https://bloomerang.co/webinars-events/
In this 60 minute webinar, you will learn how you can adjust your professional development programs to ignite innovation and creative thinking in your remote and hybrid teams.
You will walk away with a toolkit of actionable steps to implement today to:
-- break down communication silos
-- eliminate bottlenecks
-- spot employee burnout
-- and keep your team engaged to deliver innovative ways to keep your business moving forward.
This webinar will be recorded for future viewing. If you can't make it, go ahead and register anyway. You'll receive the recording a little later.
Standardization, formalization, and delegation are used to provide clarity to implementation processes. Decision support systems (DSS) help organizations with decision-making. Based on creating positive change, Joe should be hired as his reference said he can get others to get things done better than anyone. Perceptions are an unconscious aspect of an organization's culture. A three-tier quality and innovation approach focused on benchmark, strategic monitor, progress monitor translates a performance development vision into reality.
Standardization, formalization, and delegation are used to provide clarity to implementation processes. Decision support systems (DSS) help organizations with decision-making. Based on creating positive change, Joe should be hired as his reference said he can get others to get things done better than anyone. Perceptions are an unconscious aspect of an organization's culture. A three-tier quality and innovation approach focused on benchmark, strategic monitor, progress monitor translates a performance development vision into reality.
Standardization, formalization, and delegation are used to provide clarity to implementation processes. Decision support systems (DSS) help organizations with decision-making. Based on creating positive change, Joe should be hired as his reference said he can get others to get things done better than anyone. Perceptions are an unconscious aspect of an organization's culture. A three-tier quality and innovation approach focused on benchmark, strategic monitor, progress monitor translates a performance development vision into reality.
Standardization, formalization, and delegation are used to provide clarity to implementation processes. Decision support systems (DSS) help organizations with decision-making. Based on creating positive change, Joe should be hired as his reference said he can get others to get things done better than anyone. Perceptions are an unconscious aspect of an organization's culture. A three-tier quality and innovation approach focused on benchmark, strategic monitor, progress monitor translates a performance development vision into reality.
This document contains sample questions from an MGT 317 final exam, covering topics like organizational processes, decision-making systems, hiring assessments, organizational culture, performance management, and more. The questions are multiple choice and test understanding of management concepts and theories.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating candidates based on their past, present, and future potential. The process involves assessing candidates' history, resumes, interviews and using tools like personality and skills tests to evaluate how well they will perform the job. It emphasizes the importance of seeking the "total person" to determine if candidates have the right skills, interests and traits to succeed in the role.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating a candidate's past, present, and future fit. The process involves surveys, interviews, background checks, personality and skills assessments to evaluate a candidate holistically. It emphasizes the importance of seeking the "total person" to determine if they can do the job, how they will do it, and if they will want to do it long term.
Employee Motivation 101: 5 HR Tips for ManagementKashish Trivedi
Employee motivation is a complex thing and something most HR professionals have struggled with at some point.
If you’re wondering how to increase employee satisfaction, productivity, and, in turn, business outcomes, you’re not alone.
Psychologists have long debated this topic, and their findings provide a gateway to effective employee management.
In this blog post, we’ll explore the psychology behind employee motivation and dive into the solutions that will make your employees thrive.
Standardization, formalization, and delegation are used to provide clarity to implementation processes. Decision support systems (DSS) help organizations with decision-making. Based on creating positive change, Joe should be hired as his reference said he can get others to get things done better than anyone. Perceptions are an unconscious aspect of an organization's culture. A three-tier quality and innovation approach focused on benchmark, strategic monitor, progress monitor translates a performance development vision into reality.
Standardization, formalization, and delegation are used to provide clarity to implementation processes. Decision support systems (DSS) help organizations with decision-making. Based on creating positive change, Joe should be hired as his reference said he can get others to get things done better than anyone. Perceptions are an unconscious aspect of an organization's culture. A three-tier quality and innovation approach focused on benchmark, strategic monitor, progress monitor translates a performance development vision into reality.
