The importance of listening: for effective leading, engaging and serving

Size: px
Start display at page:

Download "The importance of listening: for effective leading, engaging and serving"

Transcription

1 The importance of listening: for effective leading, engaging and serving Dr Louise Parkes ACSA National Conference, Sydney, September 2011 e: p:

2 listen up... Why listen? Are we listening? Why don t we listen? Tips for effective listening 2

3 why listen? voice -providing a means to communicate and influence the decision-making process in organisations In order to improve workplace productivity or service quality, and performance workplace conditions and employee wellbeing Exit Neglect Voice Loyalty Through our research and consulting in over 3,000 organisations we have given a voice to 700,000 employees, leaders and clients in a wide range of industries and countries 3

4 believe, belong & achieve purpose organisation direction results focus mission & values ethics role clarity diversity participation leadership recruitment cross-unit cooperation learning & development involvement reward & recognition appraisal supervision career opportunities passion / engagement organisation commitment job satisfaction intention to stay progress organisation objectives change & innovation customer satisfaction Based on Langford, P. H. (2009). Measuring organisational climate and employee engagement: Evidence for a 7 Ps model of work practices and outcomes. Australian Journal of Psychology, 61, And Langford, P. H., Parkes, L. P., & Metcalf, L. (2006). Developing a structural equation model of organisational performance and employee engagement. Proceedings of the joint conference of the Australian Psychological Society and the New Zealand Psychological Society, Auckland, New Zealand. 4

5 individual performance 5

6 safety Leaders should listen and listen and listen. Only through listening can they find out what s really going on. If someone comes in to raise an issue... and the leader does not allow the individual to state their case fully and to get emotions out in the open, the leader is likely to understand only a piece of the story and the problem probably will not be solved. Testimony from Smith, M. (2003). In Report of the Columbia Accident Investigation Board, Vol I. 6

7 continuous improvement The Minister for Innovation, Industry, Science and Research Senator Kim Carr: Maybe it is time we started thinking this way again especially given the evidence that workplace democracy increases productivity and cuts downtime by involving workers directly in the innovation process, reducing supervisory overheads, empowering workers to employ the knowledge that only they have, and creating decentralised lines of communication that make it easier to fix problems as soon as they arise. The cause of continuous improvement is best served by cooperation rather than confrontation, and it is most likely to succeed when it involves the whole enterprise, from the boardroom to the factory floor. Carr, K. 2009, Innovation and social democracy A speech delivered to the John Curtin Institute of Public Policy, Perth, 28 August 7

8 a listening revolution 8

9 are we listening? At the interpersonal level - person-centred philosophy treated as unique individuals considers whole person empowers more involvement in decisions about their lives Views quality of the interaction between staff and person as more important than getting the tasks done 9

10 gap analysis for aged care sector Ideally, management practices should rest in the oval where there is a good match between performance and importance maintain promote lower higher Performance Work/Life Balance Teamwork Talent Motivation & Initiative Organisation Direction Facilities Role Clarity Performance Appraisal Mission & Values Processes Resources Diversity Technology Supervision Safety Results Focus Cross-Unit Cooperation Recruitment & Selection Ethics Learning & Development Career Opportunities Wellness Rewards & Recognition Leadership Involvement limit lower Importance prioritise higher

11 engaging have more confidence in us and take account of our suggestions Get staff involved in decision making even in just small ways e.g.input in developing forms that we use ourselves more involvement from people that will be directly affected listen to staff and work with teams to problem solve and support listen to the workers, managers are not always right 11

12 leading High Expectations Happiness Verbal Influence Advocacy Quality Recognition Developing Others Optimism Empathy Speed Cooperation Vision & Inspiration Problem-solving Health & Safety Continuous Improvement Time Management Stress Management Work/Life Balance Risk-Taking Intellectual Stimulation Performance Correction Receiving Feedback 1,248 employees rating 211 leaders on task, people and change management behaviours 12

13 serving DRIVERS product quality innovation speed cost facilities people capability caring coordination contact OUTCOMES client passion company progress partnership external communications responsiveness complaint handling ethics 13

14 drivers & gaps for service quality Examined the impact of 15 driversof perceived service quality on satisfaction for 3,798 consumers maintain promote lower higher performance Environmental Responsibility Cost Innovation Facilities Social Responsibility Ethics Staf f Coordination Staf f Contact Complaint Handling Quality Speed Responsiveness Staf f Capability External Communications Staf f Caring limit lower importance prioritise higher

15 family/carer service quality Top quartile Respects my family member s privacy Staff are polite and friendly Acts responsibly Provides a safe and secure environment Facilities are accessible / in good condition Bottom quartile Helps me connect with other families & carers Helps my family member connect with others Communicates often enough Acts on my suggestions and ideas Lets me know what s going on 15

16 why don t we listen? at the mercy of management Donoghue et al (2011) Employee participation in the healthcare industry: The experience of three case studies. Asia Pacific Journal of Human Resources 49 (2)

