This document summarizes the key findings of a survey of 100 C-level executives in Australia about internal communication practices. The survey found that while the employment "deal" is being communicated to employees, there are gaps in how it is done that need improvement. In particular, HR support for leaders to demonstrate benefits needs to go further, and communicating business strategy and performance requires more attention. The survey also found that not enough is being done to train middle managers in communication skills. While some organizations are using social media internally, there is still resistance to its external use by some companies.
Workplace Flexibility and the Recovery - Risks & OpportunitiesFallonHorgan
This document discusses workplace flexibility in the context of the global financial crisis and the National Employment Standards in Australia. It provides examples of how some organizations addressed staff flexibility needs during economic downturn by reducing hours and keeping employees, which helped save costs and retain skilled workers. The document outlines the right of employees to request flexible work arrangements under the National Employment Standards and obligations of employers to accommodate such requests where reasonable.
This document discusses the importance of training and development for achieving excellence in execution. It argues that spending on training leads to better financial and operational results, including higher stock returns, revenue per employee, and profit margins. Research is cited showing that companies with strong talent management strategies, which include training and development, perform better especially during difficult economic times. The author advocates developing a long-term roadmap for training as a key part of excellence in execution.
The document discusses various strategies for improving leadership and performance at bank branches. It recommends developing branch managers as leaders who can motivate their teams. It emphasizes focusing on business development over administrative tasks. Other proposals include conducting SWOT analyses, improving staff training and motivation, implementing customer feedback mechanisms, and introducing products tailored to market conditions like floating rate deposit schemes. The overall goal is to enhance customer service, boost business targets, and make the branches more competitive.
Powerful Business Communication & Presentation Skills, 05 - 06 September 2012...360 BSI
Powerful Communication & Presentation Skills™ teaches participants to fully engage their audience by using professional communication and speaking skills. This program focuses on overcoming barriers to communication and using positive communication techniques along with structure, visual and vocals presentation skills
Benefits:
- Eliminate Poor Communication
- Master Positive Communication
- Organize Your Presentation for Impact
- Overcome Nervousness
- Engage your Audience with Devices
- Highlight Key Points with Gestures
- Understand the 5 P’s of Vocal Power
- Convey Confidence with Your Body
- Prepare Visuals that Work
Contact Kris at kris@360bsi.com for further details and to book your seats.
Powerful Business Communication & Presentation Skills, 09 - 10 May 2012 Jakar...360 BSI
Powerful Communication & Presentation Skills™ teaches participants to fully engage their audience by using professional communication and speaking skills. This program focuses on overcoming barriers to communication and using positive communication techniques along with structure, visual and vocals presentation skills
Benefits:
- Eliminate Poor Communication
- Master Positive Communication
- Organize Your Presentation for Impact
- Overcome Nervousness
- Engage your Audience with Devices
- Highlight Key Points with Gestures
- Understand the 5 P’s of Vocal Power
- Convey Confidence with Your Body
- Prepare Visuals that Work
Contact Kris at kris@360bsi.com for further details and to book your seats.
i. The document provides information about consulting services offered by POWER DANCE CARD including temporary staffing for HR teams, systems analysis and implementation.
ii. It explains that the company focuses on improving business performance through learning and development solutions rather than just delivering training.
iii. The target market for business and consulting services includes large companies in various industries such as beverage, automotive and consumer goods.
iv. Professions not currently served include those in conflicting industries targeting the same markets.
Powerful Business Communication & Presentation Skills, 15 - 16 October 2012 K...360 BSI
Powerful Communication & Presentation Skills™ teaches participants to fully engage their audience by using professional communication and speaking skills. This program focuses on overcoming barriers to communication and using positive communication techniques along with structure, visual and vocals presentation skills
Benefits:
- Eliminate Poor Communication
- Master Positive Communication
- Organize Your Presentation for Impact
- Overcome Nervousness
- Engage your Audience with Devices
- Highlight Key Points with Gestures
- Understand the 5 P’s of Vocal Power
- Convey Confidence with Your Body
- Prepare Visuals that Work
Contact Kris at kris@360bsi.com for further details and to book your seats.
Chapter 17 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of controlling as the final step in the management process. It discusses the importance of control, describes the three steps in the control process, and explains how managers measure and control organizational performance. Key tools for controlling performance include financial ratios, budgets, balanced scorecards, and information systems. The document also covers contemporary control issues around cross-cultural differences, workplace concerns, and customer interactions.
Workplace Flexibility and the Recovery - Risks & OpportunitiesFallonHorgan
This document discusses workplace flexibility in the context of the global financial crisis and the National Employment Standards in Australia. It provides examples of how some organizations addressed staff flexibility needs during economic downturn by reducing hours and keeping employees, which helped save costs and retain skilled workers. The document outlines the right of employees to request flexible work arrangements under the National Employment Standards and obligations of employers to accommodate such requests where reasonable.
