Employee Engagement and your EAP
|
|
- Lilian Kelly
- 7 years ago
- Views:
Transcription
1 Employee Engagement and your EAP
2 Engagement In the current financial climate many companies are placing even greater importance on the need to maintain and increase financial performance in order to survive. Engagement is viewed by many as vital in achieving this. What is Engagement? Engagement is often confused with commitment, but it is more than just commitment. In their 2007 research into engagement Watson Wyatt suggested that engagement combines commitment with focus and direction, which they refer to as line of sight. Line of sight can be measured in terms of individual performance. Organisations may have a combination of those that are committed, those that are high performers, those that are engaged and those that are neither committed nor performing well. For an organisation to increase financial performance they must aim to increase the number of engaged staff in their organisation. Watson Wyatt labelled these groups: value creators, core contributors, aligned sceptics, lost believers and the disengaged. The following table shows the level of commitment and performance that each group demonstrates. Performance Commitment Value Creators High High Core Contributors Medium Medium Aligned Sceptics Medium Low Lost Believers Low High Disengaged Low Low They concluded that improving line of sight, improves performance, while strengthening commitment reduces turnover. But strengthening both commitment and performance results in a greater number of high performing employees that are more likely to stay with the company. The CIPD suggest that there are three types of engagement which need to be met for an employee to be fully engaged. Emotional engagement being very involved emotionally with one s work Cognitive engagement focusing very hard whilst at work Emotional Engagement Physical engagement being willing to go the extra mile for your employer. Cognitive Engagement Physical Engagement
3 The Importance of Engagement Engagement is particularly important during times of change, as employees who have a high engagement level are more likely to be supportive and resilient to organisational change. High levels of employee engagement have also been proven to have a significant impact on the financial performance of an organisation. A study by Towers Perrin ISR of 50 multinational companies found that over a 12 month period, companies with high levels of engagement out performed those with less engaged employees, in three key financial measures Operating income Net income growth Earning per share Key Engagement Drivers It is important to understand the drivers behind engagement in order to develop strong organisational programmes to improve employee engagement. A 2006 study by the Conference Board of Canada, that compared the results of 12 different studies into engagement drivers found that at least four of the studies agreed on eight key drivers: 1. Trust and integrity 2. Nature of the job 3. Employee understands how their work contributes to the organisation s performance 4. Career growth opportunities 5. Pride about the organisation 6. Relationships with co-workers and team members 7. Employee development 8. Relationship with one s manager Watson Wyatt s 2007 research concluded that there are essentially 3 headings under which all the key drivers fall. Strategic direction and leadership Effective, all-way communication Customer focus
4 Increasing Engagement There appears to be a consensus between most engagement studies that managers play a vital role in increasing employee engagement. For managers to fulfil this role they must have the skills necessary to build effective relationships and an understanding of how to capitalise on moments where engagement can be built. It therefore follows that in any programme which focuses on employee engagement it is important to factor in a plan to review and provide training on manager skills. In a recent research published by ACAS and the CIPD they proposed that there are six headings which encompass the fundamentals that managers must have to be an effective manager and get the most from their staff. These are: Managing work now and in the future Managing the team Managing the individual Managing conflict and difficult situations Managing yourself These skills will enable managers to build relationships with staff, but in order to effectively build engagement it is important that managers understand the moments when employee engagement can be increased. Group / Company-wide opportunities Recruitment Induction Training Major Change (downsizing, mergers, acquisitions, leadership and benefits restructuring) Senior leadership communication Advertising and public relations Company social events Team meetings Benefits enrolment Employee surveys Individual / Personal Opportunities Goal setting Ongoing performance feedback Recognition programmes Coaching and mentoring Annual performance reviews Career development Personalised communication (total rewards statements, anniversaries) Personal crises Retirement Formal and informal networking Watson Wyatt Continuous Engagement However, it is important to recognise that good management can only happen when line managers are supported by their organisations. With senior management taking the lead in the development of organisational practices to strengthen engagement Practices that can strengthen employee engagement: Develop and communicate clear, concise and consistent core values Clearly communicate the organisational goals and how employees can help to achieve those goals Communicate values around customer satisfaction Encourage employee input into how they work and the freedom to make decisions Encourage employee feedback and act on these where appropriate so that employees can see that there opinions are being heard and are valued Demonstrate a clear path for career progression. Remember, all employees are engaged when they join an organisation. It is what happens after that point that will determine their level of continued engagement.