17 head matters Command& Control Telling, assuming, directing, identifying problems and mandating solutions, having all the answers, controlling Task leadership know whatand how The Leader s Checklist (2011) Take charge Act decisively Communicate persuasively Dampen over-optimism Motivate the troops Listening Leader asking, listening, guiding, facilitating, steering, helping others recognise and solve problems, asking for ideas, supporting others while maintaining accountability People leadership connect, enjoy Change leadership voice, innovate Chilean Mining Rescue Build a diverse top team... collectively capable of resolving the key challenges 17

18 heart matters Vulnerability Randall White, Learning leader (don t know what or how) Brene Brown Humility Jim Collins, Level 5 Leadership Trust Cycle of mistrust -> need for control 18

19 practical matters Frailty, communication difficulties, intellectual disabilities, dementia What do you like best about HWNS? everything; too many to name -eg really nice staff, listen to me HWNS asks what i want to do in my spare time, what do i want to do in my future, what do i want to learn people at hand to help me out and listen to me. Not just sitting down with me, but really listening to me and my needs Having a coffee with someone that listens 19

20 effective listening Active listening Requires Direct communication Demonstration of understanding A response 20

21 listening and acting Organisations that provide feedback and take action score substantially higher on employee engagement Listening cultures act on survey results and show far higher engagement Employee Engagement 100% 90% 80% 70% 60% 50% 40% 30% 20% 44% 42% 78% 80% 10% 0% No Yes Acted On Survey Results Provided feedback of survey results Made improvements based on results 21

22 free resources: voice bites In response to identified practitioner need Suggested actions for organisational development based on scientific evidence Case study of successful client change Follow-up resources Go to link to Library: Voice Bites 22

23 free resources: self service surveys We re offering 5 free self service surveys, including our engagement survey as well as our leadership 360 and service quality surveys Fully automated online tool -you can set up our surveys in minutes, receive automated response rate updates, and your report will be ready for download when the survey closes Great for assessing work units or individual leaders Go to and link to Self Service 23

24 questions experiences Dr Louise Parkes e: p:

25 gap analysis for aged care sector This organisation is good at selecting the right people for the right jobs % Fav Impact On Impact On PASSION PROGRESS 47% This organisation fulfils its obligations to me 62% The rewards and recognition I receive from this job are fair 51% I am consulted before decisions that affect me are made 49% Senior management listen to other staff 57% 25

26 direct communication In a case study drawn from our consulting work (Langford, 2009a) employees of a large institution rated four levels of management ranging from senior executives through to frontline supervisors, as well as rating relationships with coworkers. % Fav Impact On Impact On PASSION PROGRESS Leadership - Principal Officers 57% Leadership - Senior Manager 61% Leadership - Manager 70% Leadership - Supervisor 74% Coworkers 90% 26

employee involvement in action: the ResMed engagement survey

employee involvement in action: the ResMed engagement survey employee involvement in action: the ResMed engagement survey Frank Basile 2011 ARCS Clinical & Leadership Conference & AGM Sydney e: frank.basile@voiceproject.com.au content employee involvement and it

More information

capturing passion: unpacking the practices of a purpose-driven organisation

capturing passion: unpacking the practices of a purpose-driven organisation capturing passion: unpacking the practices of a purpose-driven organisation Dr Louise Parkes e: louise.parkes@voiceproject.com.au 2014 ACS State Conference, Sydney, May 15 Aged & Community Services Association

More information

Balancing Passion & Progress: how do we manage volunteers?

Balancing Passion & Progress: how do we manage volunteers? Balancing Passion & Progress: how do we manage volunteers? Dr Louise Parkes & Carly Adams NFP HR Forum Cerebral Palsy Alliance, 7 th August 2012 e: louise.parkes@voiceproject.com.au p: 0412 822 340 2 believe,

More information

CREATING A POSITIVE WORKPLACE BY SUPPORTING STAFF ENGAGEMENT. Ellie Boughton & Louise Parkes

CREATING A POSITIVE WORKPLACE BY SUPPORTING STAFF ENGAGEMENT. Ellie Boughton & Louise Parkes CREATING A POSITIVE WORKPLACE BY SUPPORTING STAFF ENGAGEMENT Ellie Boughton & Louise Parkes workshop outline This workshop aims to be interactive and informative. The key outcomes from the session will

More information

The Job of A Leader. Look into the future and see the organisation, not as it is but at is should be. Jack Welsh Former CEO of General Electrics

The Job of A Leader. Look into the future and see the organisation, not as it is but at is should be. Jack Welsh Former CEO of General Electrics The Job of A Leader Look into the future and see the organisation, not as it is but at is should be Jack Welsh Former CEO of General Electrics 5 Stages of Grief Elizabeth Kubler Ross Denial Anger Bargaining

More information

The BigFive Leadership Competencies: Psychology s Best Kept Secret

The BigFive Leadership Competencies: Psychology s Best Kept Secret The BigFive Leadership Competencies: Psychology s Best Kept Secret Dr Peter Langford Director, Voice Project m: 0408 810 502 e: peter.langford@voiceproject.com.au : http://au.linkedin.com/in/petelangford