Standardization, formalization, and delegation are used to provide clarity to implementation processes. Decision support systems (DSS) help organizations with decision-making. Based on creating positive change, Joe should be hired as his reference said he can get others to get things done better than anyone. Perceptions are an unconscious aspect of an organization's culture. A three-tier quality and innovation approach focused on benchmark, strategic monitor, progress monitor translates a performance development vision into reality.
Standardization, formalization, and delegation are used to provide clarity to implementation processes. Decision support systems (DSS) help organizations with decision-making. Based on creating positive change, Joe should be hired as his reference said he can get others to get things done better than anyone. Perceptions are an unconscious aspect of an organization's culture. A three-tier quality and innovation approach focused on benchmark, strategic monitor, progress monitor translates a performance development vision into reality.
This document contains sample questions from an MGT 317 final exam, covering topics like organizational processes, decision-making systems, hiring assessments, organizational culture, performance management, and more. The questions are multiple choice and test understanding of management concepts and theories.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating candidates based on their past, present, and future potential. The process involves assessing candidates' history, resumes, interviews and using tools like personality and skills tests to evaluate how well they will perform the job. It emphasizes the importance of seeking the "total person" to determine if candidates have the right skills, interests and traits to succeed in the role.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating a candidate's past, present, and future fit. The process involves surveys, interviews, background checks, personality and skills assessments to evaluate a candidate holistically. It emphasizes the importance of seeking the "total person" to determine if they can do the job, how they will do it, and if they will want to do it long term.
Employee Motivation 101: 5 HR Tips for ManagementKashish Trivedi
Employee motivation is a complex thing and something most HR professionals have struggled with at some point.
If you’re wondering how to increase employee satisfaction, productivity, and, in turn, business outcomes, you’re not alone.
Psychologists have long debated this topic, and their findings provide a gateway to effective employee management.
In this blog post, we’ll explore the psychology behind employee motivation and dive into the solutions that will make your employees thrive.
This document discusses innovative human resource practices. It begins by defining innovation as introducing new methods, ideas, or products. It then discusses how HR innovation implements new ideas and technologies to meet evolving organizational needs. Some innovative HR practices discussed include developing mentorship programs to engage employees, conducting exit interviews and new hire surveys to improve processes, and using pulse and comprehensive surveys to gather employee feedback over time. The goal of these innovative practices is to hire and retain top talent, improve employee satisfaction and engagement, and help organizations be more successful.
The definitive guide_to_the_leadership_behaviors_that_create_a_culture_of_con...K S sajeeth
This document provides leadership tips for creating a culture of continuous improvement. It emphasizes leading by example in continuous improvement efforts, empowering employees to make improvements, responding quickly to ideas, turning complaints and bad ideas into opportunities, and creating time for testing improvements. The document stresses recognizing contributions, being transparent in the improvement process, and emphasizing that failures are learning opportunities, not true failures. It cautions against over-rewarding improvements and forgetting the "study" and "adjust" phases of the PDSA cycle. The overall message is that leaders must role model and support a mindset where all employees feel responsible for ongoing, incremental improvements.
The document provides an introduction to a guide containing 101+ effective interview questions to help hiring managers hire quality candidates faster. It discusses different types of interview questions, including behavioral, competency-based, and situational questions. The guide then provides sample questions organized by category, such as collaboration and teamwork, training and onboarding, creative thinking and problem solving, assessing cultural fit, management and leadership skills, and communication skills.
This document provides an overview of topics that will be covered in the November/December 2014 issue of the magazine for the New Zealand Organisation for Quality, including the president's report, branch reports, a new training calendar for 2015, Lean project management, quality and customer requirements, leadership needs for emotional intelligence, and reducing costs for compliance. It also announces elections for the Board in 2015 and invites readers to provide further comments on the articles.
Creating a Culture of Feedback & Recognition.pdfHarshada Mulay
- Feedback improves employee engagement, retention, and performance when provided frequently and meaningfully. It should be a regular part of conversations between managers and direct reports.
- Effective feedback is specific, actionable, and focused on performance rather than personal attributes. It also includes recognition for positive behaviors and achievements.
- Building a strong feedback culture requires training employees to give and receive feedback well, setting clear expectations, emphasizing feedback for all levels, and using feedback to inform decisions.