5 The Importance of a PPC EAP in Increasing Engagement An EAP is a valuable resource to help increase employee engagement and should form part of the development of any organisational engagement programme. Organisations with an EAP report lower levels of employee anxiety, dissatisfaction, and turnover; higher levels of fair compensation; higher levels of growth and development opportunities and higher levels of meaningful work. However, this is a case of the chicken and the egg. It is difficult to know if these differences are because organisations that implement an EAP already have cultures that are likely to foster better working environments, or whether the EAP its self is responsible. But it is likely to be a combination of the two factors. EAP s also have a part to play in achieving engagement in the three key areas of engagement: Emotional engagement - being very involved emotionally with one s work Cognitive engagement - focusing very hard whilst at work Physical engagement - being willing to go the extra mile for your employer. High engagement in each of these areas can only happen when employees are not distracted by personal life, work life or health and wellbeing issues. The focus of a good EAP is on providing the information, advice and support that will enable employees to resolve these issues, before they affect the performance and engagement of an individual. PPC services that help to support organisational engagement programmes: Employee Support Skills Development Telephone Counselling Face to Face Counselling CBT Online Specialist Information Financial Advice Legal Advice PPC Online Manager Consultations Personal Coaching Performance Coaching Training Workshops Lunch n Learns PPC Online Manager Area If you would like to speak to us about how PPC can help your organisation to increase engagement call or enquiries@ppcworldwide.com
6 Bibliography Employee Engagement A Review of Current Research and Its Implications The Conference Board of Canada 2006 Reflections on Employee Engagement CIPD 2006 Engagement The Continuing Story Institute of Employment Studies Bridging the Employee Engagement Gap Watson Wyatt Employee Engagement Underpins Business Transformation Towers Perin / ISR Continuous Engagement Watson Wyatt Meeting the UK s People Management Skills Deficit ACAS/ CIPD 2009
CIPD Employee engagement
CIPD Employee engagement See www.cipd.co.uk for further details January 2007 This factsheet gives introductory guidance. It: considers what is meant by employee engagement and why organisations are interested
More informationStrategic human resource management toolkit
19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement
More informationUnderstanding the links between employer branding and total reward
8 September 2010 Understanding the links between employer branding and total reward An overview of our research findings and the implications for reward Limited is authorised and regulated by the Financial
More informationEmployee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach
1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed
More informationAn HR director s guide to employee engagement
Discussion paper An HR director s guide to employee engagement What is employee What motivates people to do a good job? How can organisations get the best out of their people? These questions are not new,
More informationOptimizing Rewards and Employee Engagement
Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin
More informationHR Professionals Building Human Capital
Human Resource WSQ 1 Marina Boulevard #16-01 One Marina Boulevard Singapore 018989 Tel: 6883 5885 Fax: 6512 1111 Email: http://portal.wda.gov.sg/feedback Website: www.wda.gov.sg Printed in Feb 2015 HR
More informationHR Enabling Strategy 2012-2017
This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x
More informationSome examples of how I have worked with firms to identify and develop the scope of the secretarial role are:-
Clodagh Beaty Secretarial Role Development Experience The Legal Secretarial Role I am a recognised expert in the legal secretarial role and am regularly invited to speak at conferences and forums and contribute
More informationImprove Sales Performance
Improve Performance by Investing In Talent Management Competitive compensation programs have their place in motivating sales teams, but not all sales force performance problems can be solved with money.
