Developing a Culture of Collaboration Through Employee Engagement
|
|
- Kenneth Goodwin
- 6 years ago
- Views:
Transcription
1 Developing a Culture of Collaboration Through Employee Engagement HR@UW CONFERENCE Developing a Culture of Collaboration Bob Lavigna Director, Institute for Public Sector Employee Engagement
2 What We ll Cover 1. What is employee engagement and why does it matter? 2. Measuring engagement 3. Improving engagement 4. Creating an engagement culture 5. Role of HR
3
4 Key Take-Aways Engagement should be measured Results acted on Long-term Improvement = culture of engagement Engaged employees find personal meaning in work Employee engagement drives performance HR has critical role champion, facilitator, role model
5 Context Our Aging Workforce 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Under Federal State Local Private Source: BLS
6 Public Sector Organization Today Chief Engineer January 16, 2005 Director Mgmt. Services January 21, 1982 Deputy Director May 10, 1981 Director Property Services June 26, 1999 Director Engineering February 16, 1980 Director Equipment Services April 17, 1980 Director Water Treatment August 15, 1976 Director Field Services March 20, 1980 Director Transportation & Parking March 2, 1980 Director Solid Waste & Recycling December 12, 2001 Director Administration August 10, 1980
7 Same Organization 3 Years Chief Engineer RETIRED Director Mgmt. Services RETIRED Deputy Director Director Property Services RETIRED Director Engineering RETIRED Director Equipment Services RETIRED Director Water Treatment RETIRED Director Field Services RETIRED Director Transportation & Parking Director Solid Waste & Recycling RETIRED Director Administration
8 So What s It All Mean? Dramatic shifts More complicated Public sector feeling effects first Must adapt to talent market
9 What is Employee Engagement? Heightened connection Beyond job satisfaction Personal meaning: Pride Organization values me Discretionary effort
10 1. Think of a successful work group/project you led or were part of 2. Were employees engaged? 3. How did engagement impact the project? 4. What created the engagement?
11 Engaged Employees Have strong relationships in organization Go extra mile for customers Volunteer ideas Work hard and smart Will stay even for less money Recommend organization as good place to work Show up for work Get things done
12
13 Why Does Engagement Matter?
14
15 Key Performance Indicators Top- v. Bottom-Quartile Engagement Work Groups Profitability Productivity Customer scores Safety incidents Lost or stolen inventory Turnover (low-turnover orgs) Turnover (high-turnover orgs)) Absenteeism -70% -60% -50% -40% -30% -20% -10% 0% 10% 20% 30% Source: Gallup
16 Highly Engaged: 480% more committed to organizational success 250% more likely to recommend improvements 370% more likely to recommend their employer Source: Temkin Group
17 Public Sector Average PART Score Average Sick Leave Days Used Average EEO Complaints Average OSHA Lost Time Rate Most Engaged Agencies Least Engaged Agencies Source: MSPB
18 Engaged public sector employees: 4 times more likely to stay in current job 5 times more likely to recommend workplaces 5 times more likely to be very satisfied
19 Higher levels of engagement drive: Improved employee performance to support mission More collaborative and innovative work environments Lower costs of disengagement
20 Towers Watson Percent who agree I can impact quality I can impact cost I can impact customer service Disengaged Moderately Engaged Highly Engaged
21 Engagement Value Chain Improved engagement More trust in institutions Better performance Higher citizen satisfaction
22 It s About Leadership Percentage of employees answering yes to the question: If you could fire your current boss, would you do so or not? 60% 50% 51% 40% 30% 20% 23% 10% 0% 6% Engaged Not engaged Actively disengaged
23 35% of U.S. workers polled said they d willingly forgo a substantial pay raise in exchange for seeing their direct supervisor fired
24 35% of U.S. workers polled said they d willingly forgo a substantial pay raise in exchange for seeing their direct supervisor fired
25 Engagement U.S. 51% 18% 32% Engaged Not Engaged Actively Disengaged Source: Gallup
26 State and Local Government Source: IPMA-HR
27 What Do Young People Want in a Job? Creative and dynamic work environment Rapid promotion Leadership opportunities Competitive base salary Professional training and development Respect for its people Innovation Integrate personal interests/work schedule Friendly work environment High future earnings Clear path for advancement Ethical standards Leaders who will support my development High level of responsibility Secure employment.
