SlideShare uma empresa Scribd logo
1 de 19
Baixar para ler offline
 
Blessing White (April 2008).  2008 Employee Engagement Report   71% of the workforce is either  under-performing  or  actively undermining their work .
employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. employees are essentially “checked out.” They are sleepwalking through their workday. They are putting in time, but not enough energy or passion into their work. employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish. Actively Disengaged Engaged Not-Engaged
WHAT IS ENGAGEMENT? “ An employee's involvement with, commitment to, and satisfaction with work.”   Seijts, Gerard H. and Dan Crim (2006).  "The Ten C's of Employee Engagement"   “ Engaged employees  care  about the future of the company and are  willing to invest   the discretionary effort.”
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Gallup Organisation Research, 2005
Buckingham & Coffman, (1999). “First, Break all the Rules”   4 Steps to engagement! ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Summit Clear focus Recurring sense of achievement
Case study: Company XYZ, Cape Town FOCUS ENGAGED:  32.14% NOT-ENGAGED:  33.33% ACTIVELY DISENGAGED:   34.53%
Case study: Company XYZ, Cape Town WHAT DO I GET? Engaged   35.71% Not-engaged   42.86% Actively Disengaged 21.43% WHAT DO I GIVE?   Engaged   28.57% Not-engaged   25.00% Actively Disengaged  46.43% FOCUS 22 27 11 20 19 27 4 5 1 3 2 4 2 3 2 3 2 3 1 2 1 2 3 4 3 3 3 5 4 3 2 5 2 2 2 5 5 4 1 3 3 3 5 5 1 2 3 5 6. Is there someone at work who encourages my development? 5. Does my supervisor, or someone at work, seem to care about me as a person? 4. In the last seven days, have I received recognition or praise for good work? 3. At work, do I have the opportunity to do what I do best every day? 2. Do I have the materials and equipment I need to do my work right? 1. Do I know what is expected of me at work?
Case study: Company XYZ, Cape Town DO I BELONG HERE? Engaged   42.86% Not-engaged   35.71% Actively Disengaged  21.43% DO I GROW HERE?   Engaged   14.29% Not-engaged   35.71% Actively Disengaged  50.00% FOCUS 22 14 25 23 20 22 5 3 4 4 1 4 3 2 4 3 3 1 2 2 2 4 3 3 3 3 3 4 3 2 2 1 4 5 3 3 4 2 3 2 4 4 3 1 5 1 3 5 12. At work, have I had opportunities to learn and grow? 11. In the last six months, have I talked with someone about my progress? 10. Do I have a best friend at work? 9. Are my co-workers committed to doing quality work? 8. Does the mission/purpose of my company make me feel like my work is important? 7. At work, do my opinions seem to count?
Case study: Company XYZ, Cape Town Outcomes: 1:1’s AIM Gaps ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],ENGAGED:  32.14% NOT-ENGAGED:  33.33% ACTIVELY DISENGAGED:   34.53% Customers, regular training, to have knowledgeable staff, making money, trying to  organized, time, labor, sales, meetings to solve problems Company  strategic focus  areas Bored, reactive, struggle, tired, growth, learning, relaxed, calm, can get serious if  needed, fun, laid-back, not very busy, relaxed environment, jovial, not bogged down, not highly strung, lack of urgency. Company Ethos Deliver better service, making progress, being more efficient, being  successful, build a customer base, to have the staff operate independently, to  expand Company vision Legal, quality, sustainability, growth, excellent customer service, highly qualified  staff, making money, hard work, maintaining clients, selling, professionalism,  Company values
Case study: Company XYZ, Cape Town Impact on business AIM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],ENGAGED:  32.14% NOT-ENGAGED:  33.33% ACTIVELY DISENGAGED:   34.53%
Case study: Company XYZ, Cape Town ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],AIM
1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel like my work is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, have I talked with someone about my progress? 12. At work, have I had opportunities to learn and grow?
Blessing White (April 2008).  2008 Employee Engagement Report   IS THIS GOING TO STAY  YOUR COMPANY’S RESULTS?
FOCUS AIM ACCOMPLISH YOUR NEXT STEP! CURRENT REALITY FUTURE DREAM ACTION STEPS MAINTENANCE PLAN
TALENT MATRIX From:  “Strengths Based Leadership” , Tom Rath, Gallup Press X Learner Leaders with great  Strategic Thinking  strengths are the ones who keep us all focused on what could be. They are constantly absorbing and analyzing information and helping the team make better decisions. STRATEGIC THINKING X Relator X Individualization X Empathy X Connectedness Leaders with exceptional  Relationship Building  strength have the unique ability to create groups and organizations that are much greater than the sum of their parts. RELATIONSHIP BUILDING X Maximizer Leaders who lead by  Influencing  help their team reach a much broader audience. People with strength in this domain are always selling the team’s ideas inside and outside the organization. INFLUENCING X Responsibility X Deliberative X Belief X Achiever Leaders with dominant strength in  Executing  know how to make things happen. When you need someone to implement a solution, these are the people who will work tirelessly to get it done. EXECUTING PARTNER B PARTNER A
THEME CONTRIBUTIONS AND REQUIREMENTS AIM TALENT MATRIX From:  “Strengths Based Leadership” , Tom Rath, Gallup Press Exposure to new information and experiences A learning perspective Learner REQUIRES CONTRIBUTES STRATEGIC THINKING Time and opportunities for one-on-one interactions Social depth and transparency Relator Individual expectations that are created to fit a person An understanding of people that is valuable for placement Individualization Freedom to laugh, cry, vent Emotional intelligence Empathy To be part of something bigger than myself: a family, a team, an organization, a global community An appreciation of the mystery and wonder of life and all creation Connectedness REQUIRES CONTRIBUTES RELATIONSHIP BUILDING Quality to be valued as much as quantity A quality-orientation Maximizer REQUIRES CONTRIBUTES INFLUENCING Freedom to take ownership Dependability and loyalty Responsibility Time to listen and think before being expected to speak A thorough and conscientious approach Deliberative A cause or purpose for which to live Values stability, clarity, conviction Belief Freedom to work at my own pace Intensity and stamina of effort Achiever REQUIRES CONTRIBUTES EXECUTING
www.effectivegrowth.co.za