More informationManagement Competencies - 360 Assessment
Management Competencies - 360 Assessment Up-skill managers to prevent and reduce workplace stress Line managers play a vital role in the identification and management of workplace stress. Managers will
More information7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE
7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE Insights from Ceridian s 4th Annual Pulse of Talent Survey EXECUTIVE SUMMARY The insights provided by more than 800 working Canadians show
More informationINVESTORS IN PEOPLE ASSESSMENT REPORT. Rodor Housing & Support Limited
INVESTORS IN PEOPLE ASSESSMENT REPORT Rodor Housing & Support Limited Page: 1 of 11 Key Information Assessment Type Investors in People Specialist Name First time assessment Sue Long Visit Date 10/2/2014
More informationOrganisational and Leadership Development at UWS
Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a
More informationJob Description Strategic Projects Team Leader
Strategic Projects Team Leader Department: Group: Direct Line Manager: Responsible For: Planning & Community Relations Manager - & Community Relationships Three (3) Strategic Project Drivers Delegations:
More informationNSPCC JOB DESCRIPTION. Database Training and Support Manager. (Grade 5 - Senior Business Support Officer)
NSPCC JOB DESCRIPTION Job Title: Database Training and Support Manager (Grade 5 - Senior Business Support Officer) Function: Department: Supporter Services and Database Administration Supporter Experience
More informationTalent Management Framework
Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular
More informationSelf-Assessment Duval County School System. Level 3. Level 3. Level 3. Level 4
Standard 1: Purpose and Direction 1.1 The system engages in a systematic, inclusive, and comprehensive process to review, revise, and communicate a system-wide propose for the student success. The system
More informationHow to tackle work-related stress A guide for employers on making the Management Standards work
A guide for employers on making the Management Standards work Health and Safety Introduction A guide for employers on making the Management Standards work Going to work is generally good for us, but only
More informationAre They the Same Thing? An ADP White Paper
Employee Satisfaction vs. Employee Engagement: Are They the Same Thing? An ADP White Paper Executive Summary There continues to be a lot of confusion in the HR industry around employee satisfaction and
More informationHUMAN RESOURCES. Management & Employee Services Organizational Development
Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner
More informationDepartment of Human Resources. Performance Management An introduction
Department of Human Resources Performance Management An introduction 1 Contents 1. What is Performance Management 3 2. Key principles 5 3. Tools and Resources 7 4. Performance Management 8 Health Check
More informationEmployee Engagement Survey 2015. Nova Scotia Government-wide Report
Employee Engagement Survey 2015 Nova Scotia Government-wide Report Employee Engagement Survey 2015 This summary report provides information on the state of employee engagement in the Nova Scotia public
More informationEngaged staff: What do they look like and why might you want them?
Provocation Paper 2 Engaged staff: What do they look like and why might you want them? Emily Lawson, McKinsey & Company The idea that, in an ideal world, staff should be highly engaged, has been around
More informationWHAT DRIVES EMPLOYEE ENGAGEMENT AND WHY IT MATTERS
WHAT DRIVES EMPLOYEE ENGAGEMENT AND WHY IT MATTERS Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. driveengagement_101512_wp WHAT DRIVES EMPLOYEE
More informationBusiness Benefits of Volunteering
Business Benefits of Volunteering An introduction to skills based volunteering Mari Frengstad TABLE OF CONTENT: Executive Summary... 3 Introduction... 5 What skills are key to Hammerson s success?... 5
More informationHuman Capital Development FY15
1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed
More informationOrganisational Development Improvement Strategy 2009-2011 Delivering results through our people
Organisational Development Improvement Strategy 2009-2011 Delivering results through our people 1 Index Page No Foreword 3 What is Organisational Development? 4 Organisational Development- Driving change
More informationOperational Improvement Using specialist skills in specific functional areas to enhance your own capabilities
Page 1 of 10 About FMEA We are a network of diverse, practical and experienced senior business consultants who have worked in small and world renowned Consultancy Organisations. We believe in working co
More informationModule 1 Personal Vision and Mission Statements for Business Leaders
Module 1 Personal Vision and Mission Statements for Business Leaders By Michelle Pate, MA, MBA How many times have you worked for a company and many of your co-workers don t know what is happening at the
More informationSands, the stillbirth and neonatal charity, is a well established and widely respected national charity that:
POST TITLE HR Manager DIVISION/DEPARTMENT Executive Team REPORTS TO Deputy Chief Executive DATE April 2013 BACKGROUND Sands, the stillbirth and neonatal charity, is a well established and widely respected
More informationRight: People Roles Recognition - Culture
Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge
More informationINVESTORS IN PEOPLE ASSESSMENT REPORT
INVESTORS IN PEOPLE ASSESSMENT REPORT Birmingham City University Human Resources Department Page: 1 of 19 Key Information Assessment Type Review Investors in People Specialist Name Bob Morrison Visit Date
More informationLeicestershire Partnership Trust. Leadership Development Framework
Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government
More informationWiltshire Council s Behaviours framework
Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council
More informationTest your talent How does your approach to talent strategy measure up?