28 Top Attractors 1. Secure employment: 50% 1. Respect for its people: 50% 3. Creative and dynamic work environment: 46% 4. Ethical standards: 44% 5. Leadership opportunities: 43% 6. Professional training and development: 42% 7. Innovation: 41% 7. Friendly work environment: 41% 7. Leaders who support development: 41% 10. Clear path for advancement: 38% 11. High future earnings: 38% 22. Competitive base salary: 27% 25. High level of responsibility: 24% 28. Integrate personal interests and work schedule: 22% 40. Rapid promotion: 10%.
29 How Do We Know If Our Employees are Engaged?
30 Ask Them!
31 Engagement Survey Questions Pride in work or workplace 1. My organization is successful at accomplishing its mission 2. My work unit produces high-quality products and services 3. The work I do is meaningful to me 4. I would recommend my organization as a place to work Satisfaction with leadership 5. Overall, I am satisfied with my supervisor 6. Overall, I am satisfied with managers above my immediate supervisor
32 Engagement Survey Questions Opportunity to perform well 7. I know what is expected of me on the job 8. My job makes good use of my skills and abilities 9. I have the resources to do my job well 10. I have sufficient opportunities (e.g., challenging assignments/projects) to earn a high performance rating Satisfaction with recognition received 11. Recognition and rewards are based on performance in my work unit 12. I am satisfied with the recognition and rewards I receive for my work
33 Engagement Survey Questions Prospects for personal and professional growth Positive work environment and teamwork 13. I am given a real opportunity to improve my skills 14. I am treated with respect at work 15. My opinions count at work 16. A spirit of cooperation and teamwork exists in my unit
34 How Engaged Are You?
35 1-3 = Not Engaged 3-4 = Somewhat Engaged 4-5 = Engaged
36 Taking Action on Survey Data Measurement Without Targeted Action is Useless Another Survey? Don't Ask If You're Not Ready to Fix the Problems You Said, We Did
37 What Organizations Have Done to Achieve High Levels of Engagement
38 Strategy Building Engagement Leadership Hiring Onboarding
39 VCFA Model Strategic Goal Recruit/retain best faculty and staff, reward merit VCFA Strategic Priority Create environment of respect and inclusiveness through opportunities for employee engagement HR Design Vision Efficient and effective HR system, serving University, employees and WI citizens 21st - Century Workforce Right Talent Engaged Diverse Adaptable
40 Minneapolis Goal: A City that works City government runs well and connects to the community it serves Engaged and talented employees reflect our community, have the resources they need to succeed and are empowered to improve our efficiency and effectiveness
41 Memphis Human Resources Division We are comprised of HR professionals dedicated to building an engaged workforce to make life better for all Memphians, every day
42 Onboarding Model
43 Supervision Manage performance effectively Make sure employees know what is expected and how work links to mission Meet regularly with employees Provide opportunities to grow and develop Conduct at least semiannual discussions about performance, strengths and developmental needs Hold employees accountable deal with poor performance.
44 Management/Supervision Hold supervisors accountable for engagement Select supervisors to supervise and build engagement Provide training, resources and support Develop competencies around engagement
45 VCFA Managerial Competencies Provides strong and effective leadership to ensure work unit is high-performing and achieves its mission Creates positive climate sets clear strategy, goals and expectations; honors core values; provides regular feedback and support; recognizes and rewards performance Supports and assists employees in learning/development Creates an inclusive work environment Provides leadership; participates in hiring, staffing and onboarding that contribute to engagement and inclusion
46 Behavioral Examples Develops and communicates mission, direction, priorities, goals and actions that link to larger mission/strategy Establishes metrics to assess individual/organizational performance Holds self/others accountable for highquality, timely, cost-effective results Communicates in a way that is transparent, informative and clear Empowers others to make good decisions Solicits feedback, creates environment where others can speak and act Deals effectively and fairly with performance and personnel problems Sets employee expectations; provides feedback, coaching and evaluations Encourages risk-taking, supports creativity and initiative Develops fair and transparent recognition/rewards systems Facilitates learning and development by assigning work that enhances knowledge and experience; provides access to development resources Builds positive, cooperative, team environment; helps teams succeed Shows care/concern for employees
47 Behavioral Examples Develops and communicates mission, direction, priorities, goals and actions that link to larger mission/strategy Establishes metrics to assess individual/organizational performance Holds self/others accountable for highquality, timely, cost-effective results Communicates in a way that is transparent, informative and clear Empowers others to make good decisions Solicits feedback, creates environment where others can speak and act Deals effectively and fairly with performance and personnel problems Sets employee expectations; provides feedback, coaching and evaluations Encourages risk-taking, supports creativity and initiative Develops fair and transparent recognition/rewards systems Facilitates learning and development by assigning work that enhances knowledge and experience; provides access to development resources Builds positive, cooperative, team environment; helps teams succeed Shows care and concern for employees
48 Building Engagement Communicate Connect work to mission Appreciate and recognize Listen my opinion counts Respect work/life balance.
