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jerryking : employee_engagement   45

How to leave your company better off than you found it - The Globe and Mail

Special to The Globe and Mail

Published Thursday, Jan. 02 2014

How can you ensure that you are leaving your organization in better shape than when you took the reins? True leaders typically take the following steps:

1. Commit to making things better every single day – in ways that position your organization for both short- and long-term success. Don’t be a bystander and watch problems fester; have the courage to tackle them head on.

2. Guard the interests of the whole organization. Don’t just focus on your own department or self-interests.

3. Try to anticipate threats that can put your organization at risk. Stay plugged into what you hear from customers or employees close to customers. This is often where the early warning signs exist.
4. Build strong relationships both inside and outside your organization.
5. Develop an unyielding commitment to building a strong culture that drives high employee engagement.
6. Develop leaders for the future.
legacies  leadership  RBC  Gord_Nixon  stewardship  companywide  leaders  CEOs  employee_engagement  organizational_culture  leadership_development  relationships  anticipating  threats  thinking_holistically  long-term  short-term  incrementalism  nobystanders  warning_signs 
january 2014 by jerryking
Listening Begins at Home
November 2003 | HBR | by James R. Stengel, Andrea L Dixon,and Chris T.Allen
listening  P&G  HBR  marketing  career_paths  employee_engagement 
august 2012 by jerryking 10 building blocks for employee engagement
February 27, 2012 | G&M | HARVEY SCHACHTER.

Make client goals your top priority

New York-based marketing consultant Andrew Sobel once asked a highly successful rainmaker what his secret was for bringing in so much business.

The answer was in the man's shirt pocket, where he kept a sheet of paper with the names of each client. Next to each name was that executive's most important goals. "My job in life is to help them accomplish those goals," the rainmaker said.
Harvey_Schachter  employee_engagement  rainmaking  JCK  networking 
march 2012 by jerryking
Document Page: Social Science Palooza II
Brooks, David
The New York Times
David_Brooks  teams  motivations  employee_engagement  sports 
march 2011 by jerryking
How to Handle Employee Activism: Google Tiptoes Around Cairo's Hero -
FEBRUARY 11, 2011| WSJ | John Bussey. the remarkable story of
Wael Ghonim, the Google manager who helped organize a popular rebellion
in Egypt...A lot of U.S. companies, which now manage millions of
employees abroad, watched with trepidation. Many of them now earn more
abroad than they do in America. And much of that income comes from the
sale of big-ticket items—power systems, infrastructure equipment,
aircraft, telecommunications—that only governments can afford to buy.
Companies may not want to be lapdogs to dictators. But they also don't
want to tick off their chief customer. It's a balancing act, one that
inevitably leads to a policy of corporate discretion: Best to stay off
the radar screen.
Egypt  employee_engagement  Google  activism 
february 2011 by jerryking
From 'Me' Leadership To 'We' Leadership -
OCTOBER 26, 2004 | Wall Street Journal | By JONATHAN M. TISCH.
Success in today's interdependent world demands "We" leaders -- people
who look beyond narrow self-interest to build partnerships in pursuit of
a greater good.