More information

highs & lows of leadership skills in universities

highs & lows of leadership skills in universities highs & lows of leadership skills in universities Dr Peter Langford m: 0408 810 502 e: peter.langford@voiceproject.com : Join me and Voice Project s discussion group on LinkedIn Page 1 agenda 1. Lessons

More information

Delivering During Disruption

Delivering During Disruption Delivering During Disruption Voice Project Breakfast May 2018 #VPChangeChallengeBreakfast page 1 voice project Our core purpose is improving organisations by giving people a voice Our services include

More information

Staff Survey september - october 2016 results. Voice Project

Staff Survey september - october 2016 results. Voice Project Staff Survey september - october 2016 results Voice Project report overview This report on the 2016 Edith Cowan University Staff Survey: Assesses multiple indicators of Edith Cowan University's performance

More information

Building and Leading Teams BUILDING EFFECTIVE TEAMS COMPETENCY MAP. SLP Level 1 workshop competencies mapped to SLP2 Leadership Advantage tracks

Building and Leading Teams BUILDING EFFECTIVE TEAMS COMPETENCY MAP. SLP Level 1 workshop competencies mapped to SLP2 Leadership Advantage tracks Building and Leading Teams Work/Life Balance Career Development Problem Solving and Decision Making Setting and Priorities Leader as Motivator WORK/LIFE BALANCE BUILDING EFFECTIVE TEAMS SELFKNOWLEDGE Upward

More information

Em E ployee E n E gagement Gai a li l St S ur u ge g ss e 28 2 th May a 2 y TalentAlign.com

Em E ployee E n E gagement Gai a li l St S ur u ge g ss e 28 2 th May a 2 y TalentAlign.com Employee Engagement Gail Sturgess 28 th May 2009 TalentAlign.com Agenda What is Employee Engagement? Strategies for Employee Engagement TalentAlign.com 2 Defining Employee Engagement Level of commitment

More information

Engagement Ground Zero. Let them OWN IT! Laura Lee Langley

Engagement Ground Zero. Let them OWN IT! Laura Lee Langley Engagement Ground Zero Let them OWN IT! Laura Lee Langley What s the big deal? Why is engagement so important? http://www.youtube.com/watch?v=y4nwoz02ajm The facts Me Get Me Head Wants to leave Policies

More information

Communications and Content Producer INFORMATION PACK

Communications and Content Producer INFORMATION PACK Communications and Content Producer INFORMATION PACK CONTENTS: Selection Criteria (please address in a cover letter) & How To Apply Context and Scope HammondCare s Motivation, Mission and (our core values)

More information

Our vision is: New Zealand values the wellbeing of tamariki above all else.

Our vision is: New Zealand values the wellbeing of tamariki above all else. POSITION DESCRIPTION Oranga Tamariki Ministry for Children Title: Group: Reports to: Location: Direct Reports: Budget: Supervisor Social Worker Services for Children and Families Site Manager As specified

More information

THE ROLE OF THE IMMEDIATE SUPERVISOR

THE ROLE OF THE IMMEDIATE SUPERVISOR ENHANCING EMPLOYEE ENGAGEMENT: THE ROLE OF THE IMMEDIATE SUPERVISOR Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Enhance_engagement_062513_wp_EMEA

More information

Inclusive Leadership & business impact: An enei feature on the nature of Inclusive Leadership in Organisations

Inclusive Leadership & business impact: An enei feature on the nature of Inclusive Leadership in Organisations Inclusive Leadership & business impact: An enei feature on the nature of Inclusive Leadership in Organisations By Dan Robertson, diversity and inclusion director at enei The nature of human bias Psychologists

More information

Competencies. Working in Partnership. Creativity and Innovation Organisational and People Development

Competencies. Working in Partnership. Creativity and Innovation Organisational and People Development Competencies Leadership Competency Framework - Summary Technical Expertise Demonstrates an avid interest in continuously enhancing current skills and learning new ones; applies advanced functional or technical

More information

SCDLMCE5 Develop operational plans and manage resources to meet current and future demands on the provision of care services

SCDLMCE5 Develop operational plans and manage resources to meet current and future demands on the provision of care services Develop operational plans and manage resources to meet current and future demands on the provision of care services Overview This standard identifies the requirements when developing operational plans

More information

SCDLMCB1 Lead and manage practice that promotes the safeguarding of individuals

SCDLMCB1 Lead and manage practice that promotes the safeguarding of individuals Lead and manage practice that promotes the safeguarding of Overview This standard identifies the requirements associated with safeguarding which must permeate all your work with and in managing others.

More information

Highways England People Strategy

Highways 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 information

Our vision is: New Zealand values the wellbeing of tamariki above all else.