Mais conteúdo relacionado

Mais procurados

The Gen-Yers Guide to Surviving Your Performance Review
The Gen-Yers Guide to Surviving Your Performance ReviewThe Gen-Yers Guide to Surviving Your Performance Review
The Gen-Yers Guide to Surviving Your Performance ReviewMeetMorgan
 
Make Change Work: Leadership Strategies to Build Support and Overcome Resistance
Make Change Work: Leadership Strategies to Build Support and Overcome ResistanceMake Change Work: Leadership Strategies to Build Support and Overcome Resistance
Make Change Work: Leadership Strategies to Build Support and Overcome ResistanceBizLibrary
 
4 employee engagement survey pitfalls to avoid this year | TemboStatus
4 employee engagement survey pitfalls to avoid this year | TemboStatus4 employee engagement survey pitfalls to avoid this year | TemboStatus
4 employee engagement survey pitfalls to avoid this year | TemboStatusTemboStatus
 
Best Practices for Developing Your Emerging Leaders
Best Practices for Developing Your Emerging LeadersBest Practices for Developing Your Emerging Leaders
Best Practices for Developing Your Emerging LeadersBizLibrary
 
What Is Engagement
What Is EngagementWhat Is Engagement
What Is EngagementJohn Dorris
 
Webinar: Defining your Employee Experience
Webinar: Defining your Employee ExperienceWebinar: Defining your Employee Experience
Webinar: Defining your Employee ExperienceYouEarnedIt
 
Ultimate guide to workplace surveys
Ultimate guide to workplace surveysUltimate guide to workplace surveys
Ultimate guide to workplace surveysXoxoday
 