Bringing Science to the Art of CoachingJim Clemmer
to coaching, we suggest:
This document discusses bringing more science and evidence to the art of coaching. It aims to answer key questions about coaching through applying research from related disciplines like counseling, interviews, and medicine.
1. Develop a standard set of questions that coaches can
use to structure their coaching conversations. These
questions should focus on specific past behaviors,
situations, and hypothetical future scenarios.
2. Train coaches on how to ask these types of questions
effectively and how to probe for more complete and
consistent answers.
3. Encourage coaches to practice these skills with each
other before using them with direct reports. Provide
feedback to improve consistency
Workforce analytics, also called HR analytics or people analytics is getting much attention lately. And rightly so! Research has shown that companies using data to drive their decisions and actions are more succesfull than others. With (predictive) analytics an accurate view of the future requires predictions based on data rather than personal hunches or speculation.
The document outlines 5 ways that CEOs can effectively communicate change to employees. It discusses:
1. Using staff forums or "town halls" to address employee concerns and communicate the big picture.
2. Conducting site visits to understand frontline issues and encourage two-way communication.
3. Recognizing employee achievements to reward those supporting change.
4. Communicating directly with leadership teams to clarify expectations for driving change.
5. Maintaining a CEO blog to support transformation efforts and report on engagement strategies.
The methods encourage face-to-face dialogue and two-way communication to ensure employee engagement during times of change.
Two Sides of the Same Coin: Recruiting and RetentionAggregage
In this webinar, Caitlin MacGregor will explore how predictive science helps organizations engage, attract and retain high-performing talent. Attendees will gain insight into understanding candidates’ human potential to unlock opportunity for their organizations to add value to their talent strategies.
This document provides 30 behavioral interview questions to help identify high-potential job candidates. It begins with an introduction explaining the importance and effectiveness of behavioral interview questions at revealing a candidate's soft skills and potential. It then lists the 6 most important soft skills assessed in interviews: adaptability, culture add, collaboration, leadership, growth potential, and prioritization. Examples of behavioral questions targeting each soft skill are provided. The document concludes with additional tips for interviewers on how to get useful answers from candidates.
This document provides 30 behavioral interview questions to help identify high-potential job candidates. It begins with an introduction explaining the importance of behavioral questions for understanding a person's soft skills and potential. It then lists the 6 most important soft skills assessed in interviews: adaptability, culture add, collaboration, leadership, growth potential, and prioritization. For each soft skill, it provides 5 sample behavioral questions. It concludes by offering tips for getting more informative answers from candidates.
This document discusses job satisfaction and ways to improve it. It reports that only 30% of US workers are engaged in their jobs according to a 2013 Gallup poll. Both employees and employers can take actions to increase satisfaction. For employees, this includes knowing their values, considering what they receive from their job, being realistic, avoiding lingering dissatisfaction, and considering career advancement. For employers, actions include creating a higher calling in jobs, setting development plans, being clear on expectations, increasing communication, and appreciating efforts. Recognition from employers is important for engagement and commitment.
The document provides advice and best practices for managing development teams. It discusses holistic management, focusing on the entire team rather than individual tasks. Technical management responsibilities include design, quality, and implementation. Effective recruiting involves building a great team and keeping the right people. Execution emphasizes continuous integration, reflection, and improvement. Providing frequent feedback in a positive 10:1 ratio is important. Finally, managers are responsible for employees' careers by understanding their goals, providing challenges, and ensuring ongoing development.
The document discusses key characteristics of an effective idea process in an innovative environment. It outlines that ideas should be encouraged, submitting ideas should be simple, evaluation and feedback should be quick and constructive, and implementation and recognition should be rapid. It also notes that the process and people's ideas should be regularly reviewed to improve the system over time. The document provides examples of guerrilla tactics that individuals can take to encourage ideas from employees without managerial approval, such as giving attention to first ideas, making personal commitments, and helping people develop their ideas.
Is Understanding Employee Psychology the Secret to Boosting Engagement?Kashish Trivedi
Employee psychology is focused on why an employee behaves the way they do while performing their role.
This practice categorizes employee behaviors into predictable patterns. By studying those patterns, managers can effectively deal with both individual employees and entire teams.
