watching movies, going on trips, and involving employees in decorating the office. It also suggests engaging employees through activities like ice cream parties, games, treks, visits to nearby beaches and NGOs. Major occasions like Independence Day are to be marked through blood donation camps, health checkups and office marathons. The goal is to ensure employees feel committed to the organization and its values through this cultural and team-building program.
Seventy Seven Entertainment - Company ProfileAristoPlay
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
21 Employee Engagement Activities that WorkKaiNexus
Whether your company has 10 employees or 10,000, coming up with ideas to keep everyone connected and engaged can be a challenge. It’s easy to fall back on the same old employee engagement programs, but they tend to lose their effectiveness with too much repetition. Don’t worry; we’ve got your back.
Here are 21 employee engagement activities you can use as inspiration.
The document discusses the importance of employee engagement for organizations and defines employee engagement as the level of commitment an employee feels toward their job, colleagues, and organization. It explains that engaged employees are motivated to contribute to the success of the organization. The document also highlights how conducting various fun activities can help keep employees engaged within their roles and with the organization beyond just their core job responsibilities.
B&M Events Co. is a full-service marketing communications company that specializes in events management, promotional marketing, and audio-visual production. They aim to achieve the best results for their clients in the least costly way possible. Their services include audio-visual production, events management, promotional marketing, stage design and construction, graphic design, and special marketing activities. They have experience in creative writing, graphic design, audio-visual production, and working with various artists and entertainers.
H.R. Professionals across the world have contributed to this discussion on "Employee Engagement Activities". This document is a Summary of the entire discussion.
For more insighful discussions in the field of Human Resources, please join the LinkedIn Group - www.tinyurl.com/hrprofessionals
Social media has had a massive impact on events fundraising, both from a supporter and charity perspective. Many event participants use it as their primary route for asking for donations, so this shows how social media can help them raise more and get their sponsors involved, including data on which social media channels perform best. It also looks at how social media can support recruitment and supporter care from a charity’s point of view.
Top Employee Engagement Trends for 2014BI WORLDWIDE
Start the new year off right by making employee engagement a priority in your organization. Engaged employees have 18% higher productivity and 60% higher quality work than under-engaged employees (Insync Surveys). Follow these top trends for 2014 to motivate, inspire and celebrate your employees in ways that lead to extraordinary effort and positive financial results.
1. Manager Engagement
Middle managers hold the key to employee engagement. As the conduit between employees and senior management, middle managers have the power to create an environment that fosters employee engagement.
2. Recognition Ambassadors
Riding shot-gun for middle managers, recognition
ambassadors are employees who see the value of recognition and are willing to champion it among their peers. Ambassadors are most valuable in manufacturing facilities, plants or at locations where a large number of employees work.
3. Social Recognition
Many, many employees are socially connected in all aspects
of their lives and crave the opportunity to share not only what’s going on in their personal lives, but also in their professional endeavors.
4. Mobile Recognition
It’s important to have accessibility to recognition technology regardless of where you work. Seamless integration on all devices and operating systems is a key element
for success.
5. Manager Training
See number 1! As the masters of engagement, it only makes sense to invest in recognition training for middle managers to truly achieve a culture of recognition within any organization.
6. New Rules of Engagement
Four generations populate the workforce, each with their
own likes, dislikes, values, attitudes and receptivity to engagement. Savvy companies know how to make good recognition programs flexible to captivate every age group.
7.Award Selection
The only way to please everyone all the time is to offer a diverse, eclectic and encompassing array of awards including merchandise, travel, entertainment and experiences.
8. Global Recognition
Few companies operate only in the United States anymore. Workforces are scattered around the world, each with their own idea of what constitutes appropriate and engaging recognition. Adept organizations know how to incorporate cultural influences to maximize employee engagement.
9. Measurement & Accountability
The old saying of “what gets measured gets done” still rings true in the second decade of the 21st century. Great enterprises have the data to back up their successes.
10. Expansion & Consolidation
Keeping it simple, straightforward and well-balanced is critical. Include a variety of engagement initiatives from recognition to rewards to anniversaries to safety and wellness – everything an organization needs to focus on to achieve high levels of employee engagement.
http://www.biworldwide.com/en/white-papers/employee-engagement/2014-trends-in-employee-engagement
http://www.biworldwide.com/en/
Here you can find 21 ways to boost your event or conference. Cyriel has a lot of experience as Master of Interaction and loves to share his knowledge and experience in some very practical ways to inspire, engage and wake up your audience. Enjoy!