Our vision is: New Zealand values the wellbeing of tamariki above all else. POSITION DESCRIPTION Oranga Tamariki Ministry for Children Title: Group: Reports to: Location: Direct Reports: Budget: Adoption Social Work Supervisor Care Services Regional Team Leader Adoption Service

More information

Alignment. Engagement. performance. Low. Legend: NSW + All staff

Alignment. Engagement. performance. Low. Legend: NSW + All staff Insync Surveys framework is measured by 10 alignment and engagement factors that fall under the headings Energise, Execute and Engage. All factors include an important alignment thread which measures the

More information

SCDLMCD3 Lead and manage inter-professional teams

SCDLMCD3 Lead and manage inter-professional teams Overview This standard identifies the requirements associated with leading and managing inter-professional teams. It includes establishing governance arrangements and protocols that provide clarity about

More information

Assistant Front Office Manager Position Description

Assistant Front Office Manager Position Description Assistant Front Office Manager Position Description majestichotels.com.au page 1 PURPOSE Consistently, through a disciplined approach, focus on providing exceptional and professional customer service to

More information

Veritas House is based in the Central West of NSW, with offices in Bathurst and Orange. As an organisation, we are committed to our values:

Veritas House is based in the Central West of NSW, with offices in Bathurst and Orange. As an organisation, we are committed to our values: Information Package Foster Carer Support Officer Thank you for considering Veritas House as your next employer. We are a vibrant, independent, community based not for profit organisation with a specific

More information

Viridor Core competencies edition

Viridor Core competencies edition Viridor Core competencies 2014 edition Giving the world s resources new life Challenge for change The world is changing. Once there was waste. Now there are valuable resources society must challenge itself

More information

Southern California Public Power Authority Position Description

Southern California Public Power Authority Position Description Southern California Public Power Authority Position Description Job Title: Effective Date: June, 2016 JOB SUMMARY: The sets the professional tone for the entire enterprise. This position must consistently

More information

Awareness-raising questionnaire. Ref. Ares(2015) /05/2015

Awareness-raising questionnaire. Ref. Ares(2015) /05/2015 Ref. Ares(2015)2099534-20/05/2015 1. Introduction This questionnaire will help you think about your company s efforts towards responsible entrepreneurship by raising questions on the possible ways you

More information

Palmerston North City Council Job Profile

Palmerston North City Council Job Profile Position Title Reporting to Unit Civil Works Supervisor Operations Manager City Enterprises Date created December 2015 Values We are committed to fostering an environment where our values of Trust, Worth,

More information

Position Description Able Lifestyle Choices Coordinator

Position Description Able Lifestyle Choices Coordinator ORGANISATIONAL ENVIRONMENT Able Australia is a secular non-profit organisation that provides services to people living with multiple disabilities including deafblindness, and youth and families who are

More information

Customer Service strategy

Customer Service strategy Customer Service strategy and service standards Consolidating Excellence Culture change Collaboration Confident and competent workforce CUSTOMER SERVICE STRATEGY 2016/17 2018/19 Customer Insight Quality

More information

Senior Data Analyst (7 Tiers BPSD Model Project)

Senior Data Analyst (7 Tiers BPSD Model Project) Senior Data Analyst (7 Tiers BPSD Model Project) INFORMATION PACK CONTENTS: Selection Criteria (please address in a cover letter) & How To Apply Context and Scope HammondCare s Mission, Motivation and

More information

Leadership and Management Capability Framework

Leadership and Management Capability Framework Leadership and Management Capability Framework This policy is important to: At VU it is recognised that leadership can be exercised regardless of position, but this Framework particularly applies to those

More information

FIJI COUNTRY DIRECTOR JOB DESCRIPTION

FIJI COUNTRY DIRECTOR JOB DESCRIPTION FIJI COUNTRY DIRECTOR JOB DESCRIPTION Fiji COUNTRY DIRECTOR JOB DESCRIPTION Reporting to Location Staff reporting to this post Total Workforce Annual Budget Pacific Regional Director Suva, Fiji Senior

More information

451 LEAD TEAMS TO SUPPORT A QUALITY PROVISION

451 LEAD TEAMS TO SUPPORT A QUALITY PROVISION Unit overview Elements of competence 451a 451b 451c Establish effective working relationships with team members Establish and support team members to carry out their work activities, roles and responsibilities

More information

Chapter 11. management skills. Section 11.1 Management Structures. Section 11.2 Management Functions

Chapter 11. management skills. Section 11.1 Management Structures. Section 11.2 Management Functions Chapter 11 management skills Section 11.1 Management Structures Section 11.1 Management Structures CONNECT When do you have to manage your time or resources? Section 11.1 Management Structures Explain

More information

building your career Reaching your potential

building your career Reaching your potential building your career Reaching your potential At Tesco we want you to build your career and reach your potential, in a way that works for you We want everyone to feel welcome and valued. We are proud to

More information

Workforce Development Strategy

Workforce Development Strategy Workforce Development Strategy 2018 2021 1 Message from the Chief Executive At Sandwell Children s Trust, we are looking forward to the future with confidence whilst driving an ambitious programme of improvement.