Understanding employee psychology is incredibly beneficial to companies as it provides insight into an organization’s greatest asset (their employees). This empowers managers to effectively deal with different employee personality types.
Employee behaviors have been classified and put into predictable patterns understood as employee psychology. In better understanding employee psychology, managers can identify the most effective way to deal with both individual employees and teams of workers.
A talk by Rob Catalano
Chief Engagement Officer, WorkTango
As uncertainty spreads through organizations, executives, HR professionals, and every single employee, it gets challenging to operate in a ‘new normal.’
But in unprecedented times, your employees matter now, more than ever. This session will discuss:
· The impact uncertain times have on employees and why it’s important for companies to respond
· Specific recommendations on how to engage employees given the uncertainty in the workplace
· The mindset and approach that you need to start with
· Examples of companies that are doing it well to inspire action in your organization
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/how-to-engage-employees-in-uncertain-times/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
The document provides an agenda for a management training session. It includes icebreakers, ground rules, management fundamentals like 1-on-1 meetings and delegation, a case study, tools for understanding employee behaviors and team dynamics, and guidance for managing both people and their jobs. The session aims to help managers maximize their effectiveness, align their teams, and identify strengths.
Teams offer an easy way to tap the knowledge and talents of all employees to solve many of your companies problems. A team draws together employees from all different functions and levels of your organization to help find the best way to attack a specific issue. Many organizations have found that they can no longer rely just on management to guide work processes and company goals. Companies need to involve employees who are much closer to the daily problems and the companies customers. When employees gain more authority from top management, they tend to be more responsive to the customers’ needs and to resolve problems at the lowest possible level in the organization.
0311 National Accounts Online Giving Trends.pdfBloomerang
James Goalder presented on best practices for raising more online donations. He discussed exploring the donation experiences of 500 nonprofits and key insights. Some important findings included personalizing thank you communications, making the donation process easy, and engaging donors through storytelling and opportunities to get involved. Practical tips included thanking donors quickly, inviting them to events, and asking for recurring gifts to increase retention and fundraising. The presentation provided actionable strategies for nonprofits to improve the donor experience and drive more online giving.
How to Build a Fundraising Board- Darian Rodriguez Heyman 3-6-24.pdfBloomerang
This document provides tips and strategies for building an effective fundraising board. It discusses that executive directors are leaving nonprofits due to challenges with fundraising and boards. The most powerful form of fundraising ask is a peer ask from current board members. Top tips for board fundraising include creating a rapid response donor acknowledgement committee and ensuring donors are thanked by a board member within 48 days to increase donor value by 50%. Key tools for board development include a board member agreement, board matrix, consent calendar, annual survey with personal development plans, and defining executive job descriptions and committee charters. An organizational dashboard with key performance indicators can help boards track progress across operations, programs, and other metrics.
Contenu connexe
Similaire à Empowering Innovation & Creative Thinking in Remote & Hybrid Teams Through Professional Development
This document discusses innovative human resource practices. It begins by defining innovation as introducing new methods, ideas, or products. It then discusses how HR innovation implements new ideas and technologies to meet evolving organizational needs. Some innovative HR practices discussed include developing mentorship programs to engage employees, conducting exit interviews and new hire surveys to improve processes, and using pulse and comprehensive surveys to gather employee feedback over time. The goal of these innovative practices is to hire and retain top talent, improve employee satisfaction and engagement, and help organizations be more successful.
The definitive guide_to_the_leadership_behaviors_that_create_a_culture_of_con...K S sajeeth
This document provides leadership tips for creating a culture of continuous improvement. It emphasizes leading by example in continuous improvement efforts, empowering employees to make improvements, responding quickly to ideas, turning complaints and bad ideas into opportunities, and creating time for testing improvements. The document stresses recognizing contributions, being transparent in the improvement process, and emphasizing that failures are learning opportunities, not true failures. It cautions against over-rewarding improvements and forgetting the "study" and "adjust" phases of the PDSA cycle. The overall message is that leaders must role model and support a mindset where all employees feel responsible for ongoing, incremental improvements.