This company profile summarizes an event planning and management firm that has operated since 1999. It delivers a wide range of events across multiple industries and locations globally. These include corporate events, product launches, openings, congresses and more. The company aims to help clients reach business goals through strategic events, communication, and experiences. It provides full event design, production, and support services to inspire audiences and build brands.
This document provides an overview of the key topics covered in an organizational behavior course. It defines organizational behavior as the study of how individuals and groups act within organizations and how their behaviors impact organizational effectiveness. It describes managers' core functions of planning, organizing, leading and controlling work. It also identifies several challenges and opportunities for applying organizational behavior concepts, such as responding to economic pressures, globalization, diversity, innovation and work-life balance.
The document discusses school-wide positive behavior support (SWPBS). It defines SWPBS as a systems approach for establishing a positive social culture and behavioral supports in a school. The core features of SWPBS include prevention, teaching expectations, acknowledging positive behavior, consistent consequences, and data-based decision making. Implementing SWPBS requires commitment, an implementation team, self-assessment, defining and teaching expectations, recognizing behavior, and using data for decisions.
This document outlines key concepts for employee engagement from A to Z. It emphasizes that engagement begins with acceptance of all employees and ensuring everyone benefits. Strong leadership is needed to connect all parts of the organization and sustain engagement over time. Engagement provides energy that drives great performance when employees' work flows like water. It is important for managers to view employees as human beings and unlock their potential through meaningful work. Ultimately, engagement creates results when the focus is on purpose, understanding others, and a shared sense of "we" over "me".
Why Wellbeing Matters for Engagement...and What Makes a DifferenceManners and Murphy
This document discusses the relationship between well-being, engagement, and performance. It defines well-being as feeling good and functioning well. Higher well-being is associated with better relationships, health, work performance, and longevity. Engagement is also essential for business success, and engaged employees experience less stress and more enjoyment at work. Organizations that focus on employee well-being through building resilience and positive emotions outperform their competitors. The document advocates for a systems approach to create an upward spiral where feeling good leads to better functioning, which builds resources and undoing negative impacts to sustain engagement.
This presentation will establish the need for, and outline the benefits of adopting an on-demand training solution that leverages ubiquitous technology and in sync with learners' behaviors and expectations.
The Employee Engagement Event - 2015 trends in recognition Manners and Murphy
This document discusses trends in employee recognition and engagement for 2015. It notes that the workforce is changing significantly, with people working, engaging, and being motivated differently. Three key trends in recognition are identified: 1) increased peer-to-peer recognition to amplify desired behaviors, 2) a shift to results-based recognition focused on performance over presence, and 3) greater use of social recognition by sharing achievements on social networks. The presentation provides strategies for organizations to leverage recognition to improve employee engagement.
The document provides an overview of procurement procedures for development projects funded by IFAD. It discusses the importance of proper procurement, responsibilities of various parties, regulatory frameworks, procurement methods, and key steps in the procurement process. The roles of the borrower/project management unit and IFAD are outlined. Misprocurement and the review of prequalification of bidders are also covered.
This 27-page document discusses the various functional areas and responsibilities involved in event management. It outlines key tasks for on-site event management including travel arrangements, technical requirements, accreditation, rehearsals, security, ticketing, registration, ushering, procurement, marketing, finance, legal, technology, media, community relations, staffing, services, cleaning, catering, and venue operations. The document provides an overview of all the aspects that must be carefully planned and coordinated to ensure a successful event.
The document outlines various communication and engagement initiatives by a company including a daily CEO column on the intranet, recognizing employee achievements, an employee suggestion system, replaying press conferences, an internal magazine, HR spending time communicating with staff and answering FAQs, monthly and annual staff awards, a weekly blog for staff to read and comment on, problem solving and quality assurance committees, soft skills and required training programs, online tracking of company progress, indoor and outdoor games for employees, celebrating birthdays, and a sexual harassment committee.