Talent development -how Elanova works with companies
Talent development -how Elanova works with companiesTalent development -how Elanova works with companies
Talent development -how Elanova works with companiesSheena Murphy
 
Build a Culture to Encourage Learning, Creativity and Collaboration
Build a Culture to Encourage Learning, Creativity and CollaborationBuild a Culture to Encourage Learning, Creativity and Collaboration
Build a Culture to Encourage Learning, Creativity and CollaborationBizLibrary
 
PULS Employee Engagement Survey
PULS Employee Engagement SurveyPULS Employee Engagement Survey
PULS Employee Engagement SurveySimon Chapleau
 
How to Build the Perfect Team
 How to Build the Perfect Team How to Build the Perfect Team
How to Build the Perfect TeamWrike
 
Killing Complexity: How to Embrace Simplification and Get to the Work That Ma...
Killing Complexity: How to Embrace Simplification and Get to the Work That Ma...Killing Complexity: How to Embrace Simplification and Get to the Work That Ma...
Killing Complexity: How to Embrace Simplification and Get to the Work That Ma...BizLibrary
 
What To Do with Employee Engagement Survey Results - Change Them
What To Do with Employee Engagement Survey Results - Change ThemWhat To Do with Employee Engagement Survey Results - Change Them
What To Do with Employee Engagement Survey Results - Change ThemPowerRound Corporation
 
Why have an employee engagement survey?
Why have an employee engagement survey?Why have an employee engagement survey?
Why have an employee engagement survey?Maria Jimena Cespedes
 
Change a Website, Change an Organization
Change a Website, Change an OrganizationChange a Website, Change an Organization
Change a Website, Change an OrganizationSorel Denholtz
 
The DNA of Star Assistants by Joan Burge
The DNA of Star Assistants by Joan BurgeThe DNA of Star Assistants by Joan Burge
The DNA of Star Assistants by Joan BurgeOfficepal
 
Essentials of Building a culture of feedback - pulse survey
Essentials of Building a culture of feedback - pulse surveyEssentials of Building a culture of feedback - pulse survey
Essentials of Building a culture of feedback - pulse surveyXoxoday
 
Driving It Home: Real Change is Not an Even, It's a Process
Driving It Home: Real Change is Not an Even, It's a ProcessDriving It Home: Real Change is Not an Even, It's a Process
Driving It Home: Real Change is Not an Even, It's a ProcessBizLibrary
 

Mais procurados (20)

The Gen-Yers Guide to Surviving Your Performance Review
The Gen-Yers Guide to Surviving Your Performance ReviewThe Gen-Yers Guide to Surviving Your Performance Review
The Gen-Yers Guide to Surviving Your Performance Review
 
Make Change Work: Leadership Strategies to Build Support and Overcome Resistance
Make Change Work: Leadership Strategies to Build Support and Overcome ResistanceMake Change Work: Leadership Strategies to Build Support and Overcome Resistance
Make Change Work: Leadership Strategies to Build Support and Overcome Resistance
 
4 employee engagement survey pitfalls to avoid this year | TemboStatus
4 employee engagement survey pitfalls to avoid this year | TemboStatus4 employee engagement survey pitfalls to avoid this year | TemboStatus
4 employee engagement survey pitfalls to avoid this year | TemboStatus
 
Best Practices for Developing Your Emerging Leaders
Best Practices for Developing Your Emerging LeadersBest Practices for Developing Your Emerging Leaders
Best Practices for Developing Your Emerging Leaders
 
What Is Engagement
What Is EngagementWhat Is Engagement
What Is Engagement
 
Webinar: Defining your Employee Experience
Webinar: Defining your Employee ExperienceWebinar: Defining your Employee Experience
Webinar: Defining your Employee Experience
 
Dynamic work culture
Dynamic work cultureDynamic work culture
Dynamic work culture
 
Ultimate guide to workplace surveys
Ultimate guide to workplace surveysUltimate guide to workplace surveys
Ultimate guide to workplace surveys
 