49 I help send men to the moon
50 Recognition UWHC Recognize employee achievements at staff meeting Surprise employee with Post-it note of thanks Put thank-you note on department bulletin board Compliment employee within earshot of others (and word will spread) Mail handwritten note to employee s home Send department-wide praising individual employee or team Start meetings by recognizing employees, and ask employees to recognize each other Pull employee aside and ask for his/her opinion
51 Dimensions of Wellness Career Physical Spiritual Environment Financial Emotional Social and Cultural
52 Engagement Culture Set of accepted organizational values, behaviors, and practices that promotes increasing levels of engagement as a cultural norm
53 Engagement Culture Engagement business case broadly understood Leaders/managers work together to drive engagement Engagement linked to mission, critical business outcomes Engagement visible across organization (not just HR program) Engagement regularly measured/analyzed and action taken HR components linked to engagement Robust communication strategy, especially by leaders
54 HR Role in Building Engagement Champion engagement Facilitate the process Identify organization-wide issues and lead action Be a role model Drive cultural change
55 Key Take-Aways Engagement should be measured Results acted on Long-term Improvement = culture of engagement Engaged employees find personal meaning in work Employee engagement drives performance HR has critical role champion, facilitator, role model
56
57 Resources Bob Lavigna Director, Institute for Public Sector Employee Engagement Nai-Fen Su UW-Madison EID Coordinator, OHR Molly Heisterkamp UW-Madison Employee Wellness Coordinator, OHR
Building 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 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 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 informationHR.com August 16, Bob Lavigna Bob Lavigna
Leveraging the Power of Employee Engagement in Government HR.com August 16, 2013 Bob Lavigna rlavigna@ohr.wisc.edu Bob Lavigna rlavigna@ohr.wisc.edu What We ll Cover 1. What is employee engagement? 2.
More informationHarnessing the Engagement of Your Employees
COUNTIES FUTURES LAB l SEPTEMBER 2017 Harnessing the Engagement of Your Employees Andrew Hartsig Research Manager Counties Futures Lab Acknowledgments The author would like to thank Bob Lavigna for his
More informationThe Value of Employee Engagement. A Guide to Discovering the Business Impact of High-Engagement Employees
A Guide to Discovering the Business Impact of High-Engagement Employees Introduction Today s business leaders are faced with many challenges brought on by recent economic, technological, demographic, and
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 informationHow to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare
How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare INTRODUCTION A PATIENT-CENTERED WORKFORCE A Patient-Centered Workforce is made of highly-engaged people and teams who endeavor
More informationOUR PEOPLE, OUR STRENGTH
OUR PEOPLE, OUR STRENGTH 2015-2017 TABLE OF CONTENTS 1. 1. Employee messages... 2 i. Message from CAO ii. Message from Director, Human Resources 2. Executive summary... 3 3. About the Our People, Our Strength
More informationWHY EMPLOYEE ENGAGEMENT MATTERS. Kathy Bowersox
WHY EMPLOYEE ENGAGEMENT MATTERS By Kathy Bowersox Are your employees engaged? Do you know if they are? Do you care? How relevant is employee engagement in terms of business success? In a word, VERY! If
More informationEMPLOYMENT LIFE CYCLE
Engaging and Retaining Employees through the EMPLOYMENT LIFE CYCLE Presented by: Shellie Haroski, SPHR, SHRM-SCP Assessing Engagement 1. List what works well to engage your employees 2. List areas of opportunity
More informationThe Role of the Manager in Impacting Employee Engagement. Presented by: Kerry Liberman, President People Perspectives LLC