Managing through partnerships may sound idealistic. Actually, it's
profoundly practical. In an increasingly complex world, no single
organization is capable of mobilizing all the resources required to
accomplish everything it needs to do. We literally have no choice but to
work together. And whenever managers, employees, communities,
shareholders, owners and even competitors join forces in pursuit of
shared goals, everybody wins. Mr. Tisch is chairman and CEO of Loews
Hotels, and co-author, with Karl Weber, of "The Power of We: Succeeding
Through Partnerships" (John Wiley & Sons, 2004).
leadership  JetBlue  employee_engagement  partnerships  ethical  books 
october 2010 by jerryking
Give more power to your people
Ravi Mattu. Financial Times. Oct 7, 2010. pg. 14
ProQuest  employee_engagement 
october 2010 by jerryking
The Talent Innovation Imperative
August 27, 2009| Strategy + Business | by DeAnne Aguirre,
Laird Post, and Sylvia Ann Hewlett. Build engagement. More than 100
studies have demonstrated the correlation between employee engagement
and business performance. Engaged employees are far more productive and
committed. They are more likely to make progress toward company goals,
as well as the goals of their own group. But only one in four employees,
on average, is “engaged.” Although the drivers of engagement vary from
one organization to the next, four factors predominate: (1) whether
employees feel respected, valued, and recognized; (2) whether they
perceive their job to be important to the success of the enterprise; (3)
how much pride they feel about the company and what it stands for; and
(4) how much trust and confidence they have in company leadership.
Improving these factors can represent a substantial and cost-effective
opportunity for forward-looking companies.
employee_engagement  ksfs  talent 
september 2010 by jerryking
Making Sense of Research in Engagement
Dann Hoxsey; University of Victoria
Angela Matheson; Manager Research and Development, BC Stats
While everybody is talking about employee engagement, our research
points to some limitations about what can be said and how we might
better understand the effects an engaged workforce has on organizational
performance. This research presents a cautionary tale, which suggests
that a lot of “engagement” talk is over-simplified. In this
presentation, we will tell you what we have done, what we have found,
and what you can do to avoid making an engagement faux pas.
employee_engagement  limitations  cautionary_tales 
september 2010 by jerryking
Leading the transformation to co-creation of value
2009 | Strategy & Leadership : Vol. 37, Iss. 2; pg. 32 |
Venkat Ramaswamy. His key insight: Unless employees can openly complain
about or have a say in solving a problem when they can't successfully
interact with the customer a firm can't successfully engage employees in
the process of co-creating customer value. Employee engagement is too
often defined only in terms of fulfilling the needs of an employee from
compensation to employee benefits. Nayar believes instead that companies
need to also address "the aspirational needs of an employee." The way
to do this is by starting with the assumption that every employee has
professional and career aspirations and is also looking for a larger
cause, one that could be fulfilled by a satisfying employee engagement
experience with colleagues in the organization and its customers and
ProQuest  employee_engagement  problem_solving 
september 2010 by jerryking
Focusing on the 'Human' in HR
Apr 2010 | HRMagazine. Vol. 55, Iss. 4; pg. 34, 2 pgs | Bill
Leonard. Officials opted not to fill open jobs, and the additional
workload on individuals has become a top concern for Jackson, who has
seen her own staff decrease almost 10 % -from nearly 240 in 2007 to
approximately 220 at the end of 2009. All commonwealth employees' pay
has been essentially frozen for two yrs., while they are being called on
to do more. "One of the toughest problems that I face with this economy
is how to reward staff for a job well done," she says. Meanwhile,
Jackson and other top executives volunteered to cut their own pay by 10
%. Budget constraints have made development of an employee engagement
model essential to ensure that the Kentucky government succeeds as an
employer of choice, Jackson insists. When she began working for
Beshear, the HR function was based on an antiquated model focused on
handling transactions and "creating policies and procedures and then
sending the policy edicts out."
ProQuest  employee_engagement  constraints  human_resources 
september 2010 by jerryking
Linkage Inc. | Blog | Track 2: Reengage
A new and real risk is that people disengage and burn out, which can derail critical initiatives and productivity.
employee_engagement  risks 
september 2010 by jerryking
Benefits of Connecting Disengaged Employees
Chris Young
August 23, 2010 | 5:15 pm

Great post Trish! You really hit the nail on the head with connection
fact 1. I have seen few things that can derail employee engagement
quicker than a mismatch of an employee’s skills and behaviors with those
needed to perform the job well.

I have featured your post in my Rainmaker ‘Fab Five’ blog picks of the
week (found here:
to share your thoughts on engagement with my readers.

Be well and keep rockin’!
employee_engagement  mismatches 
september 2010 by jerryking
PGI Releases First Report
Mar 2010 | Business and the Environment. Vol. 21, Iss. 3; pg.
7, 2 pgs | Anonymous. PGI's sustainability report is both engaging and
informative, using audio and animation to illustrate the company's
commitment to sustainability through "Vision, Speed and Efficiency."
PGI's five-year sustainability goals are to:

* Commercialize 10 new sustainable innovations;

* Increase the use of recycled material;

* Reduce the use of non-renewable materials in delivered products by

* Reduce the use of water in manufacturing by 10%;

* Reduce carbon footprint by 10%;

* Reduce solid waste from manufacturing processes by 10%;

* Reduce recordable safety incidents to zero;