Talent development -how Elanova works with companies
Talent development -how Elanova works with companiesTalent development -how Elanova works with companies
Talent development -how Elanova works with companies
 
Employee engagement
Employee engagementEmployee engagement
Employee engagement
 
Build a Culture to Encourage Learning, Creativity and Collaboration
Build a Culture to Encourage Learning, Creativity and CollaborationBuild a Culture to Encourage Learning, Creativity and Collaboration
Build a Culture to Encourage Learning, Creativity and Collaboration
 
PULS Employee Engagement Survey
PULS Employee Engagement SurveyPULS Employee Engagement Survey
PULS Employee Engagement Survey
 
How to Build the Perfect Team
 How to Build the Perfect Team How to Build the Perfect Team
How to Build the Perfect Team
 
Killing Complexity: How to Embrace Simplification and Get to the Work That Ma...
Killing Complexity: How to Embrace Simplification and Get to the Work That Ma...Killing Complexity: How to Embrace Simplification and Get to the Work That Ma...
Killing Complexity: How to Embrace Simplification and Get to the Work That Ma...
 
What To Do with Employee Engagement Survey Results - Change Them
What To Do with Employee Engagement Survey Results - Change ThemWhat To Do with Employee Engagement Survey Results - Change Them
What To Do with Employee Engagement Survey Results - Change Them
 
Why have an employee engagement survey?
Why have an employee engagement survey?Why have an employee engagement survey?
Why have an employee engagement survey?
 
Change a Website, Change an Organization
Change a Website, Change an OrganizationChange a Website, Change an Organization
Change a Website, Change an Organization
 
The DNA of Star Assistants by Joan Burge
The DNA of Star Assistants by Joan BurgeThe DNA of Star Assistants by Joan Burge
The DNA of Star Assistants by Joan Burge
 
Essentials of Building a culture of feedback - pulse survey
Essentials of Building a culture of feedback - pulse surveyEssentials of Building a culture of feedback - pulse survey
Essentials of Building a culture of feedback - pulse survey
 
Driving It Home: Real Change is Not an Even, It's a Process
Driving It Home: Real Change is Not an Even, It's a ProcessDriving It Home: Real Change is Not an Even, It's a Process
Driving It Home: Real Change is Not an Even, It's a Process
 

Destaque (10)

Career Mapping And Planning
Career Mapping And PlanningCareer Mapping And Planning
Career Mapping And Planning
 
Entrepreneurship in Gulf Cooperation Council - Guidelines for starting and ma...
Entrepreneurship in Gulf Cooperation Council - Guidelines for starting and ma...Entrepreneurship in Gulf Cooperation Council - Guidelines for starting and ma...
Entrepreneurship in Gulf Cooperation Council - Guidelines for starting and ma...
 
Coach Yourself. Developing Leadership Skills
Coach Yourself.  Developing Leadership SkillsCoach Yourself.  Developing Leadership Skills
Coach Yourself. Developing Leadership Skills
 
Thefutureofwork
ThefutureofworkThefutureofwork
Thefutureofwork
 
Skills for Life: Developing Your Leadership Potential
Skills for Life:  Developing Your Leadership PotentialSkills for Life:  Developing Your Leadership Potential
Skills for Life: Developing Your Leadership Potential
 
Individual Development Plan For Peter Stinson Draft March 2008
Individual Development Plan For  Peter Stinson   Draft   March 2008Individual Development Plan For  Peter Stinson   Draft   March 2008
Individual Development Plan For Peter Stinson Draft March 2008
 
Employee Engagement A To Z Slides
Employee Engagement A To Z SlidesEmployee Engagement A To Z Slides
Employee Engagement A To Z Slides
 
Employee Engagement
Employee EngagementEmployee Engagement
Employee Engagement
 
Employee engagement
Employee engagementEmployee engagement
Employee engagement
 
Career plan example
Career plan exampleCareer plan example
Career plan example
 

Semelhante a Slideshare effective growth

Employee Engagement - Ryan Gunhold
Employee Engagement - Ryan GunholdEmployee Engagement - Ryan Gunhold
Employee Engagement - Ryan GunholdRyan Gunhold
 