The Role of the Manager in Impacting Employee Engagement Presented by: Kerry Liberman, President People Perspectives LLC 1 What is Employee Engagement? Willingness of employees to exert discretionary effort
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 informationStrengths. Opportunities. Engaged Not Engaged Actively Disengaged Engagement Index Ratio: % 61% 10%
Summary Grand Mean Respondents Current Mean Last Mean Mean Percentile Rank Strengths Current Mean 109 3.81 NA 31 Q1: Learn and Grow 4.9 Q05: Cares About Me 4.18 Opportunities Q03: Opportunity to do Best
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 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 informationUNIVERSITY OF TEXAS AT AUSTIN EMPLOYEE ENGAGEMENT GUIDE
UNIVERSITY OF TEXAS AT AUSTIN EMPLOYEE ENGAGEMENT GUIDE WHAT IS THE SURVEY OF EMPLOYEE ENGAGEMENT? The Survey of Employee Engagement facilitated by the UT Austin Institute for Organizational Excellence,
More informationGW Human Resources Strategic Plan
GW Human Resources Strategic Plan 2017-2021 OUR VISION We aspire to develop a diverse and engaged workforce to lead GW to excellence. OUR MISSION The mission of Human Resources is: to serve as an effective
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 informationEmployee engagement is promoted by a myriad of
SHRM Foundation Executive Briefing Employee Engagement: Your Competitive Advantage Sponsored by Randstad Employee engagement is promoted by a myriad of consultants, books and articles, but does it really
More informationUAF Administrative Services Work Environment Survey. Prepared for: University of Alaska, Fairbanks Administrative Services
UAF Administrative Services Work Environment Survey Prepared for: University of Alaska, Fairbanks Administrative Services July 2009 UAF Administrative Services Work Environment Survey Prepared for: University
More informationWork Expectations Profile
Work Expectations Profile Explores the psychological contract of needs and expectations between employees and employers Work Expectations Profile Explores the psychological contract of need and expectations
More informationHow to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives
How to Engage Employees A Guide for Employees, Supervisors, Managers, & Executives 1 Introduction Employee Engagement is a good in and of itself. What is Employee Engagement? Employee engagement is the
More informationWisconsin Department of Revenue: Enhancing Employee Engagement Tuesday, June 14, 2016
Wisconsin Department of Revenue: Enhancing Employee Engagement Tuesday, June 14, 2016 Secretary Rick Chandler Wisconsin Department of Revenue 1 Enhancing Employee Engagement The Wisconsin Department of
More information2017 University of Arkansas Staff Climate Survey
2017 University of Arkansas Staff Climate Survey Willard J. Walker Hall 538 Sam M. Walton College of Business 1 University of Arkansas Fayetteville, Arkansas 72701-1201 (479) 575-4151 Contact: Mervin Jebaraj
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 informationCreating Thriving Schools During a Teacher Shortage
Creating Thriving Schools During a Teacher Shortage SHANE MCFEELY, PH.D. Senior Workplace and Education Researcher Gallup JONI BOOTH Senior Education Consultant Gallup What is the teacher shortage problem?
More informationD R. V I C K I A. B R O W N D O D C H I E F L E A R N I N G O F F I C E R C I V I L I A N W O R K F O R C E J U LY 2 016
D R. V I C K I A. B R O W N D O D C H I E F L E A R N I N G O F F I C E R C I V I L I A N W O R K F O R C E J U LY 2 016 PRESENTATION GOAL 1. Create awareness of what employee engagement is, how it is
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 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 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 informationEmployee Engagement. What s Your Engagement Ratio?