This document discusses the importance of training and development for achieving excellence in execution. It argues that spending on training leads to better financial and operational results, including higher stock returns, revenue per employee, and profit margins. Research is cited showing that companies with strong talent management strategies, which include training and development, perform better especially during difficult economic times. The author advocates developing a long-term roadmap for training as a key part of excellence in execution.
The document discusses various strategies for improving leadership and performance at bank branches. It recommends developing branch managers as leaders who can motivate their teams. It emphasizes focusing on business development over administrative tasks. Other proposals include conducting SWOT analyses, improving staff training and motivation, implementing customer feedback mechanisms, and introducing products tailored to market conditions like floating rate deposit schemes. The overall goal is to enhance customer service, boost business targets, and make the branches more competitive.
Powerful Business Communication & Presentation Skills, 05 - 06 September 2012...360 BSI
Powerful Communication & Presentation Skills™ teaches participants to fully engage their audience by using professional communication and speaking skills. This program focuses on overcoming barriers to communication and using positive communication techniques along with structure, visual and vocals presentation skills
Benefits:
- Eliminate Poor Communication
- Master Positive Communication
- Organize Your Presentation for Impact
- Overcome Nervousness
- Engage your Audience with Devices
- Highlight Key Points with Gestures
- Understand the 5 P’s of Vocal Power
- Convey Confidence with Your Body
- Prepare Visuals that Work
Contact Kris at kris@360bsi.com for further details and to book your seats.
Powerful Business Communication & Presentation Skills, 09 - 10 May 2012 Jakar...360 BSI
Powerful Communication & Presentation Skills™ teaches participants to fully engage their audience by using professional communication and speaking skills. This program focuses on overcoming barriers to communication and using positive communication techniques along with structure, visual and vocals presentation skills
Benefits:
- Eliminate Poor Communication
- Master Positive Communication
- Organize Your Presentation for Impact
- Overcome Nervousness
- Engage your Audience with Devices
- Highlight Key Points with Gestures
- Understand the 5 P’s of Vocal Power
- Convey Confidence with Your Body
- Prepare Visuals that Work
Contact Kris at kris@360bsi.com for further details and to book your seats.
i. The document provides information about consulting services offered by POWER DANCE CARD including temporary staffing for HR teams, systems analysis and implementation.
ii. It explains that the company focuses on improving business performance through learning and development solutions rather than just delivering training.
iii. The target market for business and consulting services includes large companies in various industries such as beverage, automotive and consumer goods.
iv. Professions not currently served include those in conflicting industries targeting the same markets.
Powerful Business Communication & Presentation Skills, 15 - 16 October 2012 K...360 BSI
Powerful Communication & Presentation Skills™ teaches participants to fully engage their audience by using professional communication and speaking skills. This program focuses on overcoming barriers to communication and using positive communication techniques along with structure, visual and vocals presentation skills
Benefits:
- Eliminate Poor Communication
- Master Positive Communication
- Organize Your Presentation for Impact
- Overcome Nervousness
- Engage your Audience with Devices
- Highlight Key Points with Gestures
- Understand the 5 P’s of Vocal Power
- Convey Confidence with Your Body
- Prepare Visuals that Work
Contact Kris at kris@360bsi.com for further details and to book your seats.
Chapter 17 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of controlling as the final step in the management process. It discusses the importance of control, describes the three steps in the control process, and explains how managers measure and control organizational performance. Key tools for controlling performance include financial ratios, budgets, balanced scorecards, and information systems. The document also covers contemporary control issues around cross-cultural differences, workplace concerns, and customer interactions.
The document discusses trends in internal communications and employee engagement. It conducted interviews with communications professionals who identified social media as the primary trend challenging internal communications. Communicators also noted the need to engage multi-generational workforces and provide timely, relevant communications. Dialogue with leadership was seen as important for employee engagement but challenges included increased workload, organizational changes, and lack of resources for internal communicators.
This document contains a chapter on leadership dynamics with 6 learning objectives. It provides true/false and multiple choice questions with answers on theories and models of leadership, including:
- Leadership involves influence, change, and shared purpose between leaders and followers.
- Behavioral models show leadership behaviors can be learned and focus on differences between effective and ineffective leaders.
- Contingency models like Situational Leadership state the best leadership style depends on the situation.
- Transformational leaders inspire followers through vision and innovation.
- Developing leaders requires training, mentoring, and on-the-job experience.
This document contains a chapter on organizational communication from a textbook. It includes 42 true/false questions testing comprehension of key concepts about communication processes in organizations. It also includes 23 multiple choice questions assessing understanding of topics like encoding, decoding, channels, and types of messages used. Key points covered include the importance of communication in organizations, elements of the communication process, and the role of both verbal and nonverbal communication.
