towerswatson.com The Power of People EDF Energy drives employee engagement and high performance
|
|
- Estella Jacobs
- 6 years ago
- Views:
Transcription
1 towerswatson.com The Power of People EDF Energy drives employee engagement and high performance
2 The Power of People EDF Energy drives employee engagement and high performance By Lucie P. Lawrence There s no question that EDF Energy has experienced significant change in the past few years. First there were the mergers of three large energy companies between 1998 and 2002 that created EDF Energy. Then came the acquisition of British Energy in 2009, which formed one of the United Kingdom s biggest energy corporations and the country s largest producer of electricity. With that monumental merger came a new mission: We bring affordable, low-carbon energy solutions home to everyone. To that end, EDF Energy is focused on achieving a zero-harm safety record, being customers first choice, leading the way in nuclear generation, delivering strong financial performance, being a leader in sustainability and having high-performing people. Measuring high performance Leaders knew that for the new company to be successful, they would need to strengthen and deepen the employer-employee relationship. We needed to engage employees in the newest set of challenges the company faced, explains Andrew Edgoose, director of HR shared services at EDF Energy. In addition to the acquisition of British Energy which increased our U.K. employee base by 50% and doubled the value of the company we faced a major reengineering project in our business-to-consumer division. We also were laying the foundation for building new nuclear power sources in the U.K. He adds, These changes would ultimately affect a very large number of employees and create huge challenges across the business landscape. Our people needed to understand all of these issues and be engaged to help the company make things happen. The approach was to measure employee engagement and use employee feedback in a more strategic way. We wanted to create a scientifically based mechanism that would lead employees and leaders to trust the survey results, says Edgoose. At the same time, we needed to assess employee opinion across a range of topics, benchmark the results against those of a variety of companies and industries, and create a high-performing index to ensure we were on track. To achieve these goals, EDF Energy entered into a five-year partnership with Towers Watson to design and administer an annual employee engagement survey, and to consult on boosting engagement across the business. EDF Energy had been conducting an employee survey each year, using a very traditional tool, says Stephen Young, director of organizational surveys and insights at Towers Watson. HR leaders recognized the need to redesign it to better align with the company s strategic goals. 2 towerswatson.com
3 EDF Energy at a Glance Established in 2003 A wholly owned subsidiary of the EDF Group, one of Europe s largest energy groups The largest producer of lowcarbon electricity in the U.K. Supplies electricity and gas to about 5.5 million residential and business customers Approximately 15,000 employees Andrew Edgoose, director of HR shared services, EDF Energy
4 EDF Energy s Andrew Edgoose (standing) with (left to right) Stephen Young, director of organizational surveys and insights, Towers Watson; Helen Beedham, Towers Watson senior change management and communication consultant; and Christabel Mensah, employee engagement and change management consultant at EDF Energy Building a survey As a first step, Towers Watson consultants worked closely with senior executives and the employee engagement team to determine what would be needed for the company to meet its 2012 goals. Together they crafted a new employee survey, including several questions from EDF Energy s previous study to help employees make the transition from the traditional survey of the past. They designed the new survey to specifically measure engagement and performance. Using employees responses to a number of questions, HR would be able to create an engagement index, which would later evolve into a high-performingpeople index. The engagement index would show what employees thought of the company, explains Young. The high-performing-people index would reflect employees perception of company leadership, communication and direction, as well as performance/talent management, environment, image and customer focus. Using the indexes, leaders would be able to track specific behaviors related to high performance and engagement. 4 towerswatson.com
5 Lessons Learned Andrew Edgoose and Christabel Mensah of EDF Energy offer advice on administering an employee engagement survey: The survey ran in 2009 and was well received. The response rate was 78%, with more than 15,000 employees sharing their views. We were happy with the initial response rate, and it has improved each year, says Helen Beedham, senior consultant in the Change Management and Communication practice at Towers Watson. The responses painted a clear picture of how employees believe the company is doing in a range of areas. Think through what you re trying to achieve. What business challenges will the survey help you meet? Choose the right partner to advise you throughout the process. Consider the long-term results. Set a fiveyear goal, and plan to track your progress each year. Benchmark your results against a range of companies and industries. This will demonstrate what good really looks like and will help you put your own data into perspective. Use similar survey questions year after year so you can track underlying themes. Act on the survey results. Strategy at Work 5