Imagining Diverse, Equitable & Inclusive Workspaces: How Employees Drive Chan...
Imagining Diverse, Equitable & Inclusive Workspaces: How Employees Drive Chan...Imagining Diverse, Equitable & Inclusive Workspaces: How Employees Drive Chan...
Imagining Diverse, Equitable & Inclusive Workspaces: How Employees Drive Chan...Seattle Interactive Conference
 
How Senior Leadership Engage/Disengage in Nonprofits
How Senior Leadership Engage/Disengage in NonprofitsHow Senior Leadership Engage/Disengage in Nonprofits
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
 
Building The Best Staff Keeping Them
Building The Best Staff Keeping ThemBuilding The Best Staff Keeping Them
Building The Best Staff Keeping Themphilhickmon
 
Aligning Employees with Change
Aligning Employees with ChangeAligning Employees with Change
Aligning Employees with ChangeOlogie
 
Advance Manager Training
Advance Manager TrainingAdvance Manager Training
Advance Manager TrainingAdam Patterson
 
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...Neil Thornton HBA, MA
 
Best Practices of Retention
Best Practices of RetentionBest Practices of Retention
Best Practices of RetentionLAWRENCE A
 
The importance of teamwork in the IT world
The importance of teamwork in the IT worldThe importance of teamwork in the IT world
The importance of teamwork in the IT worldMiglė Arūnienė
 
Creating Passion is an Inside Job- The Why & How of Building a Great Staff Cu...
Creating Passion is an Inside Job-The Why & How of Building a Great Staff Cu...Creating Passion is an Inside Job-The Why & How of Building a Great Staff Cu...
Creating Passion is an Inside Job- The Why & How of Building a Great Staff Cu...Missy (Grubbs, Blankenship) Schmidt
 
Gallupq12summaryboeingportlandr1 120223005928-phpapp02
Gallupq12summaryboeingportlandr1 120223005928-phpapp02Gallupq12summaryboeingportlandr1 120223005928-phpapp02
Gallupq12summaryboeingportlandr1 120223005928-phpapp02Agatha C Melvin
 
101 interview questions-to-hire-quality-candidates-faster
101 interview questions-to-hire-quality-candidates-faster101 interview questions-to-hire-quality-candidates-faster
101 interview questions-to-hire-quality-candidates-fasterNarasimha Vemulakonda
 
Managing a MultiGenerational Workforce
Managing a MultiGenerational WorkforceManaging a MultiGenerational Workforce
Managing a MultiGenerational WorkforceRyan Gunhold
 
TLP | Value Based Recruitment of Gen2015
TLP | Value Based Recruitment of Gen2015 TLP | Value Based Recruitment of Gen2015
TLP | Value Based Recruitment of Gen2015 AIESEC
 
Discovering Your Strengths - Customer Service Supervisors
Discovering Your Strengths - Customer Service SupervisorsDiscovering Your Strengths - Customer Service Supervisors
Discovering Your Strengths - Customer Service SupervisorsDaniel Jeffrey Hairfield
 

Semelhante a Slideshare effective growth (20)

Employee Engagement - Ryan Gunhold
Employee Engagement - Ryan GunholdEmployee Engagement - Ryan Gunhold
Employee Engagement - Ryan Gunhold
 
Imagining Diverse, Equitable & Inclusive Workspaces: How Employees Drive Chan...
Imagining Diverse, Equitable & Inclusive Workspaces: How Employees Drive Chan...Imagining Diverse, Equitable & Inclusive Workspaces: How Employees Drive Chan...
Imagining Diverse, Equitable & Inclusive Workspaces: How Employees Drive Chan...
 