This document summarizes a case study of a large multinational business services firm that implemented the ProfileXT assessment tool from Profiles International to improve its hiring processes. The company developed ideal profiles for key roles using assessments of top and bottom performers. It conducted a two-month change management effort to reduce employee fears about the assessments. Assessment results now guide hiring decisions and employee development. Leaders find the ProfileXT a valuable tool for ensuring hires advance the company's goals. They continue improving processes, such as requiring manager training and deepening profile interpretations.
This document discusses how HR can evolve to achieve a competitive advantage and remain relevant. It suggests that HR needs to move from focusing on "doing things right" to "doing the right things" by becoming more strategic, integrated, and customer-driven. Specifically, it recommends that HR (1) act as a strategic partner in setting business direction, (2) effect organizational change and transformation, (3) champion employees, and (4) optimize administrative processes through technology. The document argues that developing a system-driven HR delivery model can help HR move from operations to a more strategic role and better measure its impact on business performance.
This document provides an overview of a construction company called Kelana Mekar Sdn Bhd. It discusses the company's background, vision, mission, objectives, and organizational structure. It also describes the importance of management skills like technical, conceptual, and human skills for the construction industry. The four main management functions - planning, organizing, leading, and controlling - are explained in detail as critical processes for achieving goals effectively and efficiently. Overall, the document outlines the management approach and framework for Kelana Mekar as a construction firm.
This document discusses communication in the workplace. It begins with an introduction on communication and defines key elements like senders and receivers. It then summarizes the main points of the document in 3 sections: barriers to communication, processes for effective communication, and suggestions for improving communication. The four types of barriers are process, physical, semantic, and psychosocial. Effective communication requires effort from both senders and receivers through active listening and understanding roles. Suggestions include clarifying responsibilities, choosing words carefully, and ensuring diversity and inclusion to minimize differences.
Shadowing the marketing department will provide insight into their processes and help identify areas for quality improvement. As quality professionals focus on customer needs and process management, they can help marketing capture valid customer requirements and ensure objectives are met. Taking on a role in an unfamiliar department presents new challenges, but also opportunities to learn and potentially solve problems the management has identified.
The document describes a Campus to Corporate (C2C) training program for new graduates and professionals. The objective of the program is to accelerate the adjustment of new hires to corporate life by developing behavioral and soft skills over 5 days. The program covers topics like communication, teamwork, problem solving, time management and professional etiquette through activities like role plays, exercises and case studies. It is delivered by Smart Wave, a management consulting firm to clients in both public and private sectors. The standard fee for the program is Rs. 50,000 per day plus taxes.
This document discusses key issues and trends that businesses will face in the future. It outlines that business models will change dramatically, people management will be one of the greatest challenges, and human resources will be fundamentally transformed. The program aims to help participants understand winning business models of the future, how to implement necessary change management processes, and develop a role model for leading change. It will provide insights into future trends shaping industries and services. The benefits include proficiency on scenarios, trends, and practical ways to advance while taking advantage of changes.
This document provides an overview of professional services offered by John Oliver, including interim management, turnaround management, restructuring, refinancing, due diligence, performance enhancement, and international consulting services. It includes John's biography, highlighting his experience turning companies around and improving operations. Testimonials from past clients and colleagues praise John's leadership, strategic vision, and ability to motivate teams and deliver results.
Career Development : Networking and Mentoring (2012)Barry Horne
A presentation delivered to Business Edge students at Edith Cowan University in September 2012. Its focus is on the value of networking and mentoring to individual career development and progression.
The document discusses the emerging role of the HR Chief Operating Officer (COO) to help HR organizations improve performance and better support business needs. Traditionally, HR leadership teams are structured around centers of expertise and business units, but this limits coordination across functions. A HR COO role would focus on driving efficiency, effectiveness, compliance, and cost of HR service delivery to help address gaps between business expectations and what HR can deliver. By dividing responsibilities between the CHRO who focuses on strategy and the HR COO who focuses on operations, HR organizations can better empower their teams to deliver more business value.
Powerful Business Communication & Presentation Skills September 2013360 BSI
Powerful Business Communication & Presentation Skills™ teaches participants to fully engage their audience by using professional communication and speaking skills. This program focuses on overcoming barriers to communication and using positive communication techniques along with structure, visual and vocals presentation skills
Benefits:
- Work Easily with Differing Personalities
- Eliminate Unproductive Communication
- Master Positive Communication Skills
- Organize Presentations for Impact
- Overcome Nervousness
- Engage Audiences
- Maximize the 5 P’s of Vocal Power
- Highlight Key Points with Gestures
- Convey Confidence with Your Body
DAY ONE
COMMUNICATION SKILLS
Mastering Different Personality Styles
Overcoming Barriers to Communication
Paraphrasing for Clarity
Empathizing for Connectedness
Separating Fact From Fiction
Discovering with Powerful Questions
Listening with Improved Results
Requesting for Positive Gain
DAY TWO
ART OF PERSUASION
Presenting a Benchmark
Creating Audience Receptivity
Setting Direction with Organized Structure
Infusing With Enthusiasm
Persuading with Voice
Influencing with Your Body Language
Highlighting with Gestures
Contact Kris at kris@360bsi.com for further details and to book your seats.