Employee Engagement What s Your Engagement Ratio? Copyright 2008 Gallup, Inc. All rights reserved. Gallup, CE 11, Q 12, HumanSigma, The Gallup Path, Gallup University, and Gallup Press are trademarks of
More informationMGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES
MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES Mission, Vision, Core Values and People Philosophy Our Mission MGM Resorts International is the leader in entertainment and hospitality - a diverse collection
More informationInspiring Others to Lead. Wayne Guthrie Chief Human Resources Officer, UW Madison
Inspiring Others to Lead Wayne Guthrie Chief Human Resources Officer, UW Madison What is leadership? An act, rooted in values and competencies Flexible, responding to each unique context or situation Contributes
More informationUniversity of Kentucky 2017 Engagement Survey. Human Resources Overall
2017 Engagement Survey Definition of Terms 3WEEKS of survey administration September 6 th 27 th 99% Response rate 86% in 2015 121 responded to the survey 1 Comment Question Sustainable Engagement: 85%
More information2015 Federal Employee Viewpoint Survey Results for: National Park Service
2015 Federal Employee Viewpoint Survey Results for: National Park Service November 2015 Organizational Assessment Human Resources Solutions U.S. Office of Personnel Management Section I: Summary Dashboard
More informationWelcome! Catalog Terminology:
2015 Course Catalog Welcome! Welcome to the NuVeda 2015 Course Catalog. With over 315 bite sized, chunked learning courses, NuVeda provides any organization or learner numerous opportunities to build the
More informationThe MLH Engagement Journey. Some people grow up to be housekeepers, and it is our job to find them.
The MLH Engagement Journey Some people grow up to be housekeepers, and it is our job to find them. The Beginning of the Story High overall turnover 22% High first year turnover 49% High RN turnover 25%
More informationLesson 1: Merit System Principles
Lesson 1: Merit System Principles Course Overview Welcome to Staffing Laws and Regulations! The purpose of this course is to provide an in-depth overview of critical hiring laws and regulations, describe
More informationHR Design Information Sessions December 2015
HR Design Information Sessions December 2015 Vision Benefits Where We ve Been Update Summary Where We re Going Questions Agenda 1 HR Design Vision University Vision A model public university in the 21st
More informationFacilitated by Beth Hannley, MA, EMBA Catalyst Consulting, Inc.
Facilitated by Beth Hannley, MA, EMBA Great leaders get great results. Some managers just seem to bring out the best in their employees, whether they are independent contributors or members of a team.
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 informationTurning Employees into Brand Advocates. 4 Steps to an Effective Employee Engagement Program
Turning Employees into Brand Advocates 4 Steps to an Effective Employee Engagement Program Engaged employees are the lifeblood of every successful business. They speak positively about your company to
More informationHow To Keep and Retain Key Employees. Carl Zeutzius, CIC, CWCA UNICO Group
How To Keep and Retain Key Employees Carl Zeutzius, CIC, CWCA UNICO Group You can t expect people to be committed, to be loyal to an organization, to be engaged in an organization, [or] to want to stay
More informationK-State 2025 Strategic Action and Alignment Plan for the Division of Human Capital Services
K-State 2025 Strategic Action and Alignment Plan for the Division of Human Capital Services 1. What are your Major Unit s mission and vision and how does your organization contribute to achieving the University
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 informationEmployee Engagement and empowerment - a popular global buzzword
Human Resource Management Employee Engagement and empowerment - a popular global buzzword Dr.Sateeshchandra Joshi, Asst.Professor Neville Wadia Institute of Management Studies & Research, Employee empowerment
More informationIntroduction to the DoD Performance Management and Appraisal Program (DPMAP)
Introduction to the DoD Performance Management and Appraisal Program (DPMAP) DPMAP Rev. 2 Welcome Why we are here: -To learn about the new Defense Performance Management Appraisal Program (DPMAP). -Gain
More informationTHE NEW YEAR'S GUIDE TO EMPLOYEE ONBOARDING. Tips for Creating a Dynamic SIX Onboarding Program
THE NEW YEAR'S GUIDE TO EMPLOYEE ONBOARDING Tips for Creating a Dynamic SIX Onboarding Program If you re like most people, you ve had your fair share of New Year s resolutions slip through the cracks.