The document provides an introduction to a guide containing 101+ effective interview questions to help hiring managers hire quality candidates faster. It discusses different types of interview questions, including behavioral, competency-based, and situational questions. The guide then provides sample questions organized by category, such as collaboration and teamwork, training and onboarding, creative thinking and problem solving, assessing cultural fit, management and leadership skills, and communication skills.
This document provides an overview of topics that will be covered in the November/December 2014 issue of the magazine for the New Zealand Organisation for Quality, including the president's report, branch reports, a new training calendar for 2015, Lean project management, quality and customer requirements, leadership needs for emotional intelligence, and reducing costs for compliance. It also announces elections for the Board in 2015 and invites readers to provide further comments on the articles.
Creating a Culture of Feedback & Recognition.pdfHarshada Mulay
- Feedback improves employee engagement, retention, and performance when provided frequently and meaningfully. It should be a regular part of conversations between managers and direct reports.
- Effective feedback is specific, actionable, and focused on performance rather than personal attributes. It also includes recognition for positive behaviors and achievements.
- Building a strong feedback culture requires training employees to give and receive feedback well, setting clear expectations, emphasizing feedback for all levels, and using feedback to inform decisions.
Bringing Science to the Art of CoachingJim Clemmer
to coaching, we suggest:
This document discusses bringing more science and evidence to the art of coaching. It aims to answer key questions about coaching through applying research from related disciplines like counseling, interviews, and medicine.
1. Develop a standard set of questions that coaches can
use to structure their coaching conversations. These
questions should focus on specific past behaviors,
situations, and hypothetical future scenarios.
2. Train coaches on how to ask these types of questions
effectively and how to probe for more complete and
consistent answers.
3. Encourage coaches to practice these skills with each
other before using them with direct reports. Provide
feedback to improve consistency
Workforce analytics, also called HR analytics or people analytics is getting much attention lately. And rightly so! Research has shown that companies using data to drive their decisions and actions are more succesfull than others. With (predictive) analytics an accurate view of the future requires predictions based on data rather than personal hunches or speculation.
The document outlines 5 ways that CEOs can effectively communicate change to employees. It discusses:
1. Using staff forums or "town halls" to address employee concerns and communicate the big picture.
2. Conducting site visits to understand frontline issues and encourage two-way communication.
3. Recognizing employee achievements to reward those supporting change.
4. Communicating directly with leadership teams to clarify expectations for driving change.
5. Maintaining a CEO blog to support transformation efforts and report on engagement strategies.
The methods encourage face-to-face dialogue and two-way communication to ensure employee engagement during times of change.
Two Sides of the Same Coin: Recruiting and RetentionAggregage
In this webinar, Caitlin MacGregor will explore how predictive science helps organizations engage, attract and retain high-performing talent. Attendees will gain insight into understanding candidates’ human potential to unlock opportunity for their organizations to add value to their talent strategies.
This document provides 30 behavioral interview questions to help identify high-potential job candidates. It begins with an introduction explaining the importance and effectiveness of behavioral interview questions at revealing a candidate's soft skills and potential. It then lists the 6 most important soft skills assessed in interviews: adaptability, culture add, collaboration, leadership, growth potential, and prioritization. Examples of behavioral questions targeting each soft skill are provided. The document concludes with additional tips for interviewers on how to get useful answers from candidates.
This document provides 30 behavioral interview questions to help identify high-potential job candidates. It begins with an introduction explaining the importance of behavioral questions for understanding a person's soft skills and potential. It then lists the 6 most important soft skills assessed in interviews: adaptability, culture add, collaboration, leadership, growth potential, and prioritization. For each soft skill, it provides 5 sample behavioral questions. It concludes by offering tips for getting more informative answers from candidates.
This document discusses job satisfaction and ways to improve it. It reports that only 30% of US workers are engaged in their jobs according to a 2013 Gallup poll. Both employees and employers can take actions to increase satisfaction. For employees, this includes knowing their values, considering what they receive from their job, being realistic, avoiding lingering dissatisfaction, and considering career advancement. For employers, actions include creating a higher calling in jobs, setting development plans, being clear on expectations, increasing communication, and appreciating efforts. Recognition from employers is important for engagement and commitment.