The document outlines an employee engagement program for the year 2015 at Simree, Mumbai. It proposes celebrating various Indian and religious festivals over the year through activities like organizing Lohri and Holi parties in the office, watching movies, going on trips, and involving employees in decorating the office. It also suggests engaging employees through activities like ice cream parties, games, treks, visits to nearby beaches and NGOs. Major occasions like Independence Day are to be marked through blood donation camps, health checkups and office marathons. The goal is to ensure employees feel committed to the organization and its values through this cultural and team-building program.
Seventy Seven Entertainment - Company ProfileAristoPlay
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
21 Employee Engagement Activities that WorkKaiNexus
Whether your company has 10 employees or 10,000, coming up with ideas to keep everyone connected and engaged can be a challenge. It’s easy to fall back on the same old employee engagement programs, but they tend to lose their effectiveness with too much repetition. Don’t worry; we’ve got your back.
Here are 21 employee engagement activities you can use as inspiration.
The document discusses the importance of employee engagement for organizations and defines employee engagement as the level of commitment an employee feels toward their job, colleagues, and organization. It explains that engaged employees are motivated to contribute to the success of the organization. The document also highlights how conducting various fun activities can help keep employees engaged within their roles and with the organization beyond just their core job responsibilities.
B&M Events Co. is a full-service marketing communications company that specializes in events management, promotional marketing, and audio-visual production. They aim to achieve the best results for their clients in the least costly way possible. Their services include audio-visual production, events management, promotional marketing, stage design and construction, graphic design, and special marketing activities. They have experience in creative writing, graphic design, audio-visual production, and working with various artists and entertainers.
H.R. Professionals across the world have contributed to this discussion on "Employee Engagement Activities". This document is a Summary of the entire discussion.
For more insighful discussions in the field of Human Resources, please join the LinkedIn Group - www.tinyurl.com/hrprofessionals
Social media has had a massive impact on events fundraising, both from a supporter and charity perspective. Many event participants use it as their primary route for asking for donations, so this shows how social media can help them raise more and get their sponsors involved, including data on which social media channels perform best. It also looks at how social media can support recruitment and supporter care from a charity’s point of view.
Top Employee Engagement Trends for 2014BI WORLDWIDE
Start the new year off right by making employee engagement a priority in your organization. Engaged employees have 18% higher productivity and 60% higher quality work than under-engaged employees (Insync Surveys). Follow these top trends for 2014 to motivate, inspire and celebrate your employees in ways that lead to extraordinary effort and positive financial results.
1. Manager Engagement
Middle managers hold the key to employee engagement. As the conduit between employees and senior management, middle managers have the power to create an environment that fosters employee engagement.
2. Recognition Ambassadors
Riding shot-gun for middle managers, recognition
ambassadors are employees who see the value of recognition and are willing to champion it among their peers. Ambassadors are most valuable in manufacturing facilities, plants or at locations where a large number of employees work.
3. Social Recognition
Many, many employees are socially connected in all aspects
of their lives and crave the opportunity to share not only what’s going on in their personal lives, but also in their professional endeavors.
4. Mobile Recognition
It’s important to have accessibility to recognition technology regardless of where you work. Seamless integration on all devices and operating systems is a key element
for success.
5. Manager Training
See number 1! As the masters of engagement, it only makes sense to invest in recognition training for middle managers to truly achieve a culture of recognition within any organization.
6. New Rules of Engagement
Four generations populate the workforce, each with their
own likes, dislikes, values, attitudes and receptivity to engagement. Savvy companies know how to make good recognition programs flexible to captivate every age group.
7.Award Selection
The only way to please everyone all the time is to offer a diverse, eclectic and encompassing array of awards including merchandise, travel, entertainment and experiences.
8. Global Recognition
Few companies operate only in the United States anymore. Workforces are scattered around the world, each with their own idea of what constitutes appropriate and engaging recognition. Adept organizations know how to incorporate cultural influences to maximize employee engagement.
9. Measurement & Accountability
The old saying of “what gets measured gets done” still rings true in the second decade of the 21st century. Great enterprises have the data to back up their successes.
10. Expansion & Consolidation
Keeping it simple, straightforward and well-balanced is critical. Include a variety of engagement initiatives from recognition to rewards to anniversaries to safety and wellness – everything an organization needs to focus on to achieve high levels of employee engagement.
http://www.biworldwide.com/en/white-papers/employee-engagement/2014-trends-in-employee-engagement
http://www.biworldwide.com/en/
Here you can find 21 ways to boost your event or conference. Cyriel has a lot of experience as Master of Interaction and loves to share his knowledge and experience in some very practical ways to inspire, engage and wake up your audience. Enjoy!