More informationStrategic Leadership Workshop
Strategic Leadership Workshop Topics of Discussion Aligning business strategy, culture and people strategy Management vs. leadership Topics of Discussion Strategic Leadership Pillars Truth or Limiting
More informationOffice of Human Resources Courage. Compassion. Commitment.
Office of Human Resources Michelle Lamb Moone, SPHR Assistant Vice Chancellor and Chief Human Resources Officer mlmoone@uncg.edu; (336) 334-5167 Agenda for Today 90-Day Assessment The Role of the Human
More informationPrepared for: Joe Sample 2/2/15
Leadership Potential Inventory Report Prepared for: Joe Sample 2/2/ Introduction Your Leadership Potential Inventory Report collects feedback about your behavior and performance from you and your supervisor.
More informationK-State 2025 Strategic Action and Alignment Plan for the Division of Human Capital Services
K-State 2025 Strategic Action and Alignment Plan for the Division of Human Capital Services 1. What are your College s/major Unit s/department s mission and vision and how does your organization contribute
More informationTalent Community of Expertise
Future-State HR Service Delivery Model Operating Model Design Service CoE HR Leadership Communications Change Management Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Management
More informationEmployee Engagement. Listen Coach Take Action. Presented by: Andrew Park and Sandra Tamburino
Employee Engagement Listen Coach Take Action Presented by: Andrew Park and Sandra Tamburino Employee Engagement August 21, 2014 2014 InMoment, Inc. 1 Employee Engagement Employee Engagement: Listen Coach
More informationSupervisors: Skills for Success
HELPING THOSE WHO HATE HR. 554 Pacific Avenue, York, Pennsylvania 17404 717.855.5589 www.alternative-hr.com Supervisors: Skills for Success Contents Introduction Page 3 Communication.. Page 4 Planning
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 informationYour Guide + Workbook to. Developing Employees Into Leaders
Your Guide + Workbook to Developing Employees Into Leaders ONLY 13% of companies say they do an excellent job developing leaders at all levels. Yikes. The most successful companies don t recruit leaders.
More informationEmployer of Choice Diagnostic
Instructions for Using this Tool The EOC Diagnostic on the following pages can be used to focus your efforts in developing your EOC strategy (and action plans). Place an x in the shaded box if the statement
More informationTALENT ACQUISITION AND MANAGEMENT STRATEGIES for Hourly Workers
TALENT ACQUISITION AND MANAGEMENT STRATEGIES for Hourly Workers An icims Guide to Attracting and Retaining the Best Hourly Talent 2016 icims, Inc. All rights reserved. TABLE OF Contents 3-4 5 6-13 14-19
More informationAPEX 2017 Executive Work and Health Survey Overview EX Community Results. January 2018
APEX 2017 Executive Work and Health Survey Overview EX Community Results January 2018 1 Overview 3 4 5 10 11 15 16 17 Why this Survey? What we did? What we found What needs to be done? Spotlights Now what?
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 informationManager, Supervisor & CEMA Skill Set Model County of Santa Clara
Leads Innovation Leadership Styles Manages Change Models Integrity, Trust & Transparency Strategic Thinking and Planning Manager, Supervisor & CEMA Skill Set Model County of Santa Clara Conflict Management
More informationEMPLOYEE MOTIVATION WHO CAME OUT ON TOP IN 2015?