1 Test your talent How does your approach to talent strategy measure up? Talent strategy or struggle? Each year at Head Heart + Brain we carry out research projects to help understand best practice in
More informationInvestors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited
Investors in People Assessment Report for Bradstow School Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited 30 August 2013 Project Reference Number
More informationCustomer Service. 1 Good Practice Guide
Customer Service 1 Good Practice Guide Contents Photography by OzShots Foreword 3 The application of this guide to employees in the public service 4 Core principles of customer service 4 Leading and modelling
More informationTo find out more, please contact your Capita consultant or visit www.capita.co.uk/employeebenefits
assure Delivering DC health excellence benefits excellence self- sustaining Good broking alone is not enough to deliver lasting value. There is substantial evidence to confirm that employees value highly
More informationSTRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY
STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic
More informationJOB DESCRIPTION. Regional Human Resources Manager (RHRM) Department/Region/Section: Human Resources Based at North Region, Leeds RHQ
A JOB DESCRIPTION Job Title: Regional Human Resources Manager (RHRM) Division: Human Resources Department/Region/Section: Human Resources Location: Based at North Region, Leeds RHQ Reports to: Head of
More informationUniversity of York Coaching Scheme
University of York Coaching Scheme Guidelines July 2014 Learning and Development Contents Introduction to Coaching... 2 What is the difference between Coaching, Mentoring, Counselling and Mediation?...
More informationFor Optimal Sales Force Performance, Pay Is Not Enough
For Optimal Sales Force Performance, Pay Is Not Enough Three must-have elements for optimal sales performance How to develop sustainable engagement of sales professionals How sales managers make a significant
More informationThe University of Reading. e-learning Strategy 2005-2010
The University of Reading e-learning Strategy 2005-2010 This strategy has been approved by the University Board for Teaching and Learning and noted by the Information Strategy Committee in June 2005. The
More informationCase Study. We are growing quickly, and Saba is key to that successful growth.
Case Study In the dynamic energy industry, Mansfield Oil one of Forbes 50 Largest Private Companies fuels its employee engagement and retention with a new talent management strategy powered by Saba Software.
More informationJOB DESCRIPTION: Senior Manager HR & Talent Management
JOB DESCRIPTION: Senior Manager HR & Talent Management RESPONSIBLE TO: RESPONSIBLE FOR: Group Director The overall management and development of all aspects of HR and Talent Management for the company,
More informationENHANCING PERFORMANCE MANAGEMENT: THE VALUE OF STAFF APPRAISALS A BUSINESS INSIGHT REPORT BY KAPLAN
ENHANCING PERFORMANCE MANAGEMENT: THE VALUE OF STAFF APPRAISALS A BUSINESS INSIGHT REPORT BY KAPLAN 1 INTRODUCTION In 2014, leading global education and training provider Kaplan carried out a survey among
More informationHR Fast Stream Graduate Programme
HR Fast Stream Graduate Programme 02 Contents Welcome p.03 What is the HR Fast Stream Graduate Programme? p.04 What are we looking for? p.07 Your Fast Stream career path p.08 Location p.09 Profiles p.10
More informationCOACHING AND MENTORING in Higher Education
COACHING AND MENTORING in Higher Education How to tell the difference Paul Levy Head of Staff and Educational Development University of East Anglia July 15, 2013 Coaching and mentoring Coach and coachee?