This company profile summarizes an event planning and management firm that has operated since 1999. It delivers a wide range of events across multiple industries and locations globally. These include corporate events, product launches, openings, congresses and more. The company aims to help clients reach business goals through strategic events, communication, and experiences. It provides full event design, production, and support services to inspire audiences and build brands.
This document provides an overview of the key topics covered in an organizational behavior course. It defines organizational behavior as the study of how individuals and groups act within organizations and how their behaviors impact organizational effectiveness. It describes managers' core functions of planning, organizing, leading and controlling work. It also identifies several challenges and opportunities for applying organizational behavior concepts, such as responding to economic pressures, globalization, diversity, innovation and work-life balance.
The document discusses school-wide positive behavior support (SWPBS). It defines SWPBS as a systems approach for establishing a positive social culture and behavioral supports in a school. The core features of SWPBS include prevention, teaching expectations, acknowledging positive behavior, consistent consequences, and data-based decision making. Implementing SWPBS requires commitment, an implementation team, self-assessment, defining and teaching expectations, recognizing behavior, and using data for decisions.
This document discusses the importance of respect and engagement in leadership. It presents the RESPECT model, which consists of recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees. When leaders follow these principles, it can help create a culture of respect, increase employee engagement and discretionary effort, and improve organizational performance, productivity and satisfaction. The document encourages leaders to apply the RESPECT model and its best practices to foster an environment of respect within their own organizations.
This document provides an introduction to organizational behavior. It discusses the historical background of OB, including the Hawthorne studies. It also outlines several models for managerial roles, including those proposed by Robert Katz and Henry Mintzberg. The document examines key topics in OB like organizational citizenship, focal points, contributing disciplines, and challenges/opportunities in managing today's diverse and globalized workforces. It provides insights into improving quality, customer service, managing change, and balancing work and life.
The document discusses organizational culture, defining it as shared values, beliefs, and behaviors within an organization. It provides several definitions of organizational culture from different sources. It also discusses key aspects of organizational culture like stories, rituals, symbols, and language that are used to convey and reinforce the culture. The document emphasizes that organizational culture is historically constructed and difficult to change. It notes that both internal and external forces can drive the need for cultural change within an organization. Overall, the document provides an overview of what organizational culture entails and some factors that influence cultural change.
Leadership To Drive Growth & Value lays out how Larry Siedlick created a corporate leadership culture across multiple companies that led to their growth and financial success while competing and winning against much larger, well funded public entities.
Larry details the strategies that create a leadership culture that plays a key role in any company’s growth, value and successful exits. Including:
• Challenges Facing Business Leadership
• Impact of Passion and Purpose on Employee Performance
• How Leadership Connects to High Performance
• Leadership Philosophy, Responsibilities, Characteristics and Competencies
1. The document discusses engaging employees through respect, using a model called RESPECT which focuses on recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees.
2. It describes how programs often fail to motivate employees, while culture and engaging employees psychologically through respect can increase productivity, performance and other benefits.
3. The document proposes assessing an organization's level of respect and engagement, aligning respect with the organization's mission and values, and conducting workshops to teach and reinforce respectful behaviors to help engage employees.
1. The document discusses engaging employees through respect, using a model called RESPECT which focuses on recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees.
2. It describes how programs often fail to motivate employees, while culture and engaging employees psychologically through respect can increase productivity, performance and other benefits.
3. The document recommends organizations assess their level of respect, align respect with their mission and values, provide training on respectful behaviors, and consequate behaviors to work towards engaging employees.
This document provides an agenda and materials for an employee engagement event. The event includes presentations on topics like the business case for employee engagement, engaging leadership perspectives, and how engagement impacts customer satisfaction. There are also sessions for networking, group discussions, and breaks. The goal of the event is to promote employee engagement through sharing knowledge and experiences.
Transformational Executive Coaching
Expands people’s capacity to take effective action.
Challenges beliefs and assumptions that are responsible for one’s actions and behaviors.
Examines what one does, why one does what one does, but also who one is. What are the principles upon which one forms identity?