6 Springing Into Action In response to employee engagement survey findings, EDF Energy: Strengthened employees perception of senior leadership effectiveness Executive leadership visibility program: informal walk-arounds at work sites and question-and-answer sessions Leadership development programs Helped employees understand the vision and direction of the company (post-merger) Business unit road shows The Our Compelling Story program Built a strong change management capability across the business The EDF Energy Way of managing people through change, including a practical toolkit Change management training for HR and business managers Taught line managers how to enhance engagement on their teams Leadership development programs at the first line-leader level Our Compelling Story sessions for individual teams Taking action With survey results in hand, the employee engagement team worked with the HR directors to explain the results to the business executive teams and the chief executive officer. HR also used external benchmarking data to compare EDF Energy to other high-performing organizations. As part of the action planning phase, the team developed short-term recommendations for raising engagement levels within 12 months. In addition, the team presented a long-term plan for building employee engagement and increasing employees commitment to helping the business units address specific priorities. This phase is critical to the success of the survey because we need to act on employee feedback, says Edgoose. It s essential to have a mix of corporate responses to the feedback as well as local responses. We give the business units the flexibility to develop plans that meet the needs of employees in their areas. To increase employees confidence in top-level management, the action plan includes steps to help senior executives further develop their leadership skills and be more visible as leaders. The plan also outlines ways to improve the support and guidance provided for managers. And it calls for the launch of an e-learning program on sustainability that would educate employees about the company s role as a leading provider of low-carbon energy. The final action step involves explaining the company s vision, mission and direction to employees through Our Compelling Story, a series of interactive sessions. The survey results supported the development of this program, says Christabel Mensah, employee engagement and change consultant at EDF Energy. Our 2010 survey results showed that employees who attended one of the sessions responded more favorably to our survey questions than those who didn t attend. It highlights the importance of listening to employees and responding to what they re telling you. A continuous journey With the help of Towers Watson, we ve made progress toward achieving our high-performingpeople goal, says Edgoose. Towers Watson understands the energy sector, and we ve been fortunate to work with the same team of consultants for several years. This has enabled them to get under the skin of EDF Energy and get to know us very well. Overall, EDF Energy s HR team is pleased with the survey scores. After taking action to address specific factors the company s strategic 6 towerswatson.com
7 Helen Beedham and Christabel Mensah in EDF Energy s London headquarters What Does Engagement Look Like? Engagement means employees know what their business is trying to achieve, understand their role in that effort and feel motivated to play a part in the company s success. Employee engagement creates and harnesses the discretionary effort employees put into doing things better and more effectively, leading to stronger business results. Engagement has three components: Rational. Do employees understand the company s ambitions and values and how they fit in? Emotional. Do employees feel a sense of belonging and pride? Do they feel valued by the organization and committed to its goals? Do they advocate for the business? Motivational. Do employees get involved in company programs? Are they willing to go the extra mile? Do they make plans for their future with the company? direction, vision, leadership, internal communication, and workforce health and safety leaders have seen significant progress in those areas. Our survey results show we re improving, says Mensah. For example, last year we saw an increase in favorable scores across each of our 14 categories. We are moving in the right direction; however, in some areas, such as customer focus, we re lagging behind many high-performing companies. We still have work to do. Strategy at Work 7
8 About Towers Watson Towers Watson is a leading global professional services company that helps organizations improve performance through effective people, risk and financial management. With 14,000 associates around the world, we offer solutions in the areas of employee benefits, talent management, rewards, and risk and capital management. Copyright 2011 Towers Watson. All rights reserved. NA towerswatson.com
Strategy at Work. A strong connection. DIRECTV raises the bar on employee engagement
Strategy at Work A strong connection DIRECTV raises the bar on employee engagement Carlos Botero, vice president of human resources, DIRECTV 2 willistowerswatson.com A strong connection DIRECTV raises
More informationStrategy at Work. CSAA Insurance Group. Driving success through employee engagement
Strategy at Work CSAA Insurance Group Driving success through employee engagement About CSAA Insurance Group One of the nation s largest providers of personal lines insurance, with 2.3 million policyholders
More informationGetting Engaged - What is Employee Engagement and Why Does it Matter?