The document provides advice and best practices for managing development teams. It discusses holistic management, focusing on the entire team rather than individual tasks. Technical management responsibilities include design, quality, and implementation. Effective recruiting involves building a great team and keeping the right people. Execution emphasizes continuous integration, reflection, and improvement. Providing frequent feedback in a positive 10:1 ratio is important. Finally, managers are responsible for employees' careers by understanding their goals, providing challenges, and ensuring ongoing development.
The document discusses key characteristics of an effective idea process in an innovative environment. It outlines that ideas should be encouraged, submitting ideas should be simple, evaluation and feedback should be quick and constructive, and implementation and recognition should be rapid. It also notes that the process and people's ideas should be regularly reviewed to improve the system over time. The document provides examples of guerrilla tactics that individuals can take to encourage ideas from employees without managerial approval, such as giving attention to first ideas, making personal commitments, and helping people develop their ideas.
Is Understanding Employee Psychology the Secret to Boosting Engagement?Kashish Trivedi
Employee psychology is focused on why an employee behaves the way they do while performing their role.
This practice categorizes employee behaviors into predictable patterns. By studying those patterns, managers can effectively deal with both individual employees and entire teams.
Understanding employee psychology is incredibly beneficial to companies as it provides insight into an organization’s greatest asset (their employees). This empowers managers to effectively deal with different employee personality types.
Employee behaviors have been classified and put into predictable patterns understood as employee psychology. In better understanding employee psychology, managers can identify the most effective way to deal with both individual employees and teams of workers.
A talk by Rob Catalano
Chief Engagement Officer, WorkTango
As uncertainty spreads through organizations, executives, HR professionals, and every single employee, it gets challenging to operate in a ‘new normal.’
But in unprecedented times, your employees matter now, more than ever. This session will discuss:
· The impact uncertain times have on employees and why it’s important for companies to respond
· Specific recommendations on how to engage employees given the uncertainty in the workplace
· The mindset and approach that you need to start with
· Examples of companies that are doing it well to inspire action in your organization
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/how-to-engage-employees-in-uncertain-times/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
The document provides an agenda for a management training session. It includes icebreakers, ground rules, management fundamentals like 1-on-1 meetings and delegation, a case study, tools for understanding employee behaviors and team dynamics, and guidance for managing both people and their jobs. The session aims to help managers maximize their effectiveness, align their teams, and identify strengths.
Teams offer an easy way to tap the knowledge and talents of all employees to solve many of your companies problems. A team draws together employees from all different functions and levels of your organization to help find the best way to attack a specific issue. Many organizations have found that they can no longer rely just on management to guide work processes and company goals. Companies need to involve employees who are much closer to the daily problems and the companies customers. When employees gain more authority from top management, they tend to be more responsive to the customers’ needs and to resolve problems at the lowest possible level in the organization.
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0311 National Accounts Online Giving Trends.pdfBloomerang
James Goalder presented on best practices for raising more online donations. He discussed exploring the donation experiences of 500 nonprofits and key insights. Some important findings included personalizing thank you communications, making the donation process easy, and engaging donors through storytelling and opportunities to get involved. Practical tips included thanking donors quickly, inviting them to events, and asking for recurring gifts to increase retention and fundraising. The presentation provided actionable strategies for nonprofits to improve the donor experience and drive more online giving.
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This document provides tips and strategies for building an effective fundraising board. It discusses that executive directors are leaving nonprofits due to challenges with fundraising and boards. The most powerful form of fundraising ask is a peer ask from current board members. Top tips for board fundraising include creating a rapid response donor acknowledgement committee and ensuring donors are thanked by a board member within 48 days to increase donor value by 50%. Key tools for board development include a board member agreement, board matrix, consent calendar, annual survey with personal development plans, and defining executive job descriptions and committee charters. An organizational dashboard with key performance indicators can help boards track progress across operations, programs, and other metrics.
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Empowering Innovation & Creative Thinking in Remote & Hybrid Teams Through Professional Development
1.
2. $420,000/year
With up to 100 staff
The costs of communication gaps and
operational blind spots reached $38Billion
$62Million
with 100,000 plus employees
Source: Homes
4. Your team culture is great and welcoming.
Your team seems to be satisfied.