This document summarizes key points about organizational culture from Chapter 9 of the textbook "Organizational Behaviour". It defines organizational culture as shared values, beliefs, and assumptions that guide appropriate behavior within an organization. A strong culture can function as social glue but may also act as a barrier to change. For a culture to change, top management must model new behaviors, change stories and symbols, and select employees aligned with new values.
This document summarizes key points about organizational culture from Chapter 9 of the textbook "Organizational Behaviour". It defines organizational culture as shared values, beliefs, and assumptions that guide appropriate behavior within an organization. A strong culture helps provide social cohesion but can also hinder change efforts. For a culture to be effectively changed, top management must model new behaviors, change stories and symbols, and select employees who embrace new values.
This document summarizes key points from a book about leadership in an aging workforce. It discusses how the US workforce is aging as lifespans increase. By 2030, millennials will outnumber baby boomers. Each generation has different traits that affect their work styles. As the workforce becomes more diverse in age, gender, ethnicity and other factors, managers must consider varying perspectives. The future will require adapting to technological changes and retaining both older and younger employees. Leaders need self-awareness and must develop different skills to effectively manage a multigenerational workforce.
This document discusses key concepts of leadership including:
1. The four functions of management are planning, organizing, leading, and controlling. Effective planning sets goals and strategies to achieve objectives.
2. Different leadership styles exist depending on the situation, including styles focused on tasks versus people. Situational leadership adapts to different situations.
3. Effective leaders inspire and motivate followers, create other leaders, and take action rather than just planning. Good leadership requires vision, engagement, role modeling, and continuous improvement.
Being a leader is more than giving orders. In this project my team had to design a presentation around the differences between leaders and managers, cultural diversity and what it means to be a true leader.
This presentation was a fun learning experience as we expanded horizons and tried some different ideas in our presentation design and delivery.
5 Prove Steps to Activate a Purpose-Led OrganizationBrandon Peele
This document outlines 5 steps to activate purpose in an organization:
1. Leaders activate and model purpose to inspire employees.
2. Define an organizational purpose and strategy aligned with that purpose.
3. Activate employees' individual purposes and connect them to the organizational purpose.
4. Structure the organization and craft culture to reinforce the purpose at all levels.
5. Advocate for the purpose internally and externally.
The presenters argue that connecting employees' work to an inspiring higher purpose improves motivation, productivity, retention and other benefits. They provide research-backed practices for purposeful leadership to implement the 5 steps.
Human Analytics and The Predictive Index May 2010Robert Friday
This document summarizes a presentation about using human analytics to improve business performance. It discusses assessing employees' personalities and behaviors using the Predictive Index assessment tool to ensure the right people are in the right roles. Implementing this approach can help companies better manage their human capital, maximize individual performance, foster innovation, and gain a competitive advantage through evidence-based management. The presentation outlines Predictive Success Corporation's solutions and next steps for working with clients.
The key roles of teacher leaders are to increase the knowledge of other teachers about student learning and quality teaching practices. Their main task is to lead teachers within their school. They can do this by participating in professional development organizations, helping make school decisions, defining teaching standards, mentoring new teachers, improving facilities, working with parents and the community, and becoming politically involved to advocate for education. Effective preparation for leadership includes allowing leaders to showcase their talents, managing people not just their work, permitting failures to teach resilience, and continuously learning.
The document outlines the leadership model and values of Cardone Industries. It discusses that the leadership model is directly based on the company's four corporate objectives and core values of honoring God, helping people develop, pursuing excellence, and growing profitably. The values are focusing on people, work, witness, and word. The leadership model extends to creating a collaborative work environment, treating employees like family, and leaders serving as role models.