More information

ROLE DESCRIPTION. Role Family: Allied Health & Related Services Level: 1.2

ROLE DESCRIPTION. Role Family: Allied Health & Related Services Level: 1.2 ROLE DESCRIPTION Role: Reports to: Allied Health Manager, LifePoints Role Family: Allied Health & Related Services Level: 1.2 Organisational Context: Cerebral Palsy Alliance (CPA) is the largest non-government

More information

JOB AND PERSON SPECIFICATION

JOB AND PERSON SPECIFICATION JOB AND PERSON SPECIFICATION Position Title: Human Resources Manager Reports Directly to: General Manager, Operational Services Responsible for: Human Resources, WHS, Payroll, Volunteer Services Member

More information

Beyond behavioural safety series The Impact of leadership on Cultural Safety. Kevin Hard

Beyond behavioural safety series The Impact of leadership on Cultural Safety. Kevin Hard Beyond behavioural safety series The Impact of leadership on Cultural Safety Kevin Hard Why organisations focused on Behavioural Safety? 90% of all accidents are caused by human failure (Heinrich, 1950s)

More information

MENTAL HEALTH IN THE WORKPLACE: ORGANIZATIONAL FACTORS AND RESOURCES ESDC OPEN HOUSE 2015

MENTAL HEALTH IN THE WORKPLACE: ORGANIZATIONAL FACTORS AND RESOURCES ESDC OPEN HOUSE 2015 MENTAL HEALTH IN THE WORKPLACE: ORGANIZATIONAL FACTORS AND RESOURCES ESDC OPEN HOUSE 2015 Andrew Harkness Strategy Advisor, Organizational Health Initiatives Workplace Safety and Prevention Services Agenda

More information

OUR PEOPLE STRATEGY

OUR PEOPLE STRATEGY OUR PEOPLE STRATEGY 2017-2020 Front cover inset image Daniel Overturf PEOPLE STRATEGY 3 INTRODUCTION The Historic Environment Scotland (HES) Corporate Plan sets out our ambition to be the lead Public Body

More information

JOB DESCRIPTION. This post is subject to Adult Workforce Regulations

JOB DESCRIPTION. This post is subject to Adult Workforce Regulations JOB DESCRIPTION POST: LOCATION: RESPONSIBLE TO: DBS: Operations Manager Cambridgeshire and Peterborough Head of Service (or nominee) This post is subject to Adult Workforce Regulations JOB PURPOSE To ensure

More information

Employee Survey Presentation of Results to Staff November 2016 Opinion Research Services Darren Ivey, Senior Research Executive

Employee Survey Presentation of Results to Staff November 2016 Opinion Research Services Darren Ivey, Senior Research Executive www.ors.org.uk Employee Survey Presentation of Results to Staff November 2016 Opinion Research Services Darren Ivey, Senior Research Executive www.ors.org.uk Background and Team Experience Methodology

More information

POSITION DESCRIPTION

POSITION DESCRIPTION POSITION DESCRIPTION POSITION TITLE: DEPARTMENT/SERVICE: REPORTS TO: Administration Coordinator Radiology Clinical Manager Radiology APPROVED: Manager Date ACCEPTED: Employee Date ROLE SUMMARY This position

More information

integrity. It is vital to be careful and take people seriously during difficult conversations.

integrity. It is vital to be careful and take people seriously during difficult conversations. 8 FIRM LEADERSHIP Creating understanding and acceptance. Fear and insecurity spread in times of uncertainty, when organisational change generates a sense of loss. In conjunction with organisational changes,

More information

Employee Position Description

Employee Position Description Key Position Information Job Title Practice Leader Disability Services Program Name Daily Living Supports Division Disability Services Incumbent Position Reports To Program Manager Manager s Name Maria

More information

Role Profile. Senior Support Worker. Second Step

Role Profile. Senior Support Worker. Second Step Second Step 9 Brunswick Square Bristol BS2 8PE May 2015 1. JOB DESCRIPTION The job description does not describe a comprehensive list of duties, rather a broader range of accountabilities and performance

More information

Strategies to Keep Health Center Employees Engaged

Strategies to Keep Health Center Employees Engaged Strategies to Keep Health Center Employees Engaged Presented in partnership with: Joint Commission-Health Center Accreditation Program December 13, 2018 11:30 am 12:30 pm CST This webinar presented by:

More information

Getting Engaged - What is Employee Engagement and Why Does it Matter?

Getting 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 information

Policy. Customer Care Policy Author: Sharon Graham Approved by: Executive Team. The Calico Group. Calico Homes. Calico Enterprise.

Policy. Customer Care Policy Author: Sharon Graham Approved by: Executive Team. The Calico Group. Calico Homes. Calico Enterprise. Policy Title: Customer Care Policy Author: Sharon Graham Approved by: Executive Team Date of First Issue: October 2005 Last full review date: January 2011 Updated: October 2014 Date of next review: October

More information

BUILDING YOUR CAREER. Reaching your potential. Building your career 1

BUILDING YOUR CAREER. Reaching your potential. Building your career 1 BUILDING YOUR CAREER Reaching your potential Building your career 1 At tesco we want you TO BUILD YOUR CAREER AND REACH YOUR POTENTIAL, IN A WAY THAT WORKS FOR YOU We want everyone to feel welcome and

More information

Vision Human Resources

Vision Human Resources Vision 2020 Human Resources Welcome from the Director Mission: We will provide high-quality, added value service that will attract and support our people. Imperial College HR will be an exemplar of excellence

More information

Human Resources Strategy

Human Resources Strategy Human Resources Strategy 2013-2016 The Vision The South Eastern Health and Social Care Trust will be a leading provider of health and social care services for our patients, clients and carers. We will

More information

Court Network Head Office in Melbourne CBD and various courts in metropolitan Melbourne.