This document summarizes a webinar on effective training programs to mitigate compliance risks in 2012. The webinar covered:
1. Top 2012 compliance issues like wage & hour concerns, EEO developments, social media issues, and federal contractor requirements.
2. How training can help mitigate risks by ensuring employees and managers understand policies.
3. Elements of an effective training program including understanding of policies at all levels, as well as administrative oversight.
Gaining value from global content using a ccmsVasont Systems
Presentation delivered at the LavaCon 2012 conference in Portland, OR. Brent Murphy of Hewlett-Packard will share their experience regarding the value proposition of implementing and utilizing a CMS to manage technical documentation for a global audience. Starting in 2001, HP and Vasont Systems began a journey to implement a component content management solution within HP that would meet their global technical documentation requirements while adding value back to the company. Brent will explore the value propositions that were put forth when the project began and share what value propositions have been realized over the past ten years. In addition, he will also examine and share those value propositions that exist today and how companies who utilize a CMS can benefit from these opportunities. For more information, visit www.vasont.com.
More from less focuses on improving productivity by working smarter rather than harder. While streamlining processes and technology can help, focusing on improving human capital productivity is also critical. People are rarely working at full effectiveness due to lack of strategy clarity, proper delegation, differentiated rewards, and encouragement of teamwork. Hay Group's productivity tool helps leaders identify barriers holding teams back like unclear vision, improper standards, and excessive bureaucracy. Addressing these issues can significantly improve outcomes like higher sales, lower costs, and increased employee engagement.
This document lists various types of printed materials including brochures, magazines, banners, CD covers, cards, letterhead, newsletters and ads that can be designed for promotional purposes.
This document discusses the benefits of using electronic newsletters for non-profits. It notes that e-newsletters can save 70-90% in costs compared to print newsletters, and they can be created and distributed for less than $200 per year. E-newsletters also allow for easier tracking of return on investment by measuring how readers interact with the newsletter and website. The document provides tips for developing an e-newsletter such as keeping the content brief, consistent, and privacy-focused while also encouraging viral sharing of content.
Writing a press release requires a different approach than other business documents. It needs a strong hook to catch attention, read as a news story rather than an ad, and gain exposure, positive coverage, increased sales, and referrals for the business if done correctly. Using experienced writers, quality research, and revisions ensures press releases meet these needs to benefit the company.
The document discusses trends in internal communications and employee engagement. It conducted interviews with communications professionals who identified social media as the primary trend challenging internal communications. Communicators also noted the need to engage multi-generational workforces and provide timely, relevant communications. Dialogue with leadership was seen as important for employee engagement but challenges included increased workload, organizational changes, and lack of resources for internal communicators.
This document contains a chapter on leadership dynamics with 6 learning objectives. It provides true/false and multiple choice questions with answers on theories and models of leadership, including:
- Leadership involves influence, change, and shared purpose between leaders and followers.
- Behavioral models show leadership behaviors can be learned and focus on differences between effective and ineffective leaders.
- Contingency models like Situational Leadership state the best leadership style depends on the situation.
- Transformational leaders inspire followers through vision and innovation.
- Developing leaders requires training, mentoring, and on-the-job experience.
This document contains a chapter on organizational communication from a textbook. It includes 42 true/false questions testing comprehension of key concepts about communication processes in organizations. It also includes 23 multiple choice questions assessing understanding of topics like encoding, decoding, channels, and types of messages used. Key points covered include the importance of communication in organizations, elements of the communication process, and the role of both verbal and nonverbal communication.
This document summarizes a case study of a large multinational business services firm that implemented the ProfileXT assessment tool from Profiles International to improve its hiring processes. The company developed ideal profiles for key roles using assessments of top and bottom performers. It conducted a two-month change management effort to reduce employee fears about the assessments. Assessment results now guide hiring decisions and employee development. Leaders find the ProfileXT a valuable tool for ensuring hires advance the company's goals. They continue improving processes, such as requiring manager training and deepening profile interpretations.
This document discusses how HR can evolve to achieve a competitive advantage and remain relevant. It suggests that HR needs to move from focusing on "doing things right" to "doing the right things" by becoming more strategic, integrated, and customer-driven. Specifically, it recommends that HR (1) act as a strategic partner in setting business direction, (2) effect organizational change and transformation, (3) champion employees, and (4) optimize administrative processes through technology. The document argues that developing a system-driven HR delivery model can help HR move from operations to a more strategic role and better measure its impact on business performance.