Similar a The Employee Engagement Event - Nov 20 - HRZone (20)
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
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2. “This is about how we create the
conditions in which employees
offer more of their capability and
potential.” – David Macleod
3. ENGAGEMENT
CULTURE
EMPLOYEE
Perception of job importance
Clarity around job expectations
Improvement opportunities
Regular feedback with superiors
Perceptions of organisational values
Senior leader buy-in
Business case
Tackling legacy cynicism
Trust-based relationships
Infrastructure and process
Trained line managers
9. ‘Personality’
• The word personality didn’t exist in the English
language until the 18th century
• Personality and appearance became valued
when we came to work alongside strangers
• Personality is developed in order to be as
effective as possible in a given social
situation
10. Brent W. Roberts and Joshua J. Jackson, University of Illinois, Urbana-Champaign, 2008
11. Brent W. Roberts and Joshua J. Jackson, University of Illinois, Urbana-Champaign, 2008
21. In an engagement
culture, we are
successfully giving
people the
conditions to
express their
individual
potential and
capability
The way we shape
the environment can
lead to different
results depending on
individual
personality, making
it difficult to create
the conditions that
encourage collective
potential
To derive greater
‘people’
competitive
advantage for the
company, we
must provide
conditions where
the collective
potential is
encouraged
22. Towards a
culture of
collective
potential
and collective
performance
23. 1. Create an
organisational culture
of engagement
24. ENGAGEMENT
CULTURE
EMPLOYEES
Perception of job importance
Clarity around job expectations
Improvement opportunities
Regular feedback with superiors
Perceptions of organisational values
Senior leader buy-in
Business case
Tackling legacy cynicism
Trust-based relationships
Infrastructure and process
Trained line managers
41. “Stay true to who you are and
what you believe in – and
encourage others to do the same,
while working towards a shared
goal.”
Notas del editor
Jamie from HRZone, we’re obsessed with helping HR professionals prepare for the workplace as it morphs and shifts
What I want to do is take a look at how personality presents in the workplace and how traditionally companies have tried to influenced the personalities of their employees. Also
This is the definition of engagement given by David Macleod of Engage for Success and for me this is exactly what engagement is about
This definition isn’t synonymous with ‘getting more from people’ – that is an employer-led initiative.
This is about employees OFFERING more than the transactional relationship of employment dictates – and wanting to do it
Because it’s about wanting to do it, engagement is inherently up in the motivations, actions and desires of the individual
So the standard model of engagement – which we’ve worked towards over time and which now has been proven by research, maps pretty well to this.
Employers create an engagement culture and these factors have been proven to be essential in creating this base engagement culture, which is an infrastructure that supports empowered employees
Don’t want to dwell too much on this except that this stuff is now proven
The key here is the direction of the footprints – going back to the David Macleod quote, the company invites employees to become emotionally committed but you can’t force someone to be emotionally committed
Ones at top aimed towards organisational goals
So a huge amount of hard work goes in and at the end we have this engagement culture where people are much more committed to organisational goals, understand their place, feel empowered etc.
People feel listened to when it comes to the overall needs of the organisation and their feedback is taken on board
Extremely positive place to be and Towers Watson have shown that having this engagement culture leads to a 26% increase in profit per employee
So companies are acting on the need to derive ‘people’ competitive advantage and it’s working well.
Incredible.
Not much more competitrive advantage from products and advertising – consumer word-of-mouth, people, recommendations, social media
We need to derive competitive advantage from people – that much is increasingly clear. Globalisation etc are putting pressure on firms to maximise competitive advantage and technology is acting as a democratiser.
But there is a gap in the matrix here and that’s the emotional connection between colleagues and how this translates to organisational goals.
Everyone can be better aligned with organisational goals but the bigger picture requires the way people interact and work to be more aligned with organisational goals too for true people competitive advantage to be there.
AND THESE PEOPLE CAN BE CUSTOMERS TOO – THIS IS CRUCIAL. THIS IS ABOUT INTERACTION – a high part of high performing organisations is treating customers as partners
Incredible.
First let’s take a look at personality because it’s important to understand the way we interact with others.
Essentially the concept of personality came about as American companies were formed and people had to work alongside people they didn’t know.
Capitalism forces continual improvements in productivity personality was needed to oil effectiveness and allow people to work well together
This is a good thing!!! An adaptive response to help us meet the needs of a situation. If someone gets in your face, you may need to act more assertive than you really feel. This is an adaptive response
In the workplace context, when we say personality we mean the state in which we interact with others
Model of personality and how people act in the workplace – very useful for understanding why people act the way they do and very useful as a model to help ramp up engagement efforts that focus on getting people to work better together
Biological factors: Brain formation, heart rate variability, levels of neurotransmitters
Environment: traditionally would be upbringing, conditioning, but much wider definition
Traits: You’ve got the Big Five such as agreeableness extraversion etc
States: the manifestation of personality that we see and the reactive features of our psychological systems
All are important: environment rules when essential e.g. a sabre tooth tiger jumps out at you
For organisations ENVIRONMENT is key because it’s the thing they have traditionally tried to influence – only real thing they can influence
Companies place pressures – good or bad - on the environment to encourage individuals to adopt states beneficial to the organisation
This is a ‘personality-based’ look at the principal-agent problem, so how can a company get an individual to act in the company’s interest?