Court Network Head Office in Melbourne CBD and various courts in metropolitan Melbourne. POSITION DESCRIPTION Position Title Reports To Location Job Specifications Program Manager Victorian State Manager Court Network Head Office in Melbourne CBD and various courts in metropolitan Melbourne..8

More information

ACHIEVING EXCELLENCE IN CUSTOMER SERVICE SECTOR / CUSTOMER RELATIONS AND MARKETING

ACHIEVING EXCELLENCE IN CUSTOMER SERVICE SECTOR / CUSTOMER RELATIONS AND MARKETING ACHIEVING EXCELLENCE IN CUSTOMER SERVICE SECTOR / CUSTOMER RELATIONS AND MARKETING NON-TECHNICAL & CERTIFIED TRAINING COURSE The course emphasizes the importance of providing customer service excellence

More information

The Seven Core Problems Every Organisation Must Address When Managing Mental Health in the Workplace

The Seven Core Problems Every Organisation Must Address When Managing Mental Health in the Workplace The Seven Core Problems Every Organisation Must Address When Managing Mental Health in the Workplace PROGRAM BY TESS HOWELLS A GUIDE for HR and Line Managers Mental illness has been identified by the World

More information

Employee Engagement: getting the best from your people A Roevin recruitment guide

Employee Engagement: getting the best from your people A Roevin recruitment guide Employee Engagement: getting the best from your people Page 1 of 6 Employee Engagement: getting the best from your people Everyone seems to be talking about employee engagement. While most employers would

More information

SCDLMCE1 Lead and manage effective communication systems and practice

SCDLMCE1 Lead and manage effective communication systems and practice Lead and manage effective communication systems and practice Overview This standard identifies the requirements when leading and managing effective systems and practice for communication in settings where

More information

Code of Conduct for Psychological Health and Wellbeing

Code of Conduct for Psychological Health and Wellbeing Code of Conduct for Psychological Health and Wellbeing Derek Mowbray Purpose of a Code A Code has the purpose of being the central guide and reference for users in day to day decision making. The Code

More information

Policy & Procedure : Job Banding & Competency Framework

Policy & Procedure : Job Banding & Competency Framework Policy & Procedure : Job Banding & Competency Framework Document owner: Personnel Manager Document version: V1 Document status: Agreed SMT Date: 1 September 2008 1. Background This Policy & Procedure is

More information

COURSE CATALOG. vadoinc.net

COURSE 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 information

SKILLS FRAMEWORK FOR FOOD SERVICES SKILL STANDARDS FOR OPERATIONS DIRECTOR (F&B DIRECTOR)

SKILLS FRAMEWORK FOR FOOD SERVICES SKILL STANDARDS FOR OPERATIONS DIRECTOR (F&B DIRECTOR) Occupation: Operations Director (F&B Director) Occupation Description: The Operations Director (F&B Director) plans short and long-term F&B operations in line with the company's vision. He/She manages

More information

Engaging, Motivating and Retaining Staff. Christopher Dubble, MSW

Engaging, Motivating and Retaining Staff. Christopher Dubble, MSW Engaging, Motivating and Retaining Staff Christopher Dubble, MSW Leadership What makes a good leader? 1. 2. 3. 3 Leadership Styles: Directive Primary objective is immediate compliance. Most effective when

More information

Putting Your People First

Putting Your People First Putting Your People First Cake People Development Coaching, Mentoring, Leadership, Management and Consultancy t +44 (0)1603 733006 t +44 (0)203 40 992 88 e slice@cakepd.co.uk w cakepd.co.uk Developing

More information

Do Happy Employees Lead to Happy Customers?: Revisiting the Employee-Customer Relationship

Do Happy Employees Lead to Happy Customers?: Revisiting the Employee-Customer Relationship Do Happy Employees Lead to Happy Customers?: Revisiting the Employee-Customer Relationship AMA Web Cast October, 2008 Rick Garlick, Director of Consulting and Strategic Implementation, Maritz Research

More information

NZ 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 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 information

The TKI Tool. More Than Conflict Management. change. management. team building performance improvement. retention

The TKI Tool. More Than Conflict Management. change. management. team building performance improvement. retention The TKI Tool More Than Conflict Management change retention management leadership development team building performance improvement Practical Ways to Use the TKI to Maximise Organisational Performance