Getting Engaged - What is Employee Engagement and Why Does it Matter? Employee engagement is critical for the success of any business. It is about having a workforce who wants to be there, who like what
More informationWant SuperEngaged members? Learn how your members think, feel and act
Want SuperEngaged members? Learn how your members think, feel and act 2 SuperEngaged Surveys of engagement levels among super fund members usually reinforce the negative messages we know too well engagement
More informationBUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY
BUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY UP IT S WHERE EVERY BUSINESS WANTS TO GO. UP. It s the journey toward a stronger, more sophisticated workforce. It s where you ll develop your future leaders.
More informationBUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP
BUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Senior_leadership_121412_wp
More informationAgenda. How the strategy was developed. Update from your feedback in the first Informal Consultation. Implementation plan and progress so far
People Strategy Agenda How the strategy was developed Update from your feedback in the first Informal Consultation Implementation plan and progress so far How we developed the People Strategy Views from
More informationEMPLOYEE ENGAGEMENT. Administrative Office Circuit Court of Lake County, Illinois 2014 Court Employee Engagement Survey. Employee Growth & Development
Administrative Office, Illinois 2014 Court Employee Engagement Survey Supportive Co-Workers Employee Growth & Development Trustworthy Leadership Continuous Organizational Improvement EMPLOYEE ENGAGEMENT
More informationDay of Learning for Next-Generation HR Leaders
Day of Learning for Next-Generation HR Leaders Don t Bother if You Can t Commit What leaders need to do to make change happen Anne Beutler and Daniel Imbeault Discussion outline Why is change so difficult?
More informationAchieving Results Through Genuine Leadership
Achieving Results Through Genuine Leadership T R A I N I N G Facing tough issues and aggressive goals, top organizations win by preparing genuine leaders who live out the mission and values of the organization.
More informationA package full of change: An interview with Ian Andrews of Commonwealth Bank of Australia
A package full of change: An interview with Ian Andrews of Commonwealth Bank of Australia Operations July 2016 Christian Johnson Jonathan Michael A package full of change: An interview with Ian Andrews
More information4/16/2018. LEAD: A Diagnostic Approach to Improving Management Team Performance ACHCA Convocation April 2018 Dr. Douglas Olson, Lisa Thomson
Disclosure of Commercial Interests We consult for the following organization: Pathway Health Lisa Thomson, Chief Strategy and Marketing Officer Doug Olsen, Senior Advisor Pathway Health is a professional
More informationEmployee Engagement in New Normal. ARL HR Conference, December
Employee Engagement in New Normal ARL HR Conference, December 13 2012. Session Outline Some Local Facts Emergence of Employee Engagement Employee Engagement and Business Performance Global Facts Making
More informationCreating a Customer Centric Organization
RESEARCH BRIEF Creating a Customer Centric Organization The Key Drivers of Customer Loyalty Bill Kowalski Integrity Solutions The Sales Management Association +1 312 278-3356 www.salesmanagement.org 2009
More informationTaking a Global Stance on Employee Engagement Benchmarking against the World s Most Admired Companies
Taking a Global Stance on Employee Engagement Benchmarking against the World s Most Admired Companies A leading global provider of transport and logistics solutions Established in 1982 in Jordan and now
More informationTHE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS
THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS What makes a high-potential? Quite possibly not what you think. The HR Guide to Identifying High-Potentials 1 If you agree people are your most valuable asset
More informationImplementing an Employee Engagement Programme
Implementing an Employee Engagement Programme A People & Culture White Paper Introduction Over the last decade, employers focus has moved away from employees who are satisfied with their working conditions,
More informationCONTENTS. 2 Winning hearts
Win hearts & minds CONTENTS A little intro from Gordon...4 A Winning Hearts history lesson...6 HR plans for 2014 and beyond...7 Our vision, mission and values...8 Our values in action...10-14 The new Winning
More informationMANAGER WORKSHOP. Colleague Engagement at University of Salford
MANAGER WORKSHOP Colleague Engagement at University of Salford THE NEXT COUPLE OF HOURS Colleague Engagement What it is and why it matters Not a Trivial Pursuit Exploring the 7 behaviours, attitudes and
More informationDesigning Journeys to Activate Talent. SilkRoad Strategic Services
SILKROAD Services Designing Journeys to Activate Talent. SilkRoad Strategic Services BEST PRACTICES IMPLEMENTATION EXPERTISE OUTSOURCED STAFFING SENIOR LEADERSHIP CONSULTING TALENT BRANDING & MARKETING
More informationGovernance and decision rights. HR Business Partner and Centers of Expertise. The HR Chief Operating Officer. HR Organization
5 HR Business Partner and Centers of Expertise 6 Governance and decision rights HR Organization 4 The HR Chief Operating Officer 5 HR Business Partners and Centers of Expertise HR is at a turning point.