Well, they bring pressure to bear on the environment around the individual
Here’s an easy example. We put cameras in casinos to make employees act honestly. Note that this is a STATE at work, we don’t put cameras in their homes because for the company honesty at work is what’s important. The powerful incentive of being caught red-handed and being fired/put in prison is likely to override any tendencies of an individual towards being impulsive or risk-taking. Note, however, the environment can change. If the croupier’s children are starving, who cares about the cameras?
Here’s another example. We fit lorries with tachograph to put drivers in states of awareness and care by negatively incentivising risk taking
These two are very basic environmental cues that are designed to direct people towards behaviours by influencing their environment. We need workers to act a certain way in a certain situation
Now, if everyone worked as lone wolves, this type of environmental cue would be enough.
But, of course, they don’t. We come together as groups of people to achieve goals – and for this we must look at how environment cues shape the way we interact with others around us.
On the basic level, by offering financial incentives to sales staff, we encourage them to be affable, agreeable, to focus on body language, to focus on closing the deal – this is about their interactions with CUSTOMERS
What’s really interesting here is that you change an environment and it affects people in various ways. So we encourage people to interact in a more friendly way with colleagues by having casual dress policy because we think this will make people more relaxed. For some people it does, but others still come in in smart clothes because they want to interact on a more ‘professional’ level. What does that mean? – AIR OF AUTHORITY FOR MANAGERS – BE ABOVE EMPLOYEE LEVEL
Coming back to this, this will make some people very self-centred, and others very caring about other people to help them hit their commission
So we can have very different people in the workplace and the environment we create creates both positive and negative outcomes depending on the type of person that you are and the challenge for organisations now is to create conditions that are personality-independent – that work to create positive outcomes despite individual qualities and characteristics.
So here’s an example of a modern initiative designed to help employees act more like individuals, which is great for creating that engagement culture we talked about earlier. So for some employees, it works as planned. They give more because they are have more control, they have autonomy, they can become results-focused, and these align with organisational goals of better results and everyone wins.
But then you get others who don’t respond well to this policy and it creates exhaustion because they don’t know when to stop. And then you get this misalignment that’s to do with perception. Perception can be a dangerous thing at work. Lonely too, don’t have people to bounce ideas off. Entrepreneurs v social workers.
Another one we do with engagement is implement online social collaboration platforms to make people talk and communicate more. For some people this naturally fits in with their way of working. For others it’s just another thing to do and it encourages a state of being ‘visible’ and ‘extroverted.’
We live in a globalised world and have to interact with more, different people, and we can work in more environments, and different means of doing things e.g. Google Hangouts, Skype
People don’t get as much downtime in SAFE environments – and if we can’t recover then we find it hard to go into work and create these states in which we work well with strangers and become more effective. People get snappy, hard to work with and regress to their ‘natural states.’
Police imagery intentional – new piece of research from Gail Kinman at Bedfordshire says that police officers face fewer issues of ‘taking their work home with them’ – anyone know why?
Metaphorical separation of taking their uniform off.
This is a big office-based problem.
To summarise….!
When we focus on personal performance then we incentivise people to act in self-interest and shape their personalities towards situations. By judging people on collective performance we can help.
Standard model of employee engagement – you’ve got all the things at the bottom that are proven to help develop engagement cultures. We did some research earlier this year that pointed to infrastructure and process and management buy-in as the two biggest obstacles
And the key here is the direction of the footprints – the company invites employees to become emotionally committed but you can’t force someone to be emotionally committed
So the standard model of engagement – which we’ve worked towards over time and which now has been proven by research, maps pretty well to this.