More information

The Two Faces of Customer Centricity

The Two Faces of Customer Centricity The Two Faces of Customer Centricity Mohamed Latib, Ph.D CEO, CX University I am a Customer I am an Employee Copying and distribution is not permitted CXUniversity2017 The New Breed of Customers I want

More information

Groups Sales Executive Position Description

Groups Sales Executive Position Description Groups Sales Executive Position Description majestichotels.com.au page 1 PURPOSE The Groups Sales Executive is predominantly responsible for sourcing and securing group business for all Majestic Hotels

More information

Reports to: Board of Directors of the Macatawa Area Express Transportation Authority

Reports to: Board of Directors of the Macatawa Area Express Transportation Authority Posting Date: June 11, 2018 Posting End Date: June 22, 2018 Position Title: Executive Director Reports to: Board of Directors of the Macatawa Area Express Transportation Authority Background Information

More information

Role Profile Floating Support Recovery Worker Second Step

Role Profile Floating Support Recovery Worker Second Step Second Step 9 Brunswick Square Bristol BS2 8PE December 2018 1. Job description The job description does not describe a comprehensive list of duties, rather a broader range of accountabilities and performance

More information

H7YG 04 (SCDLMCB8) Lead and Manage the Provision of Care Services that Supports the Development of Positive Behaviour

H7YG 04 (SCDLMCB8) Lead and Manage the Provision of Care Services that Supports the Development of Positive Behaviour H7YG 04 (SCDLMCB8) Lead and Manage the Provision of Care Services that Supports the Development of Positive Behaviour Overview This standard identifies the requirements associated with leading and managing

More information

APPENDIX 4 PART OF NTW(c)22. A Complete. NTW Nursing Strategy Delivering Compassion in Practice Assistant Practitioner Guidance Document

APPENDIX 4 PART OF NTW(c)22. A Complete. NTW Nursing Strategy Delivering Compassion in Practice Assistant Practitioner Guidance Document APPENDIX 4 PART OF NTW(c)22 A Complete NTW Nursing Strategy 2014-2019 Delivering Compassion in Practice Assistant Practitioner Guidance Document Introduction. In March 2014 the Trust launched its five

More information

SCDLMCA1 Manage and develop yourself and your workforce within care services

SCDLMCA1 Manage and develop yourself and your workforce within care services Manage and develop yourself and your workforce within care services Overview This standard identifies the requirements when taking responsibility for your own and others continuing professional development.

More information

Management of the business outcomes of the Design Centre to aligned to the Australia business plan.

Management of the business outcomes of the Design Centre to aligned to the Australia business plan. Position: General Manager Design Centre Australia Career progression level: 8/9 (TBC) Location Reports to: Australia Managing Director Geography Purpose Development of Geography Design Centre Business

More information

POSITION DESCRIPTION MERCY HEALTH. Executive Director, Mercy Hospital for Women and O Connell Family Centre. Position title: Employee name:

POSITION DESCRIPTION MERCY HEALTH. Executive Director, Mercy Hospital for Women and O Connell Family Centre. Position title: Employee name: MERCY HEALTH POSITION DESCRIPTION Position title: Entity/Group: Business Unit/Department: Executive Director, Mercy Hospital for Women and O Connell Family Centre Mercy Health Health Services Employee

More information

GUIDE TO EMPLOYEE ENGAGEMENT

GUIDE TO EMPLOYEE ENGAGEMENT the essential GUIDE TO EMPLOYEE ENGAGEMENT Better business performance through staff satisfaction Sarah Cook KOGAN PAGE London and Philadelphia Contents Preface ix 1. What is employee engagement? 1 What

More information

Role Profile. Management Accountant. Second Step

Role Profile. Management Accountant. Second Step Role Profile Management Accountant Second Step 9 Brunswick Square Bristol BS2 8PE November 2017 1. JOB DESCRIPTION The job description does not describe a comprehensive list of duties, rather a broader

More information

Team Leader Application Services

Team Leader Application Services Principles Vision Purpose Statement Team Leader Application Services healthalliance Purpose, Vision and Principles To be right behind better healthcare. Our role as provider of non-clinical services to

More information

Early Intervention Worker Job Description

Early Intervention Worker Job Description Homelessness Statement of Purpose The Salvation Army Homelessness are committed to providing opportunities that support each person to find their purpose, develop positive relationships and experience

More information

Working with us. Join the industry leader

Working with us. Join the industry leader Working with us Join the industry leader b Our Promise The Co-operative Funeralcare has always been committed to providing clients and their loved ones with the best possible care and we do this by ensuring

More information

Position Description - SUPPORT COORDINATOR (Level 4) Leisure Networks Association Inc. - Connecting people to their communities

Position Description - SUPPORT COORDINATOR (Level 4) Leisure Networks Association Inc. - Connecting people to their communities Position Description - SUPPORT COORDINATOR (Level 4) Leisure Networks Association Inc. - Connecting people to their communities THE POSITION Position Title: Support Coordinator (Level 4) Reports to: Team

More information

Relief Staff Unit Coordinator Full Time. Human Resources. Director Human Resources NIL. Lentara UnitingCare