More informationUnderstanding employee engagement after a corporate acquisition A global communications company. EngagePath client spotlight
Understanding employee engagement after a corporate acquisition A global communications company EngagePath client spotlight Situation Following a complex corporate acquisition, a global communications
More informationBuilding a Culture of Employee Engagement
Building a Culture of Employee Engagement What We ll Cover 1. What is employee engagement why does it matter? 2. Results from national survey 3. Measuring and improving engagement 4. Creating an engagement
More informationEngaging the workforce. Getting past once-and-done measurement surveys to achieve always-on listening and meaningful response
Engaging the workforce Getting past once-and-done measurement surveys to achieve always-on listening and meaningful response Deloitte Employee Engagement Perspectives What is employee engagement? Organizations
More informationWhen it comes to competing for the CFO position, controllers. Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative
KORN/FERRY INTERNATIONAL Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative By Charles B. Eldridge and Kenneth R. Brousseau, Ph.D. As organizations of all sizes struggle to
More information2015 Hospitality Consumer Report. Get ahead of the biggest trends in the lodging and dining industries
2015 Hospitality Consumer Report Get ahead of the biggest trends in the lodging and dining industries Welcome to Our 2015 Hospitality Consumer Report If you ve got customers or guests, it s likely you
More informationPartnership Assessment Tool for Health
Partnership Tool for Health Welcome to the Partnership Tool for Health (PATH). This resource is intended for community-based organizations (CBOs) that provide human services and healthcare organizations
More informationBuilding a Culture of Employee Engagement in Government
Building a Culture of Employee Engagement in Government Introduction Bob Lavigna Director Institute for Public Sector Employee Engagement CPS HR Consulting 2 What We ll Cover 1. What is employee engagement
More informationThe rules of engagement. Your digital guide to boosting employee engagement.
The rules of Your digital guide to boosting www.thomasinternational.net It s no secret that there is a strong connection between the performance of an organisation and levels of amongst the workforce.
More informationRESEARCH BRIEF Employee Engagement Higher at Double-Digit Growth Companies
H RESEARCH BRIEF Employee Engagement Higher at Double-Digit Growth Companies Double-Digit Growth and Engagement People are a key component of any company s ability to execute its strategies and achieve
More informationMentoring Essentials
Mentoring Essentials Published by Pansophix Online 22 Torquay Road, Chelmsford, Essex, CM1 6NF, England Written by Charlotte Mannion This edition published September 2011 (a) Copyright Pansophix Ltd. All
More informationEmployee Engagement Leadership Workshop
Employee Engagement Leadership Workshop Turning employee feedback into results Developed for: Presented by: Copyright 2010, DecisionWise, Inc. All rights reserved. No part of this publication may be reproduced,
More informationDuring strategy implementation, the organization follows through on the chosen strategy
Human Resources Chapter 2: Strategic Human Resource Management The goal of strategic management in an organization is to deploy and allocate resources in a way that gives it a competitive advantage. Resources
More informationbritish council behaviours
british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this
More informationI Know What You Said, Now Tell Me More! The Value of Non-Anonymous Surveys. White Paper
I Know What You Said, Now Tell Me More! The Value of Non-Anonymous Surveys White Paper TalentKeepers is celebrating 15 years of providing award-winning employee engagement and retention solutions to help
More informationOrganizational Culture by Design Not Default. Greg Honey and Peter Mayne Farm Credit Canada
Organizational Culture by Design Not Default Greg Honey and Peter Mayne Farm Credit Canada What we ll cover today 1. What does it mean to have a culture by design? 2. How did FCC go about transforming
More informationPerspectives. What makes remuneration committees effective?