Employers create an engagement culture and these factors have been proven to be essential in creating this base engagement culture, which is an infrastructure that supports empowered employees
Don’t want to dwell too much on this except that this stuff is now proven
The key here is the direction of the footprints – going back to the David Macleod quote, the company invites employees to become emotionally committed but you can’t force someone to be emotionally committed
Standard model of employee engagement – you’ve got all the things at the bottom that are proven to help develop engagement cultures. We did some research earlier this year that pointed to infrastructure and process and management buy-in as the two biggest obstacles
And the key here is the direction of the footprints – the company invites employees to become emotionally committed but you can’t force someone to be emotionally committed
BIOLOGICAL FACTORS: These are driven by physiology and genetic makeup and we used to think we couldn’t change it. But we can – example is allostatic load – which can change brain chemistry.
Belief you can’t change them – which leads to VICTIMHOOD – ‘someone made me feel that way.’
Training managers, senior leaders and employees to deal with honesty and develop positive outcomes from those.
Lots of personality comes out because people have been taught that being themselves does not do well.
BIOLOGICAL FACTORS: These are driven by physiology and genetic makeup and we used to think we couldn’t change it. But we can – example is allostatic load – which can change brain chemistry.
Belief you can’t change them – which leads to VICTIMHOOD – ‘someone made me feel that way.’
Quick straw poll – how many emotions did you feel in the last week? I’ll give you a minute. Raise your hand etc
Traits -> Environment: Ilene Siegle from Duke found people with high agreeableness traits are more likely to engage in vigorous exercise
Traits are hard to change. As organisations we need focus the RIGHT resources on the environment, and train people to understand their physiology.
Traits -> Environment: Ilene Siegle from Duke found people with high agreeableness traits are more likely to engage in vigorous exercise
Traits are hard to change. As organisations we need focus the RIGHT resources on the environment, and train people to understand their physiology.
IF you don’t know what to do in the event of aquaplaning, you’re scared of it. We’re scared of how people make us feel.
Traits -> Environment: Ilene Siegle from Duke found people with high agreeableness traits are more likely to engage in vigorous exercise
Traits are hard to change. As organisations we need focus the RIGHT resources on the environment, and train people to understand their physiology.
Visualisation: this is outcome-based visualisation
IF you don’t know what to do in the event of aquaplaning, you’re scared of it. We’re scared of how people make us feel.
Traits -> Environment: Ilene Siegle from Duke found people with high agreeableness traits are more likely to engage in vigorous exercise
Traits are hard to change. As organisations we need focus the RIGHT resources on the environment, and train people to understand their physiology.
Visualisation: this is outcome-based visualisation
Standard model of employee engagement – you’ve got all the things at the bottom that are proven to help develop engagement cultures. We did some research earlier this year that pointed to infrastructure and process and management buy-in as the two biggest obstacles
And the key here is the direction of the footprints – the company invites employees to become emotionally committed but you can’t force someone to be emotionally committed
To give employees CHOICE, you must incentivise the outcome. So the environment is one of profit-sharing, no-blame and shared responsibility. Employees are free to collaborate as they see fit.
Nothing more powerful than the view that management accept and approve of a wide variety of doing things – you want diversity in EVERYTHING
Take a look at your organisation and see if the environment shapers that have existed for a long time are still incentivising the result you’re looking for – specifically to what extent could they send two different people down the wrong path?
Going back, this is the standard model of enhancing sales performance used across the world but it’s really one for personal performance. Although you will get some people who desire to help others.
If we replace commission with profit-sharing, we have a collective personality.
Take a look at your organisation and see if the environment shapers that have existed for a long time are still incentivising the result you’re looking for – specifically to what extent could they send two different people down the wrong path?
The negative person is MALIGNED and this is why you get groupthink – in engagement cultures this is often the case – ‘passionate’ etc
Take Plants out – no ideas
Character comes out in safe places. LOTS of things influence environment. For a child, a safe environment becomes unsafe when a stranger enters. They haven’t developed the ability to project personality
At the same time as work-life balance putting pressure on peoples’ character, we also have a lack of understanding in humans about
Get to this place – where character swells and personality gets smaller. People have the confidence to be who they want to be
This is where engagement intersects with personality and character, in my view.
Engagement cultures throw their weight behind the qualities of the individual and say ‘we will support the unique set of individual circumstances that make you YOU.’
This is not about shaping the environment to create engagement but about allowing individuals to shape their own environment by creating an environment that supports that
ABOUT THE ALIGNMENT OF PERSONALITY AT WORK THROUGH COLLECTIVE PERFORMANCE