This document provides an overview of a construction company called Kelana Mekar Sdn Bhd. It discusses the company's background, vision, mission, objectives, and organizational structure. It also describes the importance of management skills like technical, conceptual, and human skills for the construction industry. The four main management functions - planning, organizing, leading, and controlling - are explained in detail as critical processes for achieving goals effectively and efficiently. Overall, the document outlines the management approach and framework for Kelana Mekar as a construction firm.
This document discusses communication in the workplace. It begins with an introduction on communication and defines key elements like senders and receivers. It then summarizes the main points of the document in 3 sections: barriers to communication, processes for effective communication, and suggestions for improving communication. The four types of barriers are process, physical, semantic, and psychosocial. Effective communication requires effort from both senders and receivers through active listening and understanding roles. Suggestions include clarifying responsibilities, choosing words carefully, and ensuring diversity and inclusion to minimize differences.
Shadowing the marketing department will provide insight into their processes and help identify areas for quality improvement. As quality professionals focus on customer needs and process management, they can help marketing capture valid customer requirements and ensure objectives are met. Taking on a role in an unfamiliar department presents new challenges, but also opportunities to learn and potentially solve problems the management has identified.
The document describes a Campus to Corporate (C2C) training program for new graduates and professionals. The objective of the program is to accelerate the adjustment of new hires to corporate life by developing behavioral and soft skills over 5 days. The program covers topics like communication, teamwork, problem solving, time management and professional etiquette through activities like role plays, exercises and case studies. It is delivered by Smart Wave, a management consulting firm to clients in both public and private sectors. The standard fee for the program is Rs. 50,000 per day plus taxes.
This document discusses key issues and trends that businesses will face in the future. It outlines that business models will change dramatically, people management will be one of the greatest challenges, and human resources will be fundamentally transformed. The program aims to help participants understand winning business models of the future, how to implement necessary change management processes, and develop a role model for leading change. It will provide insights into future trends shaping industries and services. The benefits include proficiency on scenarios, trends, and practical ways to advance while taking advantage of changes.
This document provides an overview of professional services offered by John Oliver, including interim management, turnaround management, restructuring, refinancing, due diligence, performance enhancement, and international consulting services. It includes John's biography, highlighting his experience turning companies around and improving operations. Testimonials from past clients and colleagues praise John's leadership, strategic vision, and ability to motivate teams and deliver results.
Career Development : Networking and Mentoring (2012)Barry Horne
A presentation delivered to Business Edge students at Edith Cowan University in September 2012. Its focus is on the value of networking and mentoring to individual career development and progression.
The document discusses the emerging role of the HR Chief Operating Officer (COO) to help HR organizations improve performance and better support business needs. Traditionally, HR leadership teams are structured around centers of expertise and business units, but this limits coordination across functions. A HR COO role would focus on driving efficiency, effectiveness, compliance, and cost of HR service delivery to help address gaps between business expectations and what HR can deliver. By dividing responsibilities between the CHRO who focuses on strategy and the HR COO who focuses on operations, HR organizations can better empower their teams to deliver more business value.
Powerful Business Communication & Presentation Skills September 2013360 BSI
Powerful Business Communication & Presentation Skills™ teaches participants to fully engage their audience by using professional communication and speaking skills. This program focuses on overcoming barriers to communication and using positive communication techniques along with structure, visual and vocals presentation skills
Benefits:
- Work Easily with Differing Personalities
- Eliminate Unproductive Communication
- Master Positive Communication Skills
- Organize Presentations for Impact
- Overcome Nervousness
- Engage Audiences
- Maximize the 5 P’s of Vocal Power
- Highlight Key Points with Gestures
- Convey Confidence with Your Body
DAY ONE
COMMUNICATION SKILLS
Mastering Different Personality Styles
Overcoming Barriers to Communication
Paraphrasing for Clarity
Empathizing for Connectedness
Separating Fact From Fiction
Discovering with Powerful Questions
Listening with Improved Results
Requesting for Positive Gain
DAY TWO
ART OF PERSUASION
Presenting a Benchmark
Creating Audience Receptivity
Setting Direction with Organized Structure
Infusing With Enthusiasm
Persuading with Voice
Influencing with Your Body Language
Highlighting with Gestures
Contact Kris at kris@360bsi.com for further details and to book your seats.
This document summarizes a webinar on effective training programs to mitigate compliance risks in 2012. The webinar covered:
1. Top 2012 compliance issues like wage & hour concerns, EEO developments, social media issues, and federal contractor requirements.
2. How training can help mitigate risks by ensuring employees and managers understand policies.
3. Elements of an effective training program including understanding of policies at all levels, as well as administrative oversight.