Perspectives What makes remuneration committees effective? 2 What makes Remuneration Committees effective? What makes remuneration committees effective? Vince Cable has been direct in his views about the
More informationMaking Leadership Happen
A White Paper Making Leadership Happen By: Cynthia McCauley The ideas expressed in this paper represent the collective work of many colleagues at the Center for Creative Leadership. Issued May 2011 CONTENTS
More informationAgenda Overview for Marketing Management, 2015
G00270720 Agenda Overview for Marketing Management, 2015 Published: 18 December 2014 Analyst(s): Richard Fouts Increased participation in strategic business decisions and an evolving organization put new
More informationwho really owns employee engagement? Front-line Workers, Managers, and Leadership Differ on Who s Accountable for Driving Employee Engagement
who really owns employee engagement? Front-line Workers, Managers, and Leadership Differ on Who s Accountable for Driving Employee Engagement who really owns employee engagement? 2 Abraham Lincoln said,
More informationEvidence-Based HR in Action
AN EXCERPT FROM: Evidence-Based HR in Action R-1427-08-CS Case Studies Trusted Insights for Business Worldwide For the complete report, visit: www.conference-board.org/ebhr The Conference Board Mission
More informationEmployee Value Proposition (EVP) February 2016
Employee Value Proposition (EVP) February 2016 Why is important an EVP? EVP Talent Development & Career Compensation & Benefits Attracting and Retaining Talent Strategy TO ATTRACT TALENT Nowadays is more
More informationWhat the most. successful. CEOs know SHAPE FINANCIAL PERFORMANCE
What the most successful CEOs know H O W I N T E R N A L C E O C O M M U N I C AT I O N S SHAPE FINANCIAL PERFORMANCE In today s pressure cooker of a business world, there s an under-used resource many
More informationGlobalization of HR and How Digital Transformation can Help. In partnership with: HR.Payroll.Benefits.
Globalization of HR and How Digital Transformation can Help In partnership with: HR.Payroll.Benefits. 2 Globalization of HR and How Digital Transformation can Help Globalization of HR and How Digital Transformation
More informationReport. Report findings, at a glance. 360 degree feedback trends. Summary
Report 360 degree feedback trends Summary This report aims to show how and why businesses are using 360 degree feedback. We hope the insight and advice will be helpful for others planning or already running
More informationCERTIFICATIONS IN HUMAN RESOURCES. SPHRi TM Senior Professional in Human Resources - International TM SPHRi. Exam Content Outline
CERTIFICATIONS IN HUMAN RESOURCES SPHRi TM Senior Professional in Human Resources - International TM 2018 SPHRi Exam Content Outline SPHRi Exam Content Outline At-a-Glance: SPHRi Exam Weighting by Functional
More informationA Guide to Competencies and Behavior Based Interviewing
A Guide to Competencies and Behavior Based Interviewing 9.14.2015 HR Toolkit http://www.unitedwayofcolliercounty.org/maphr 2015 Competence is the ability of an individual to do a job properly. Job competencies
More informationOffice of the Director of National Intelligence. IC Annual Employee Climate Survey. April Summary Results
April 2006 Summary Results 1 Background In October 2005, the Director of National Intelligence conducted the first-ever Intelligence Community (IC) Employee Climate Survey to gauge the state of the IC
More informationBuilding a Culture of Employee Engagement in Government
Building a Culture of Employee Engagement in Government What We ll Cover 1. What is employee engagement and why does it matter? 2. Measuring engagement 3. Improving engagement 4. Creating an engagement
More informationWorkforce Experience Management
Workforce Experience Management The key to solving engagement and productivity Employee engagement and productivity has remained flat for the last several decades, despite companies best efforts to improve
More informationFor action. Our commitments to you