EMPLOYEE MOTIVATION WHO CAME OUT ON TOP IN 2015? In 2015, there were two areas that became a focus for many businesses to improve: engagement and productivity. The UK rates for these areas are considerably
More informationThe Advancing Women Organizational Assessment Feedback Results. WILOA Test Aggregate. May 2017
The Advancing Women Organizational Assessment Feedback Results May 07 Report format Copyright 997-07 Assessment +, Inc. Introduction It is a well-known reality that, across the working world, women continue
More informationStrategic Workforce Planning An Operational View. From Planning to Execution
Strategic Workforce Planning An Operational View From Planning to Execution Strategic Direction Tactical Execution Mission Challenges Risks Impact Actions/Deliverables - Strategic Recruitment - IDP s -
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 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 information2018 SPHR. Exam Content Outline CERTIFICATIONS IN HUMAN RESOURCES. SPHR Senior Professional in Human Resources
CERTIFICATIONS IN HUMAN RESOURCES SPHR Senior Professional in Human Resources 2018 SPHR Exam Content Outline NOTE: The 2018 revisions to the SPHR exam content outline go into effect for all SPHR exams
More informationTHE LEADERSHIP MACHINE: Competency Changes Across Organizational Levels
THE LEADERSHIP MACHINE: Changes Across Organizational Levels September 2007 Kenneth P. De Meuse King Yii Tang Guangrong Dai THE LEADERSHIP MACHINE: Changes Across Organizational Levels Purpose of this
More informationIncrease Employee Engagement Through Training
WHITE PAPER Increase Employee Engagement Through Training MORE INFORMATION? pryor.com 855.556.3009 #918789 THEME : THE IMPORTANCE OF EMPLOYEE ENGAGEMENT Increase Employee Engagement Through Training Numerous
More informationTALENT BLUEPRINT
2014-2018 B UILDING A T O R ONTO PUBLIC S E R V ICE This page has been intentionally left blank. CONTENTS A Look Back as we Continue Forward 2 Message from the City Manager 3 Message from the Executive
More informationWe are delighted to share our new Volunteer Onboarding for Success manager toolkit.
VOLUNTEER Dear MWHC Manager, We are delighted to share our new Volunteer Onboarding for Success manager toolkit. Creating a welcoming environment and ensuring Volunteers are well trained for their roles
More informationOnboarding vs Orientation: Going beyond the Paperwork
Onboarding vs Orientation: Going beyond the Paperwork Table of Contents Introduction 3 Organizational Roadblocks 4 1. UTILIZE NEW HIRE PORTALS TO SPEED UP THE TIME TO PRODUCTIVITY 7 Centralize All Hiring
More informationDick Finnegan. Copyright 2017 all rights reserved
Dick Finnegan Copyright 2017 all rights reserved Finnegan Bio Recovering HR director solved turnover for Siberian banks, African gold mines, Chinese multi-national corporations and the CIA Author, Rethinking
More informationMy supervisor gives me ongoing feedback to help me improve performance I know how my department measures success.
NOT DISCLOSED PULLMAN CAMPUS There were 247 respondents who did not identified their department, however identified themselves located on the Pullman campus with a response average for statements 1-25,
More informationCERTIFICATIONS IN HUMAN RESOURCES» Senior Professional in Human Resources - International TM. SPHRi EXAM CONTENT OUTLINE
CERTIFICATIONS IN HUMAN RESOURCES» SPHRi TM Senior Professional in Human Resources - International TM SPHRi TM EXAM CONTENT OUTLINE SPHRi EXAM CONTENT OUTLINE AT-A-GLANCE SPHRi EXAM WEIGHTING BY FUNCTIONAL
More informationSampleCo Organization Survey Results
SampleCo Organization Survey Results October 2009 Profile Report (This report was created on 5/30/2017) Table of Contents 1 Introduction: High Performance Organizations 2 Understanding the Data 3 Overall
More informationENGAGE YOUR ASSOCIATES TO IMPROVE YOUR RESULTS
ENGAGE YOUR ASSOCIATES TO IMPROVE YOUR RESULTS Happy! Happy! Happy! 1 Engage Your Associates to Improve Your Results What is employee engagement? How does engagement impact your business? How can I drive
More information2011 Employee Job Satisfaction and Engagement
2011 Employee Job Satisfaction and Engagement A Research Report by the Society for Human Resource Management (SHRM) Table of Contents Figure 1 Overall Employee Job Satisfaction Over the Years Figure 2
More informationCampus Culture, Shared Governance, Morale and Wellness
Campus Culture, Shared Governance, Morale and Wellness Background Within the last decade, SDSU has sought to create a healthy and welcoming campus community. Students, employees, and constituents contribute
More informationWorkPlace Engagement Survey