Gaining value from global content using a ccmsVasont Systems
Presentation delivered at the LavaCon 2012 conference in Portland, OR. Brent Murphy of Hewlett-Packard will share their experience regarding the value proposition of implementing and utilizing a CMS to manage technical documentation for a global audience. Starting in 2001, HP and Vasont Systems began a journey to implement a component content management solution within HP that would meet their global technical documentation requirements while adding value back to the company. Brent will explore the value propositions that were put forth when the project began and share what value propositions have been realized over the past ten years. In addition, he will also examine and share those value propositions that exist today and how companies who utilize a CMS can benefit from these opportunities. For more information, visit www.vasont.com.
More from less focuses on improving productivity by working smarter rather than harder. While streamlining processes and technology can help, focusing on improving human capital productivity is also critical. People are rarely working at full effectiveness due to lack of strategy clarity, proper delegation, differentiated rewards, and encouragement of teamwork. Hay Group's productivity tool helps leaders identify barriers holding teams back like unclear vision, improper standards, and excessive bureaucracy. Addressing these issues can significantly improve outcomes like higher sales, lower costs, and increased employee engagement.
This document lists various types of printed materials including brochures, magazines, banners, CD covers, cards, letterhead, newsletters and ads that can be designed for promotional purposes.
This document discusses the benefits of using electronic newsletters for non-profits. It notes that e-newsletters can save 70-90% in costs compared to print newsletters, and they can be created and distributed for less than $200 per year. E-newsletters also allow for easier tracking of return on investment by measuring how readers interact with the newsletter and website. The document provides tips for developing an e-newsletter such as keeping the content brief, consistent, and privacy-focused while also encouraging viral sharing of content.
Writing a press release requires a different approach than other business documents. It needs a strong hook to catch attention, read as a news story rather than an ad, and gain exposure, positive coverage, increased sales, and referrals for the business if done correctly. Using experienced writers, quality research, and revisions ensures press releases meet these needs to benefit the company.
This document defines a brochure as a small book or magazine containing pictures and information about a product or service. It notes that brochures allow for more detailed information than other print items like ads. Brochures can tell a story over multiple panels and include calls to action. The document then lists and describes 15 different types of brochure folds, including tri-fold, gate fold, z-fold, and accordion folds. It provides examples of common uses for each type, such as compact pieces for tri-folds or graphic designs for gate folds.
The document discusses reasons for creating brochures, including creating awareness of a company/product/service, increasing understanding, advertising new aspects, and changing negative attitudes. It provides criteria for effective brochures such as using graphics and contact information on the title page, suggesting next steps or incentives on the back panel, and using headings, graphics, and white space in the body. The document emphasizes designing brochures that are easy to read and understand for the intended audience.
The survey of over 5,500 social media users across 11 countries found that while most (84%) follow brands on social media, true brand promoters who are extremely likely to recommend brands make up only 19% of respondents. Promoters differ from more passive "sharers" in that they actively and regularly follow brands, interact directly with brands to give feedback, and are more influenced to purchase products mentioned by friends online. Top brands promoters recommend vary by country but include Apple, Samsung, Nike, L'Oreal and Dove, while local telecom and cable providers often made the "unlikely to recommend" list.
The document discusses designing teams and processes to adapt to changing needs. It recommends structuring teams so members can work within their competencies and across projects fluidly with clear roles and expectations. The design process should support the team and their work, and be flexible enough to change with team, organization, and project needs. An effective team culture builds an environment where members feel free to be themselves, voice opinions, and feel supported.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
3 Things Every Sales Team Needs to Be Thinking About in 2017Drift
Thinking about your sales team's goals for 2017? Drift's VP of Sales shares 3 things you can do to improve conversion rates and drive more revenue.
Read the full story on the Drift blog here: http://blog.drift.com/sales-team-tips
How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
This document summarizes the findings of the Krauthammer Observatory's 2009 survey of employee commitment and satisfaction. The survey revealed that employee commitment levels are surprisingly low and job security is less important than previously believed. It also found gaps in management performance and a threat to job satisfaction. To improve the situation, the report argues managers must strive for exemplary behavior and focus on treating employees in a way that makes their work meaningful, engaging, and achievable. The Observatory aims to build a robust model of effective management practices through repeated annual surveys between 2007 and 2011.
This document summarizes the findings of the Krauthammer Observatory's 2009 survey of employee commitment and satisfaction. The survey revealed that employee commitment levels are surprisingly low and job security is less important than previously believed. It also found gaps in management performance and a threat to job satisfaction. To improve the situation, the report argues managers must strive for exemplary behavior and focus on building meaningful relationships with employees where basic questions around understanding, willingness to contribute, and ability are positively answered. The Observatory aims to build a robust model of effective management behaviors through repeated annual surveys between 2007 and 2011.