For action Our commitments to you Corporate responsibility 2012 01 Our commitments to you We know we ve got a lot of work to do to regain the trust of our customers. But by acting fairly, making things
More informationAchieving Results Through
Achieving Results Through Genuine Leadership Training Meeting the needs of the new global marketplace with a flexible, total systems approach Facing tough issues and aggressive goals, top organizations
More informationFeedback Report. ESCI - University Edition. Sample Person Hay Group 11/21/06
Feedback Report ESCI - University Edition Sample Person Hay Group 11/21/06 Introduction What Is Emotional and Social Intelligence? Emotional and Social Intelligence, commonly refered to as EI, is the capacity
More information360 Feedback REPORT. Prepared for: Melissa Brown
360 Feedback REPORT Prepared for: Melissa Brown Completed On: August 9, 2017 Introduction Feedback Participants Definitions and Calculations Understanding the Report Competency Summary Unknown Strengths
More informationScope. Executive Director of HR and OD. Appointment Brief. attentive trusted authentic
Scope Executive Director of HR and OD Appointment Brief attentive trusted authentic Appointment Brief Scope, Executive Director of HR and OD Contents Introductory Letter About Scope Organisational Structure
More informationIntroducing Leadership Alchemy
Introducing Leadership Alchemy Growing Future Leaders and Ambassadors of Positive Change September 2004 Gail S. Williams, Program Director NASA Goddard Space Flight Center Code 150 Greenbelt, MD 20771
More informationTEAM MEMBER ENGAGEMENT
TEAM MEMBER ENGAGEMENT INCREASING ENGAGEMENT WORKSHOP TOPICS Definitions Models Table Discussions Measurement Strategies for increasing engagement Challenge: What will I do differently to increase engagement?
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationImproving the Employee Experience
BESTPLACESTOWORK.ORG 2014 BEST PLACES TO WORK IN THE FEDERAL GOVERNMENT ANALYSIS Improving the Employee Experience What agencies and leaders can do to manage talent better When asked in a federal survey
More informationThe slightest perception of something negative happening can affect an employee s emotional state.
Employee feedback is the core of personal and professional growth. Feedback can help an employee get better at what they do, and surprisingly employees crave feedback. Most managers don t provide enough
More informationTOTAL REWARDS AT NESTLÉ: MORE THAN JUST A POLICY
TOTAL REWARDS AT NESTLÉ: MORE THAN JUST A POLICY Operating in more than 190 countries and with over 300,000 employees, Nestlé is one of the biggest multinational corporations in the world. Group sales
More informationThe Coaching Playbook. Your Must-Have Game Plan for Maximizing Employee Performance
The Coaching Playbook Your Must-Have Game Plan for Maximizing Employee Performance CONTENTS Coaching Overview What is Coaching? Coaching Categories Coaching Relationships Who Can Be a Coach? Coaching Personas
More informationEmployee Engagement The Key for Sustainability Implementation! Leadership and CSR Conference March 6, 2014
Employee Engagement The Key for Sustainability Implementation! Leadership and CSR Conference March 6, 2014 Kevin Wilhelm, CEO Sustainable Business Consulting What is employee engagement? I m making a difference
More informationAirbus The power of women s networks
Airbus The power of women s networks Company information Airbus was founded in 1967 and is a division of the Airbus Group that specialises in manufacturing commercial jetliners and military aircraft. The
More informationInvolve your team in continuous improvement: Content guide
Involve your team in continuous improvement: Content guide Contents Involve your team in continuous improvement: Content guide 1 Overview 2 Key terms 2 Identifying opportunities for improvement 4 Total
More informationLeading for Learning Building leadership capability at the International Community School, Addis Ababa
Leading for Learning Building leadership capability at the International Community School, Addis Ababa The International Community School of Addis Ababa (ICS), Ethiopia, is an independent, not-for-profit,