* Report at an "A" GRI application level; and

* Achieve a "low risk" employee engagement benchmark level.
ProQuest  employee_engagement  TBL  sustainability  goal-setting  water_footprints 
september 2010 by jerryking
Effective employee engagement
|Coleysmith Consulting. How to think about Employee Engagement.
employee_engagement  howto  filetype:pdf  media:document 
september 2010 by jerryking
Riding the Lean Tornado
Jun 2004 | Manufacturing Engineering.Vol. 132, Iss. 6; pg. 14, 2 pgs | Christopher Couch.
ProQuest  employee_engagement  Freshbooks 
september 2010 by jerryking
Maintaining Employment Value Proposition
July 31, 2009 | BusinessWeek | Staff at the Corporate
Executive Board. `Employee disengagement continues to be a critical
issue across a wide variety of organizations as they work through the
economic downturn. One out of four employees was disengaged at the end
of the first half in 2009 according to a survey of over 61,000 employees
by the Corporate Leadership Council, a program of the Corporate
Executive Board. One of the main causes of this disengagement is
directly linked to the massive change employees have experienced when it
comes to their Employment Value Proposition (EVP)—or the value that
employees gain by working for a particular organization, 82% of
employees indicated that their EVP has trended downwards quite
dramatically in the past six months due to reasons such as layoffs,
organizational restructurings, and shifts in managers. `
employee_engagement  value_propositions 
september 2010 by jerryking
Disengagement party Business.view ProQuest
Mar 31, 2009 | / News Analysis | Anonymous. .
:Towers Perrin, a consulting firm, found that between 2002 and 2006
companies with excellent records in motivating staff generated an
average annual return over the period that was 9.3 percentage points
higher than that of the companies in the S&P 500 stockmarket index.
employee_engagement  Freshbooks  ProQuest 
august 2010 by jerryking
Is Optimism a Competitive Advantage
August 13, 2009 | BusinessWeek | By Michelle Conlin. The
link between a company's employee engagement and its bottom line is
real: the more engaged the workers, the higher the sales and profits
employee_engagement  competitive_advantage  ROI  layoffs  corporate_universities 
august 2010 by jerryking
Employees Hold the Key to Innovation -
AUGUST 23, 2010 | Wall Street Journal | JC SPENDER AND
BRUCE STRONG. Who Has Innovative Ideas? Employees. The trick is knowing
how to tap into them. One answer: innovation communities.
innovation  employee_engagement 
august 2010 by jerryking
Employee Engagement: What It Is and Why You Need It - BusinessWeek
May 8, 2009 | | by reader Derek Irvine. On
the importance of engaging employees strategically and authentically.
"Towers Perrin has found that companies with engaged employees boosted
operating income by 19% compared with companies with the lowest
percentage of engaged employees, which saw operating income fall 33%.
What does that mean in real dollars? For S&P 500 companies, Watson
Wyatt (WW) reports that a significant improvement in employee engagement
increases revenue by $95 million. "
employee_engagement  ROI  productivity 
august 2010 by jerryking
Why We Can't 'Motivate' Engagement
August 17, 2010 | BusinessWeek | By Dov Seidman. Managers
who think of employee engagement as a goal rather than a way of working
have it all wrong!
employee_engagement  Daniel_Pink  motivations 
august 2010 by jerryking
My Week as a Room-Service Waiter at the Ritz
June 2002 | Harvard Business Review | by Paul Hemp.
Ritz-Carlton provides a good example of how employee engagement supports
its core customer service strategy. Part of the commitment of
Ritz-Carlton employees can be traced to how the company leverages one of
its great Genuine Assets, the Ritz-Carlton heritage and traditions.
Ritz-Carlton also carefully selects the right people through an
assessment system that focuses on personal qualities and attitude
critical to the company's success, rigorous training and reinforcement
of the Ritz-Carlton principles of customer service and process focus,
use of a guest-recognition database, and empowerment of employees to
take action to resolve customer complaints. Ritz-Carlton's employee
engagement and strategic communications activities are highly aligned to
support its competency strategies in operations, innovation, and
customer_service  employee_engagement  HBR  heritage  high-end  hiring  hospitality  hotels  luxury  process-orientation  Ritz-Carlton  selectivity  the_right_people  traditions 
march 2010 by jerryking

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