The survey found significant gaps between the management behaviors employees seek and what they experience in reality. While most managers behave in an exemplary or operational way, a third behave in a penalizing or disqualifying manner. The top two behaviors sought are analyzing tasks together and accepting responsibility for mistakes, yet managers fall short in these areas. Employee commitment and trust in managers is lower than expected given the difficult economic climate, with job satisfaction being a key driver of commitment.
Simplyhealth's engaging employees through health and wellbeing reportSimplyhealthUK
Over the years, a lot of research has been conducted on the subject of employee engagement. Although health and wellbeing is only one factor in engagement, it is clearly relevant, both in direct terms through reduced absenteeism, and indirectly via supporting enhanced discretionary effort through generating a feeling of being valued. So what does this new research by Simplyhealth say?
Employee ambassadorship, or advocacy, goes beyond engagement to determine level of commitment to enterprise, value of products and services, and customers
Published Article on Employee Engagement and Employment Value Propositionbheger
This document summarizes a pilot study examining the relationships between an organization's employment value proposition (EVP), employee engagement, and business outcomes. The study assessed EVP and engagement levels through an online survey of 614 employees. Preliminary findings showed relationships between EVP fulfillment and intention to stay, an engagement component. However, relationships between engagement measures and business outcomes like profit and productivity were not as strong. The authors recommend improving future studies through refined measures and linking engagement to outcomes over multiple time periods.
This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
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As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
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Mercer: What's Working Research on Employee EngagementElizabeth Lupfer
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Running head: PERFORMANCE APPRAISAL
PERFORMANCE APPRAISAL
Employee name:
Position:
Supervisor name:
Department:
Date of completion:
Review and completion by supervisor:
Supervisor instructions: The supervisor should give the form to the employee undergoing performance appraisal, the employees should complete the performance appraisal and hand it back to the supervisor within the shortest time. Upon receipt of the performance appraisal form, the supervisor should complete his required section and hand the form back to the human resource leader.
Employee instructions: The employee undergoing assessment should complete and return the self-assessment to the supervisor; the employee is also free to discuss any sections with the supervisor.
Rating scale
1. Unacceptable ( fails to meet standards)
2. Needs improvement (Frequently fails to meet expectations)
3. Satisfactory (Generally meets set standards)
4. Outstanding (exceeds outlined standards)
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Section one, personal competency
Supervisor guide: Personal competency is a core aspect of emotional intelligence at the company; all employees must display adequate personal competency skills that include self-awareness, self-regulation, and self-motivation.
Self-awareness is the ability to understand one’s talents and weaknesses, employees who have self-awareness know their limits and have a clear idea of the areas where they need improvement. Employees with self-awareness also display self-confidence because they know whether they can do a job based on their understanding of their abilities (Dong, Seo, & Bartol, 2014).
Self-regulation is also a core component of personal competency; regulation involves the discipline needed to control oneself (Dong, Seo, & Bartol, 2014). The job exposes employees to many temptations, ideal employees must display discipline in handling responsibility assigned to them by the company. Self-regulation enables the company to trust the employee.
The third component of personal competency is self-motivation, employees must display the drive needed to accomplish tasks, even in the face of challenges. In assessing self-motivation, the supervisor must look out for imitative, commitment, optimism, and the desire to achieve more.
Section two, social competency
Supervisor guide: Social competency is also a key part of emotional intelligence. Social competency has two key aspects; these are empathy and social skills.
Ideal employees must have good empathy; because the job involves interaction with other employees, the ideal employee should be highly aware of the feelings and needs of others. Empathy among the employees of the organization enables them to achieve a synergy where their efforts complement each other (Dong, Seo, & Bartol, 2014).
The second core component that the supervisor should look out for is social skills. Social skills are crucial for survival in the company. Good social skills in an employee include the ability ...
The document discusses a Club Innovations RH event on mobilizing employer brand and employee experience. It will feature presentations from Orange's director of employer brand and employee experience and the CEO of Monkey-Tie. The document outlines that digitalization and personalization are impacting HR with new tools and questions around implementation. It then discusses definitions and dimensions of employer brand and employee experience. Finally, it identifies common goals of employer brand and employee experience initiatives as attractiveness, retention, engagement and reputation.
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This document discusses the relationship between employer value proposition and employee value proposition. It states that EVP and EVP are interdependent and must be properly aligned in order to attract and retain the right talent, ensure employee satisfaction, and increase productivity. It provides examples of how they are like two sides of the same coin or like identical twins that must be in tune. The document emphasizes that organizations must consider what employees want, including satisfaction, feedback, growth and learning opportunities, and passion from leaders. It also outlines some factors that make employees unhappy.
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This document provides a summary of workplace trends for 2012 as identified by Sodexo's research. The top 10 trends identified are: workplaces that promote sustainability, inclusive workplaces, rewards and recognition programs focused on individual employees, growth of virtual workforces, the built environment's role in engagement, evidence-based space design, quantifiable health and wellness initiatives, focus on psychological health, flexible workplaces, and integrating workplace solutions to create higher value. Each trend is briefly described in terms of its drivers and impact on organizations and employees.