More informationThe Leadership Secret of Gregory Goose
Review: Video and Training Program By Mike Streeter Executive Director Workforce Diversity Network At the Workforce Diversity Network, we are always looking for articles, books, and training programs that
More informationOptimizing Project Performance: Identifying and Filling Your Skill Gaps
GUIDE Optimizing Project Performance: Identifying and Filling Your Skill Gaps The Challenge The Solution Skills gaps are the biggest It turns out that 80% of high-performing organizations focus on barriers
More informationROLE PROFILE Specialist Advisor (Chemsex Gay Men s Sex Advisor) role
ROLE PROFILE Specialist Advisor (Chemsex Gay Men s Sex Advisor) role RESPONSIBLE TO: HOURS OF WORK: SALARY: LOCATION: Service Manager LGBT Links/Embrace Life 20 hours per week (working evenings and occasional
More informationGiving and Receiving Feedback
Penn State Performance Management: Giving and Receiving Feedback Adobe Connect Seminar: Individual Contributors Presenter: Stephanie Flanagan slm114@psu.edu; 814-863-4614 Fall 2017 2017 The Pennsylvania
More informationStrategic Cost Management: Vanderbilt s Transformation Journey
Performance Improvement Series AMGA Member Best Practices Strategic Cost Management: Vanderbilt s Transformation Journey David R. Posch, MS, Chief Executive Officer, Vanderbilt Medical Group Webinar, October
More informationFeedback report. Employee effectiveness
Feedback report Employee effectiveness Organization report 7/13/2011 Table of contents About employee effectiveness 1 Survey response rates 2 Engagement and enablement results 3 Your employee effectiveness
More informationThe Value of Co-Workers in Engaging and Retaining Talent White Paper
The Value of Co-Workers in Engaging and Retaining Talent White Paper TalentKeepers is celebrating 15 years as a leader in talent management research, awardwinning solutions and proven results in increasing
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationSEVEN FUNDAMENTAL STEPS. for building a great place to work
SEVEN FUNDAMENTAL STEPS for building a great place to work MEET LIMEADE MEET TINYpulse A corporate wellness technology company that drives real employee engagement. An employee engagement solution company
More informationAchieving Organizational Readiness to Maximize the Impact of Skills-Based Volunteering. June 12, 2017
Achieving Organizational Readiness to Maximize the Impact of Skills-Based Volunteering June 12, 2017 Session Agenda Welcome and Introduction Overview of Common Impact Skills-based volunteering (SBV) 101
More informationTowers Watson s. Principles and Elements of Effective Executive Compensation Design. A Powerful Framework for Pay Decision Makers
Towers Watson s Principles and Elements of Effective Executive Compensation Design A Powerful Framework for Pay Decision Makers An Important New Resource for Executive Compensation Program Design With
More informationCoaches are not measured by what they know but how they help others change because of what they know and do. Dave Ulrich Co-Founder, The RBL Group
Executive Coaching Executive Coaching Coaches are not measured by what they know but how they help others change because of what they know and do. Dave Ulrich Co-Founder, The RBL Group Coaching should
More informationCASE STUDY. Qualcomm Reduces Fees and Develops Worker and Supplier Relationships with IMP
CASE STUDY Qualcomm Reduces Fees and Develops Worker and Supplier Relationships with IMP WWW.EVERHIVE.COM Founded by seven people in 1985 to create quality communications, today Qualcomm (www.qualcomm.com),
More informationMeasuring the Impact of Volunteering Alan Witchey Volunteer Center Director United Way of Central Indiana
1 Measuring the Impact of Volunteering Alan Witchey Volunteer Center Director United Way of Central Indiana October 4, 2013 Before you start some work, always ask yourself three questions - Why am I doing
More informationCOMMUNITY INVESTMENT STRATEGY OUR FIVE PILLARS Our approach to achieving our social responsibility aspirations.