More informationWorkforce Management Plan 2013-2017
Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction
More informationThe integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1
The integrated leadership system ILS support tools Leadership pathway: Individual profile Executive Level 1 profile Shapes strategic thinking Achieves results Cultivates productive working relationships
More informationPerspectives. Professional service firms. Re-engaging and retaining employees
Perspectives Professional service firms Re-engaging and retaining employees Re-engaging and retaining employees in professional service firms An engaged workforce one that is fi ring on all cylinders and
More informationLEADERSHIP, MANAGEMENT AND BUSINESS SKILLS TRAINING UNLOCK YOUR PEOPLE POTENTIAL.
LEADERSHIP, AND TRAINING UNLOCK YOUR PEOPLE POTENTIAL. Every person, every action, every minute makes a difference. We know that middle and senior managers face a multitude of challenges. They re accountable
More informationD 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.
1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within
More informationEmployee Engagement in the Continuing and Long Term Care Sectors
in the Continuing and Long Term Care Sectors Get a grip on it Recent studies by both Watson Wyatt and Gallup showed that employee engagement is a leading indicator of performance. These and other studies
More informationWWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)
WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embody
More informationOUR VALUES & COMPETENCY FRAMEWORK
OUR VALUES & COMPETENCY FRAMEWORK Introduction Below you will find the PPF s values and details of our key generic competencies and competency levels. You ll find details of the competency levels required
More informationJob description HR Advisor
Job description HR Advisor Main purpose of job To work closely with colleagues in the HR Business Partner team along with the wider PDO directorate to ensure delivery of a first class, professional and
More informationWest Dunbartonshire Council s Employee Recognition Framework
West Dunbartonshire Council s Employee Recognition Framework CONTENTS 1 Introduction page 3 2 Overview of the framework page 3 3 Communicating and promoting success page 4 4 WDC Annual Employee Recognition
More informationUnderstanding FM (Foundation) 3-day course
Understanding FM (Foundation) 3-day course Aim To provide both a comprehensive introduction to key aspects of FM, and provide a solid base of knowledge, techniques and reference material for Facilities
More informationChris Bell. Customer Experience Coach. www.customerexperiences.co.nz
Chris Bell Customer Experience Coach Developing Your Unique Customer Experience Introduction As more and more business leaders start to understand what a customer experience strategy is all about and more
More informationCity and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1
City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary
More informationJob Grade: Band 5. Job Reference Number:
Job Title: Business Analyst Job Grade: Band 5 Directorate: Job Reference Number: People and Transformation P01216 The Role: This is a challenging role working with and across all services to support the
More informationWhy organisations are interested in employee engagement
Page 1 of 6 Homepage > HR Resources > Factsheets > Employee engagement Employee engagement Revised July 2012 In this factsheet What is employee engagement? Why organisations are interested in employee
More informationPeople & Organisational Development Strategy
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
More informationIPD Level 7 Advanced LEVEL 7 CIPD ADVANCED CERTIFICATE/DIPLOMA IN HUMAN RESOURCE MANAGEMENT DEVELOPING TODAY FOR TOMORROW
IPD Level 7 Advanced LEVEL 7 CIPD ADVANCED CERTIFICATE/DIPLOMA IN HUMAN RESOURCE MANAGEMENT DEVELOPING TODAY FOR TOMORROW CIPD Level 7 Advanced qualifications are the most widely-recognised professional
More informationObjective Action Timescale Responsibility Success Measure
Objective Action Timescale Responsibility Success Measure 1. Review Female Academic Progress and Support Networks 1.1 Implement Career Development Committee (to be held annually after appraisals) Expand
More informationUsing Technologies to Onboard New Hires
Using Technologies to Onboard New Hires Statistics show that 1 in 6 new hires will leave in the first 6 months of employment. It is critical for employers to have an effective onboarding experience to
More informationCoaching and Career Development