You have an open door policy.
…..
But are you getting the right ideas from your team?
5. despite all the asking leaders think they’re
doing, almost 50% of employees said the reason
they’re not sharing their great ideas to improve
customer experience and efficiency in a process is…..
50%
Source: University of North Carolina
7. How do you continue fostering innovation from your teams
when so many are working remotely and under the
strangest of circumstances with a lot of interruptions,
stress and other distractions?
10. Why Micro-Innovation?
• Micro-innovations are small but powerful changes. These incremental “aha” moments
stimulate profound organizational changes that lead to transformation.
• Did you know that great innovations are hardly ever born during big group brainstorming
sessions, mastermind discussions or Innovation committees?
• Innovations that lead to breakthrough results for your company come from your
employees when they work alone, by themselves at the convenience of their own home,
desk, office or simply interacting with your clients.
• The interesting and scary fact is that 7 out of 10 times, your employee who has an idea or
a solution to a problem doesn't even realize that he/she has come up with a micro
solution >> micro-innovation and will keep it to themselves because “no one asked”.
11. 2 MYTHS ABOUT FOSTERING
INNOVATION AND FEEDBACK FROM YOUR
TEAMS
12. MYTH #1
“I have an open door policy so people will
come to me with their ideas”
13. MYTH #2
“We provide training and professional
development to our teams so they are
equipped with the right tools to foster
innovation and communication”
14. MYTH #1
“I have an open door policy so people will
come to me with their ideas”
15. Open door policy puts the responsibility on the team,
not the leader
To encourage idea sharing, you have to ask, but not just with “let me
know if you have any ideas” type of question and hope that they will walk
in your office or send you a message and share their thinking.
There are too many obstacles for your employees who are not your direct
reports to overcome: fear of speaking out because they don’t know how
their direct supervisor will respond, not knowing how to share the
feedback in the most effective way, thinking that “nothing will happen
anyway” even if they share their ideas.
Be intentional in your asking:
16.
17. There is a way to ask that brings out the best ideas
from your team:
• Asking regularly.
• Asking in a way that enables thinking and sharing.
• By acting on what you learn so that your team knows that
their suggestions aren't just collecting dust somewhere in
the suggestion box.
18. How CareerBloom Does it
Here are just 4 on our list of 300+ questions that we ask through our pulse
surveys to help you keep the conversation going and encourage moments of
micro innovation to implement your transformation efforts:
1. What task, system, or event in your daily scenario is the most annoying?
2. If you had complete freedom and control, what would you change first?
3. What’s one thing that can be done better?
4. What task, system, or event in your daily work gives you the most joy?
19. How CareerBloom Does it
Step 1:
We Help you Find Out What Your Employees Think
and Feel
Rather than collecting employee feedback once a year, we help you gather employee
sentiment continuously via 1 to 2 anonymous and science-backed questions that are
sent to your team once a month.
Get real-time anonymous feedback from employees
Fill communication gaps and improve the process flow
See where your team is strong or weak
Identify the most important trends over time
21. 1.Which information items do you
believe it is very important that you
receive communications about from your
manager and executive leadership team?
company's strategies for the future
overall financial picture of the company
Issues and trends affecting our business
Company success stories
Competitive initiatives
Other
2.There is an effective mechanism within
company for conflict resolution.
Scale of 1 to 5 with 1 being the lowest and 5
highest.
over 300+ behavioral and science backed questions
3. I have a good understanding of the
company's strategic priorities and goals
Scale of 1 to 5
22. The more you know, the quicker you take action
to implement change where it is needed.
Step 2: Align Your
Executive Team
We take the feedback from your employee
surveys and on a monthly basis map them
against major engagement drivers so that
you and your executive team can see trends,
patterns and can take action right away to
implement change where it is needed.