WES Report designed for WEC - WECTest WorkPlace Engagement Survey Survey Taken: 12/26/08 Printed: 7/20/09 Profile Strategies 800 406 0087 jobfitnow@tcsn.net www.personnelinsights.com Copyright 2001 2009
More informationCGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationEmployee Engagement Hierarchy
Employee Engagement Hierarchy WHERE DO YOU START? Identifying the elements of employee engagement was no easy task. To determine what employees needed for growth, development and high performance, Gallup
More informationBest Employers 2.0 Korea 2013 Study. Results Report
Best Employers 2.0 Korea 2013 Study Results Report Welcome to Best Employers 2.0 - Korea 2013 Results Report Dear Reader, We are proud to present the 7th edition of Aon Hewitt's flagship study in Asia:
More informationENJOY BEING PART OF THEIR DEPARTMENT
WSU VANCOUVER For the Employee Engagement Survey (EES) there were 49 respondents in compared to 30 respondents in who identified their department within WSU Vancouver. Within WSU Vancouver, the response
More informationThe Presidential Management Fellows Program
The Presidential Management Fellows Program PERSPECTIVES FROM THE CLASS OF 2011 INTRODUCTION The Presidential Management Fellows (PMF) program was created to attract to federal service outstanding men
More informationThe Enjoyment of Employment
On your computer, smartphone or tablet, go NOW to http://www.dougsguides.com/personality and fill out the questionnaire. The Enjoyment of Employment Doug Kalish, PhD UCI,CGU March 2014 v6 Times have changed
More informationStanislaus County Workforce Planning
Stanislaus County Workforce Planning Fostering knowledge transfer Table of Contents INTRODUCTION...3 Why Workforce Planning?...3 Core Competencies...3 Technical Competencies...4 Voluntary Participation...4
More informationBRANCH MANAGER COMPETENCY MODEL
BRANCH MANAGER COMPETENCY MODEL Competencies Dealing with People Competencies Dealing with Business Through Selection Through Selection Organizational Management Oral Communications and Presentation Leading
More informationBRINGING MORE HUMANITY TO RECOGNITION, PERFORMANCE, AND LIFE AT WORK
BRINGING MORE HUMANITY TO RECOGNITION, PERFORMANCE, AND LIFE AT WORK 2017 Survey Report EXECUTIVE SUMMARY Since Globoforce launched the WorkHuman movement, the concept of working human bringing more humanity
More informationLeadership Competencies. Level 3. Self-Assessment Tool
Leadership Competencies Level 3 Self-Assessment Tool August 2006 August 2006 Page 2 UVIC Competency Self-Assessment Guide This competency self-assessment is designed to help you identify your strengths
More informationHOLISTIC APPROACH TO BUILDING MORALE AND MOTIVATING TEAM MEMBERS. Joseph (Joe) D. Launi, PMP President Project Management Experts, LLC
HOLISTIC APPROACH TO BUILDING MORALE AND MOTIVATING TEAM MEMBERS Joseph (Joe) D. Launi, PMP President Project Management Experts, LLC 1 AGENDA Introduction Traditional Theories Motivation and Morale Survey
More informationENGAGE BY STAGE. Research Report. Understanding how career stage affects employee engagement
ENGAGE BY STAGE Research Report Understanding how career stage affects employee engagement BEYOND AGES: Engaging Employees at All Career Stages While companies tend to default to age as the driver in engaging
More informationPerformance Management Faculty Briefing
Performance Management Faculty Briefing Revised February 2017 Mission Vision We provide HR leadership and expertise to create and support a high-performing, inclusive workplace which advances UCR s mission
More informationemployee engagement material minds
employee engagement material minds employee engagement 2 background Have you ever worked for a manager who inspires you, one who you would follow to the ends of the earth and for whom you would put in
More informationGPS GROWTH, PLANNING, & SUPPORT
GPS GROWTH, PLANNING, & SUPPORT PERFORMANCE EVALUATIONS An employee evaluation is the assessment and review of an employees job performance for the past year. THE EVALUATION Self Evaluation Basic Job Requirement
More informationThe importance of listening: for effective leading, engaging and serving
The importance of listening: for effective leading, engaging and serving Dr Louise Parkes ACSA National Conference, Sydney, September 2011 e: louise.parkes@voiceproject.com.au p: 02 8875 2803 listen up...
More informationPerformance Feedback and Work Environment Survey
Performance Feedback and Work Environment Survey This survey is for respondents who are non-managerial employees. If you are a manager of people, please contact Alice Yee Mark at USC (amark@marshall.usc.edu)
More information