Coaching and Career Development Overview Five key ways to coach and support career development. What is coaching? Hold frequent coaching meetings with employees Work on your coaching skills Plan and prepare
More informationHow To Get A Project Manager Diploma
Self Assessment Checklist & Questions Diploma in Management RPL Portfolio BSB51107 Diploma of Management RPL Portfolio Self-Assessment Checklist and Questions Self Assessment Checklist & Questions Diploma
More informationAboriginal Human Resources Development Plan. A message from the Director-General
DRAFT Aboriginal Human Resources Development Plan 2012-2017 Our priorities The priorities outlined in the Plan provide a framework for committed action and innovative responses from our workforce to meet
More informationEmployee Assistance Programme
32938_ONEGI_GEN1914.qxp:32938_ONEGI_GEN1914 30/9/11 03:45 Page 1 Employee Assistance Programme Winner Best Occupational Health Provider Health Insurance Awards 2007, 2008, 2009 and 2010 Contents: Why consider
More informationSelf Assessment. Introduction and Purpose of the Self Assessment Welcome to the AdvancED Self Assessment.
Self Assessment Introduction and Purpose of the Self Assessment Welcome to the AdvancED Self Assessment. The Self Assessment is designed to serve as a valuable tool to help schools assess and maintain
More informationThe HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions
The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions Fierce competition for funding and the need to differentiate from other institutions
More informationFigure 1 The IWC s conceptual model of effective water leaders.
IWC Water Leadership Program Readiness Self-assessment Tool The purpose of this self-assessment tool is to guide you through a set of questions that should help to determine: whether the International
More informationThe Role and Responsibilities of the Managing Partner Timothy I. Michel, CPA
The Role and Responsibilities of the Managing Partner Timothy I. Michel, CPA I became the managing partner (MP) in my prior firm after having spent 25 years serving clients as a practice partner. During
More informationPerspectives. Employee voice. Releasing voice for sustainable business success
Perspectives Employee voice Releasing voice for sustainable business success Empower, listen to, and act on employee voice through meaningful surveys to help kick start the UK economy. 2 Releasing voice
More informationThe People Skills of Management a three day programme for managers and leaders
The People Skills of Management a three day programme for managers and leaders What is this seminar about? This three-day programme provides you with a unique opportunity to accelerate the development
More informationBest Practices in High Growth Schools. Fiscal Year 2016. Report. To the. Legislature. As required by. Minnesota Statutes,
Best Practices in High Growth Schools Fiscal Year 2016 Report To the Legislature As required by Minnesota Statutes, section 120B.35, Subdivision 4 COMMISSIONER: Brenda Cassellius, Ed. D. Best Practices
More informationValuing Research Staff Implementing the Concordat
Valuing Research Staff Implementing the Concordat 1 Foreword Contents The University of Hertfordshire undertakes world leading and internationally excellent research across many areas of its portfolio.
More informationSpecific Measurable Achievable. Relevant Timely. PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide PROGRAM OVERVIEW
Specific Measurable Achievable PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide Relevant Timely PROGRAM OVERVIEW About the Training Program This session is designed to enable participants
More informationPERSONAL DEVELOPMENT PLAN MT WT F. United Nations Performance Management
PERSONAL DEVELOPMENT PLAN SS MT WT F United Nations Performance Management 43 Personal Development Plan The importance of learning One of the purposes of the Performance Management and Development System
More informationHow To Work At Searson Buck
Our business is people. Searson Buck Searson Buck is proud to be a leading provider of and human resource services. We build lasting relationships and create customers for life. Our focus is on providing
More informationRoadmap To Engagement
white paper Roadmap To Engagement Practical steps businesses can take to increase employee satisfaction. Characteristically, an engaged worker puts forth additional effort in a manner that promotes the
More informationincreased demand for banks to help companies structure their finances. 2016 EXPECTATIONS
Thailand IT WAS A TRANSITIONAL YEAR FOR THAILAND IN 2015 AS COMPANIES FOCUSED ON DRIVING DOWN COSTS DUE TO THE GENERAL SLOWDOWN ACROSS SOUTH- EAST ASIA, HOWEVER RECRUITMENT WILL REMAIN BUOYANT IN 2016.