How Senior Leadership Engage/Disengage in Nonprofits
How Senior Leadership Engage/Disengage in NonprofitsHow Senior Leadership Engage/Disengage in Nonprofits
How Senior Leadership Engage/Disengage in Nonprofits
 
vaACCSES Presentation-Creating Passion
vaACCSES Presentation-Creating PassionvaACCSES Presentation-Creating Passion
vaACCSES Presentation-Creating Passion
 
Building The Best Staff Keeping Them
Building The Best Staff Keeping ThemBuilding The Best Staff Keeping Them
Building The Best Staff Keeping Them
 
Aligning Employees with Change
Aligning Employees with ChangeAligning Employees with Change
Aligning Employees with Change
 
Advance Manager Training
Advance Manager TrainingAdvance Manager Training
Advance Manager Training
 
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...
 
Best Practices of Retention
Best Practices of RetentionBest Practices of Retention
Best Practices of Retention
 
The importance of teamwork in the IT world
The importance of teamwork in the IT worldThe importance of teamwork in the IT world
The importance of teamwork in the IT world
 
What is a Great Workplace
What is a Great WorkplaceWhat is a Great Workplace
What is a Great Workplace
 
Creating Passion is an Inside Job- The Why & How of Building a Great Staff Cu...
Creating Passion is an Inside Job-The Why & How of Building a Great Staff Cu...Creating Passion is an Inside Job-The Why & How of Building a Great Staff Cu...
Creating Passion is an Inside Job- The Why & How of Building a Great Staff Cu...
 
Gallupq12summaryboeingportlandr1 120223005928-phpapp02
Gallupq12summaryboeingportlandr1 120223005928-phpapp02Gallupq12summaryboeingportlandr1 120223005928-phpapp02
Gallupq12summaryboeingportlandr1 120223005928-phpapp02
 
Manager Training
Manager TrainingManager Training
Manager Training
 
101 interview questions-to-hire-quality-candidates-faster
101 interview questions-to-hire-quality-candidates-faster101 interview questions-to-hire-quality-candidates-faster
101 interview questions-to-hire-quality-candidates-faster
 
Employee retention.
Employee retention.Employee retention.
Employee retention.
 
Managing a MultiGenerational Workforce
Managing a MultiGenerational WorkforceManaging a MultiGenerational Workforce
Managing a MultiGenerational Workforce
 
TLP | Value Based Recruitment of Gen2015
TLP | Value Based Recruitment of Gen2015 TLP | Value Based Recruitment of Gen2015
TLP | Value Based Recruitment of Gen2015
 
Discovering Your Strengths - Customer Service Supervisors
Discovering Your Strengths - Customer Service SupervisorsDiscovering Your Strengths - Customer Service Supervisors
Discovering Your Strengths - Customer Service Supervisors
 
Surveys for organizations
Surveys for organizationsSurveys for organizations
Surveys for organizations
 

Último

MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 

Último (20)

MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 

Slideshare effective growth

  • 1.  
  • 2. Blessing White (April 2008). 2008 Employee Engagement Report 71% of the workforce is either under-performing or actively undermining their work .
  • 3. employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. employees are essentially “checked out.” They are sleepwalking through their workday. They are putting in time, but not enough energy or passion into their work. employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish. Actively Disengaged Engaged Not-Engaged
  • 4. WHAT IS ENGAGEMENT? “ An employee's involvement with, commitment to, and satisfaction with work.” Seijts, Gerard H. and Dan Crim (2006). "The Ten C's of Employee Engagement" “ Engaged employees care about the future of the company and are willing to invest the discretionary effort.”
  • 5.
  • 6.
  • 7. The Summit Clear focus Recurring sense of achievement
  • 8. Case study: Company XYZ, Cape Town FOCUS ENGAGED: 32.14% NOT-ENGAGED: 33.33% ACTIVELY DISENGAGED: 34.53%
  • 9. Case study: Company XYZ, Cape Town WHAT DO I GET? Engaged 35.71% Not-engaged 42.86% Actively Disengaged 21.43% WHAT DO I GIVE?   Engaged 28.57% Not-engaged 25.00% Actively Disengaged 46.43% FOCUS 22 27 11 20 19 27 4 5 1 3 2 4 2 3 2 3 2 3 1 2 1 2 3 4 3 3 3 5 4 3 2 5 2 2 2 5 5 4 1 3 3 3 5 5 1 2 3 5 6. Is there someone at work who encourages my development? 5. Does my supervisor, or someone at work, seem to care about me as a person? 4. In the last seven days, have I received recognition or praise for good work? 3. At work, do I have the opportunity to do what I do best every day? 2. Do I have the materials and equipment I need to do my work right? 1. Do I know what is expected of me at work?
  • 10. Case study: Company XYZ, Cape Town DO I BELONG HERE? Engaged 42.86% Not-engaged 35.71% Actively Disengaged 21.43% DO I GROW HERE?   Engaged 14.29% Not-engaged 35.71% Actively Disengaged 50.00% FOCUS 22 14 25 23 20 22 5 3 4 4 1 4 3 2 4 3 3 1 2 2 2 4 3 3 3 3 3 4 3 2 2 1 4 5 3 3 4 2 3 2 4 4 3 1 5 1 3 5 12. At work, have I had opportunities to learn and grow? 11. In the last six months, have I talked with someone about my progress? 10. Do I have a best friend at work? 9. Are my co-workers committed to doing quality work? 8. Does the mission/purpose of my company make me feel like my work is important? 7. At work, do my opinions seem to count?
  • 11.
  • 12.
  • 13.
  • 14. 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel like my work is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, have I talked with someone about my progress? 12. At work, have I had opportunities to learn and grow?
  • 15. Blessing White (April 2008). 2008 Employee Engagement Report IS THIS GOING TO STAY YOUR COMPANY’S RESULTS?
  • 16. FOCUS AIM ACCOMPLISH YOUR NEXT STEP! CURRENT REALITY FUTURE DREAM ACTION STEPS MAINTENANCE PLAN
  • 17. TALENT MATRIX From: “Strengths Based Leadership” , Tom Rath, Gallup Press X Learner Leaders with great Strategic Thinking strengths are the ones who keep us all focused on what could be. They are constantly absorbing and analyzing information and helping the team make better decisions. STRATEGIC THINKING X Relator X Individualization X Empathy X Connectedness Leaders with exceptional Relationship Building strength have the unique ability to create groups and organizations that are much greater than the sum of their parts. RELATIONSHIP BUILDING X Maximizer Leaders who lead by Influencing help their team reach a much broader audience. People with strength in this domain are always selling the team’s ideas inside and outside the organization. INFLUENCING X Responsibility X Deliberative X Belief X Achiever Leaders with dominant strength in Executing know how to make things happen. When you need someone to implement a solution, these are the people who will work tirelessly to get it done. EXECUTING PARTNER B PARTNER A
  • 18. THEME CONTRIBUTIONS AND REQUIREMENTS AIM TALENT MATRIX From: “Strengths Based Leadership” , Tom Rath, Gallup Press Exposure to new information and experiences A learning perspective Learner REQUIRES CONTRIBUTES STRATEGIC THINKING Time and opportunities for one-on-one interactions Social depth and transparency Relator Individual expectations that are created to fit a person An understanding of people that is valuable for placement Individualization Freedom to laugh, cry, vent Emotional intelligence Empathy To be part of something bigger than myself: a family, a team, an organization, a global community An appreciation of the mystery and wonder of life and all creation Connectedness REQUIRES CONTRIBUTES RELATIONSHIP BUILDING Quality to be valued as much as quantity A quality-orientation Maximizer REQUIRES CONTRIBUTES INFLUENCING Freedom to take ownership Dependability and loyalty Responsibility Time to listen and think before being expected to speak A thorough and conscientious approach Deliberative A cause or purpose for which to live Values stability, clarity, conviction Belief Freedom to work at my own pace Intensity and stamina of effort Achiever REQUIRES CONTRIBUTES EXECUTING