Relief Staff Unit Coordinator Full Time. Human Resources. Director Human Resources NIL. Lentara UnitingCare POSITION DESCRIPTION Position title EFT / Hours Team / program area / location Reports to Supervises Tenure Award / Certified Agreement Classification Relief Staff Unit Coordinator Full Time Human Resources

More information

Human Capital TRAINING COURSES. Leading people. Leading organizations

Human Capital TRAINING COURSES. Leading people. Leading organizations Human Capital TRAINING COURSES CONTENTS Develop & Nurture Talent Assertiveness 2 days 4 Business Ethics Champion 1 day 5 Coaching & Counselling Skills for Managers 3 days 6 E-Colors & Personal Intervention

More information

myskillsprofile MLQ30 Management and Leadership Report John Smith

myskillsprofile MLQ30 Management and Leadership Report John Smith myskillsprofile MLQ30 Management and Leadership Report John Smith Management and Leadership Questionnaire 2 INTRODUCTION The Management and Leadership Questionnaire (MLQ30) assesses management and leadership

More information

BARRETT High Impact Selling & Leadership

BARRETT High Impact Selling & Leadership Discussion Paper BARRETT High Impact Selling & Leadership Workplace Emotional Intelligence in Sales & Leadership Article Resources: Dr Ben Palmer, Director of Research and Development for Genos Pty Ltd

More information

Caring and Continuous Learning. Building a Culture of Leadership Within Your Organization

Caring and Continuous Learning. Building a Culture of Leadership Within Your Organization Caring and Continuous Learning Building a Culture of Leadership Within Your Organization Agenda Briefly review the principles of leadership Make the case for the importance of employee engagement in achieving

More information

Employee Engagement: Helping Your Staff Go Above and Beyond. Shannon Bennett, Quality Management Supervisor. Disclosures

Employee Engagement: Helping Your Staff Go Above and Beyond. Shannon Bennett, Quality Management Supervisor. Disclosures Continual Improvement Forum Employee Engagement: Helping Your Staff Go Above and Beyond Shannon Bennett, Quality Management Supervisor June 13 th, 2016 Disclosures Relevant Financial Relationship(s): Nothing

More information

Performance Leadership A leadership performance tool created by Climber and Svennerstål & Partners. Svennerstål & Partners AB

Performance Leadership A leadership performance tool created by Climber and Svennerstål & Partners. Svennerstål & Partners AB Performance Leadership A leadership performance tool created by Climber and Svennerstål & Partners 1 Svennerstål & Partners AB Definition Performance Leadership as referred to in this presentation is a

More information

Prepared for: Joe Sample 2/2/15

Prepared 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 information

Director Student Experience

Director Student Experience Director Student Experience Reports To: General Manager, Student Marketing Location: Auckland Direct Reports TBA Tenure Permanent Last Reviewed October 2016 Organisational Statement Education New Zealand

More information

POLYNESIA MICRONESIA CLUSTER COUNTRY DIRECTOR JOB DESCRIPTION

POLYNESIA MICRONESIA CLUSTER COUNTRY DIRECTOR JOB DESCRIPTION POLYNESIA MICRONESIA CLUSTER COUNTRY DIRECTOR JOB DESCRIPTION Oxfam 2020 Polynesia/Micronesia Cluster Country Director Job Description COUNTRY DIRECTOR JOB DESCRIPTION Reporting to Location Staff reporting

More information

Code of Conduct for Psychological Health and Wellbeing

Code of Conduct for Psychological Health and Wellbeing Code of Conduct for Psychological Health and Wellbeing Prepared by: Professor Derek Mowbray PhD. Consultant Organisation and Occupation Health Psychologist Chartered Psychologist Chartered Scientist www.mas.org.uk

More information

Value-Based Leadership COMMITMENT, COMPASSION, CARE

Value-Based Leadership COMMITMENT, COMPASSION, CARE Value-Based Leadership COMMITMENT, COMPASSION, CARE What will I learn today? Identify the core values of the Situational Response Team (SRT) department. Identify my core values, and how they relate to

More information

The ClimateQUAL : OCDA survey measures the following organizational climates:

The ClimateQUAL : OCDA survey measures the following organizational climates: The ClimateQUAL : OCDA survey measures the following organizational climates: ORGANIZATIONAL CLIMATE Organizational climate refers to the interpretative frameworks shared by employees regarding the priorities

More information

Essential Guide to Stay Interviews

Essential Guide to Stay Interviews Essential Guide to Stay Interviews The Next Best Thing in Employee Retention ESSENTIAL GUIDE.............. RETENTION CHALLENGE Job hunting continues to be a focus because employees have a grass is greener

More information

OUR PEOPLE, OUR STRENGTH

OUR 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 information

Enable Graduates. Position Title: Direct Reports: Company introduction

Enable Graduates. Position Title: Direct Reports: Company introduction Position Title: Reporting Lines: Location: Direct Reports: Company introduction Enable Graduates Principal Consultant Singapore n/a Enable Professional Services is a proud consulting and technology partner

More information