More informationThe Global State of Employee Engagement: A 2014 Study
The Global State of Employee Engagement: A 2014 Study The Global State of Employee Engagement: A 2014 Study In May of 2014, BPI group partnered with research firm BVA to survey the state of employee engagement
More informationAndrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance abratt@gmc-uk.org, 0161 923 6215
Agenda item: 21 Report title: Report by: Action: People Strategy- Leadership and Management Andrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance abratt@gmc-uk.org, 0161 923
More informationTalent Measurement Training
Talent Measurement Training Learn with the People Experts PLAN RECRUIT ASSESS DEVELOP ENGAGE PERFORM Now we can make sure that the right people with the right skills and behaviours are in the right place
More informationLecturer Job Description - Maths Graduate
Lecturer Job Description - Maths Graduate Date : May 2014 Reports to : Section Leader, Skills for Life Introduction Bicton College s Values are embodied in the following statements: We are student focussed
More informationCertificate IV in Frontline Management
MARCH 2011 Certificate IV in Frontline Management Ai Group is pleased to provide you with information regarding the Certificate IV in Frontline Management - BSB40807. BENEFITS OF TRAINING Effective training
More informationIntroduction. Page 2 of 11
Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation
More informationREPRIORITIZING WHAT MATTERS MOST: A Focus on Career Management to Drive Business Results
REPRIORITIZING WHAT MATTERS MOST: A Focus on Career Management to Drive Business Results Keith Caver Towers Watson Melissa Jones CSAA IG Renée Smith Towers Watson April 1, 2014 Recent Headlines Highlight
More informationTHE BUSINESS CASE FOR OUTPLACEMENT
THE BUSINESS CASE FOR OUTPLACEMENT A PRACTICAL EXAMPLE THE REAL COST OF REDUNDANCY When most businesses assess the cost of making roles redundant, they calculate the direct cost of the redundancy payout
More informationEmployee Engagement - The Missing Link in Service Excellence
Employee Engagement - The Missing Link in Service Excellence Moses Ngorima Principal Consultant PPB Africa 18 October 2010 Employee Engagement no company, small or large, can win over the long run without
More informationHealth and wellbeing Principles and practice
Health and wellbeing Principles and practice Curriculum for Excellence has an important role to play in promoting the health and wellbeing of children and young people and of all of those in the educational
More informationPolicy statement: Assessment, recording and reporting achievement.
Policy statement: Assessment, recording and reporting achievement. In partnership with the home and the local community, the school has a responsibility to fulfil the demands of the national curriculum
More informationEmotional Intelligence Self Assessment
Emotional Intelligence Self Assessment Emotional Intelligence When people in the workplace do not act with Emotional Intelligence (EQ) the costs can be great: low morale, bitter conflict and stress all
More informationExtract of article published in International HR Adviser magazine 2013. The role of HR in global mobility
Extract of article published in International HR Adviser magazine 2013 The role of HR in global mobility Increasingly the regional HR director for Asia Pacific for many large multinationals will be based
More informationSeminar E3 Developing an Effective Leadership Culture to Support Business Change
Seminar E3 Developing an Effective Leadership Culture to Support Business Change Inji Duducu Group People Director Benenden @injiduducu The Benenden Story - transformation Background The Challenge April
More informationPresenters: Bob Anderson & Jonathan Hulsh
Breakthroughs in Leadership Development For Coaches, Consultants, HR and OD Professionals Presented by The Leadership Circle Presenters: Bob Anderson & Jonathan Hulsh 2008 The Leadership Circle As millions
More information