COMMUNITY INVESTMENT STRATEGY COMMUNITY INVESTMENT STRATEGY OUR FIVE PILLARS 2015-2016 Our approach to achieving our social responsibility aspirations. COMMUNITY INVESTMENT STRATEGY INTRODUCTION Community
More informationEvolving Leadership Roles as Companies Grow
Evolving Leadership Roles as Companies Grow Currie Management Consultants, Inc. 292 Lincoln St. Worcester, MA 01605 (508) 752-9229 Fax (508) 752-9226 CMC@CurrieManagement.com www.curriemanagement.com Perfection
More informationThe Quality Maturity Model: Your roadmap to a culture of quality
The Quality Maturity Model: Your roadmap to a culture of quality F R A N K I E W I L S O N H E A D O F A S S E S S M E N T B O D L E I A N L I B R A R I E S, O X F O R D F R A N K I E. W I L S O N @ B
More informationRECRUITING, RETAINING, AND ADVANCING A DIVERSE TECHNICAL WORKFORCE
RECRUITING, RETAINING, AND ADVANCING A DIVERSE TECHNICAL WORKFORCE DATA COLLECTION AND STRATEGIC PLANNING GUIDELINES DATA COLLECTION STRATEGIC PLANNING Increasing the meaningful participation of women
More informationHOT BUSINESS TIPS PREVIEW
HOT BUSINESS TIPS PREVIEW Thanks to our Contributors n Jenny Brown 2013 Adviser of the Year JBS Financial Strategists n Ben Day Risk Sales Tools n Rod Bertino Business Health n Sue Viskovic Elixir Consulting
More informationPORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY
PORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY January 2013 Overview Portland Public School District (the District or PPS) contracted with AKT to create a new vision and values for their
More informationOur people 85% 40.5% Be a great place to work
Our people We are dedicated to building an inclusive, open and trusting organisation that embraces the skills, knowledge and unique ability of our employees. We are also committed to respecting and embedding
More information2017 EUROPE TRAINING CALENDAR
HEALTH WEALTH CAREER 2017 EUROPE TRAINING CALENDAR Mercer Learning s training courses are designed to accelerate your technical skills and capabilities. All courses provide up-to-date, practical and actionable
More informationFor over two decades, the successful teachings and practices of Edward
c01.qxd 5/4/07 9:33 AM Page 11 Emergence of Human Factors For over two decades, the successful teachings and practices of Edward Deming, Joseph Juran, Quality Management, Total Quality Management, and
More informationTomorrow s engineering leaders
Engineering series: part two Tomorrow s engineering leaders As engineering redirects its attention from solutions to services, leaders will require qualities that go beyond technical proficiency and include
More informationPlans for Competency-Based Human Resources Management in KINS
Plans for -Based Human Resources Management in KINS May 13, 2014 Young-Joon CHOI, Head Human Resources Development Department International Nuclear Safety School Contents I. Backgrounds II. What is a competency?
More informationJob Description. Company Vision Our vision is to be valued as a digital, customer-focused, centre of excellence.
Job Description Job Title: Reward Specialist About SLC Student Loans Company is a non-profit making Government-owned organisation set up in 1989 to provide loans and grants to students in universities
More informationMODULE 2 SETTING YOUR EMPLOYEE ENGAGEMENT OBJECTIVES: WHY DO WE NEED ENGAGED EMPLOYEES?
MODULE 2 SETTING YOUR EMPLOYEE ENGAGEMENT OBJECTIVES: WHY DO WE NEED ENGAGED EMPLOYEES? MODULE 2 CONTENTS Activities Activity 2.1 Activity 2.2 Activity 2.3 Hardwiring your engagement objectives to your
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More informationCareer Activities. The Gallup Organization
Career Activities Quick activities to help students communicate their strengths in interviews, resumes, and conversations. The Gallup Organization Activity #1: Meaningful Roles Goal: To help students think
More informationPERFORMANCE MANAGEMENT ROADMAP
PERFORMANCE MANAGEMENT ROADMAP Building a high-performance culture PERFORMANCE MANAGEMENT ROADMAP a The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize
More informationHR Connect Asia Pacific
Best Employers Trends in Hong Kong - Journey to High Performance By Andy Leung, Senior Consultant, and Project Manager of Best Employers Study, Aon Hewitt, Hong Kong In the Best Employers 2.0 Hong Kong
More informationThe Missing Piece of the Customer Experience Puzzle: Customer-Centric Employees
The Missing Piece of the Customer Experience Puzzle: Customer-Centric Employees WHY THIS MATTERS Consistently delighting customers requires listening to what they have to say, learning from their experiences,
More informationEmployees as Customers The Power of Employee Experience and Engagement
5/16/2017 Deloitte Consulting LLP Jennifer Rome David Dye 1 Employees as Customers The Power of Employee Experience and Engagement Today s Goals: Understand the different types of customers that exist
More information