You get a monthly report with an analysis of
your employees’ feedback mapped against
critical drivers:
23. Driver Engagement
Teamwork and Collaboration
Management and Leadership
Effectiveness
Psychological Safety and Wellbeing
Role Clarity & Growth
Feedback & Communication
Company Culture
Strategy
Structure & Process
24. What Executives and
Employees Say
CareerBloom enhances our corporate communications and
professional development opportunities with custom, targeted
guidance. Sr. Management and staff use the pulse survey to
proactively spot issues within the organization and take action to
positively impacting our culture, alignment and effectiveness overall.
They helped enhance our professional and leadership development
program while bringing a real sense of stability to staff's
perspectives. – Don Hubbard, CEO & President
“ “
25. MYTH #2
“We provide training and professional
development to our teams so they are
equipped with the right tools for
effective communication”
26. Where Companies Go Wrong with Learning and
Development?
1 Providing learning at the wrong time: Today’s employees often
learn uniform topics, on L&D’s schedule, and at a time when it bears
little immediate relevance to their role or organization’s pain points.
2 People quickly forget what they’ve learned: if new information isn’t
applied, we’ll forget about 75% of it after just six days.
Source HBR
30. WHAT NEEDS TO CHAGE?
The best learning happens when it is addressing
specific issues that your organization is facing
31. Continuous Feedback from your Team
CareerBloom
offers Bite-Sized
Professional
Development
Based on
32. Provide Actionable, Bite-Sized Coaching for
Staff
Based on the findings from the research, we provide your
employees with on-the-go, bite-sized employee training in less
than 5 minutes a week.
Communication & Collaboration
Team Management
Conflict Resolution
Performance Reviews
Problem Solving
Strategic Planning
Stress Management
We cover topics like
38. How It Works
Step 1: Find Out What Your Employees Think and Feel
Rather than collecting employee feedback once a year, we help you gather employee
sentiment continuously via 1 to 2 anonymous and science-backed questions that are
sent to your team twice a month.
Get real-time anonymous feedback from employees
Fill communication gaps and improve the process flow
See where your team is strong or weak
Identify the most important trends over time
39. The more you know, the quicker you take action
to implement change where it is needed.
Step 2: Align Your
Executive Team
We take the feedback from your employee
surveys and on a monthly basis map them
against major engagement drivers so that
you and your executive team can see trends,
patterns and can take action right away to
implement change where it is needed.
You get a monthly report with an analysis of
your employees’ feedback mapped against
critical drivers:
40. Step 3 : Provide Actionable, Bite-Sized
Coaching for Staff
Based on the findings from the research, we provide your
employees with on-the-go, bite-sized employee training in less
than 5 minutes a week.
Communication & Collaboration
Team Management
Conflict Resolution
Performance Reviews
Problem Solving
Strategic Planning
Stress Management
Covers topics like
41. What Executives and Employees Say
about CareerBloom’s approach
44% Increase in
Communication
Effectiveness
58% decrease in
operational
inefficiencies
42. What Executives and Employees Say
about CareerBloom’s approach
“The format of the information provided is easy to digest."
"Addresses real topics in the workplace."
"I think the content is relevant, practical and very useful in
everyday work situations."
"The tips are good reminders or ideas on things to think about
when dealing with difficult situations or when determining ways to
approach an issue at work."
Ability to give feedback to executive team is great!"
“
43. Executive Team
Survey Results
About the
Effectiveness
of CareerBloom’s
approach
Professional Development Content
presented in weekly Masterclasses: 9.7
out of 10 stars
CareerBloom Employee Surveys have
helped us identify areas of improvements
and create a dialogue around implementing
improvements: 10 out of 10
45. LEADERS,
Applying these strategies with the help of CareerBloom, you
become a trusted strategic partner and a vital talent to your
organization because you help solve strategic problems that
make a difference for your organization and the executive
team.
46. Feedback Training
+
Allows you to stand out as an exceptional leader
Solve communication gaps and operational blind
spots
47. How we can work together
Employee Insights + Professional Development Training
Solve your company’s operational blind spots and communication gaps
Work with CareerBloom to:
Collect employee feedback throughout the year
Find operational blind spots and fill communication gaps
Provide your employees with on-the-go, bite-sized employee training in less than
15 minutes a week
48. Thank you
Get in touch
Armida Markarova
CareerBloom
Armida.Markarova@thecareerbloom.com
www.thecareerbloom.coach