This document discusses employee engagement in three paragraphs. It defines employee engagement as aligning job satisfaction and contribution. It notes that 34% of Indian employees are fully engaged, while 12% are disengaged. It outlines three aspects that influence engagement: individual psychology, employer conditions, and employee interactions.
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
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The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
1. Australia’s
Commsoscopy
Are we doing enough? An exploratory
examination into the effectiveness
of communicating the employment
‘deal’ to Australians.
April 2011
COMMSOSCOPY 1
2. About the survey Contents
This is Impact’s second study of the internal
communication landscape in Australia. This probing
research was carried out by Australian Research Unit
and commissioned by Impact Employee Communications, Under the microscope – Findings 4
an Ogilvy PR Worldwide Company.
The survey focused on senior leadership’s perceptions Heart to heart: Is the EVP in ICU or recovery? – Executive summary 5
of internal communication, the Employee Value
Proposition, and the social media and communication Open wide: This will make you better – Culture and values 7
capabilities within Australian organisations. Phone
interviews were conducted with 100 C-level executives We’re here to help: Taking the pain away – Communication support 8
– excluding those solely with HR and/or communications
responsibility. It included executives from organisations On the improve: But help still needed – Communication skills 11
with 100+ full time employees through to large
organisations with 1000+ employees. 86% of Prognosis positive: Getting better but not fully fit – A strategic approach 14
companies interviewed were Australian-owned.
Going social: Some stay in the waiting room – Opportunities to explore 15
Impact thanks all those who participated in this study.
Conclusion 17
About Impact Employee Communications 18
References 19
2 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 3
3. Under the microscope Heart to heart: Executive summary
Our consultation exposed eight key insights. Is the EVP in ICU or recovery?
In 2009 we investigated the business value of investing time and resources into communicating effectively
1
The employment ‘deal’ is being communicated but there are some big gaps
in the way it is being done – the main attributes still need more continuous to employees. From that research [The Inside Story: How Australian Organisations are Managing Employee
communication and reinforcement by leadership Communication During the Downturn – July 2009] we concluded organisations were getting smarter at utilising
internal communication to enable achievement of business goals. In essence, the foundations were in place.
2
HR support for leaders to demonstrate and communicate the benefits EVP: What is it? The relationship is changing
of the organisation doesn’t yet go far enough. More support for
This time we’ve taken our investigation further, to A global trend in the last 18 months has focused on the
communicating the ‘what’ and the ‘how’ is needed
understand what is happening to the Employee Value relationship between employer and employee – what’s
Proposition (EVP) – how well it’s being communicated, the employment deal, what can I expect as an employee
how HR enables leaders to demonstrate it, what and what’s important to the company? We are moving
3 Communicating business strategy and performance
needs more attention
attributes attract employees to a company and what
keeps them there.
further away from economically rough times and the
terrain has changed; both employees and employers are
looking for different relationships, different ways of
Closely related to the concept of employer branding,
working and different results. The employment deal is
EVP is used by HR & Talent Management to attract,
changing so we question what this means for leaders,
4 Not enough is being done to upskill middle and front-line engage and retain quality employees.
HR and communicators.
Managers in being effective communicators
Watson Wyatt1 states, “Companies that are highly
Employee Value Proposition effective communicators have the courage to talk about
Research suggests organisations using social The attributes and benefits of an organisation that what employees want to hear, and they redefine the
5 media internally are perceived by employees as create the employment deal. The tangible and employment deal”. Our research therefore looks at the
having more effective communication of their intangible things that link what you can expect relationship between the employer, the employee, HR
EVP than those that don’t and what’s expected of you as an employee. support, leadership skills and communication. It gives
insights into the things that Australian companies are
doing to demonstrate THE DEAL. It identifies where the
6 There is still some resistance to social media
use externally by organisations
There has been much research into employee
perspectives of the EVP. Our study complements
the discussion by investigating the perceptions of
gaps are and opportunities for improvement.
We know that for different people and organisations, the
EVP means different things and for many it’s not common
the EVP amongst the leadership community within
language – only 35% of our survey respondents were
Australian organisations.
7
familiar with the term. In this research we’ve identified a
Organisations that use social media
internally are backing their investment number of attributes and benefits that commonly
determine an employee’s attraction and commitment
to an organisation. Watson Wyatt summarise the EVP
as, “including pay and benefit programs, professional
8
Communication disciplines are becoming development opportunities and work environment”.
stronger but more needs to be done
around aligning messages with vision,
values and strategy
4 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 5
4. Open wide:
Trends incongruously they were ranked 7 and 8 out of 10 by
leaders when the attributes are listed by importance (See
Our 2009 survey concluded that robust planning,
table 2 on page 7). This raises questions for organisations
process and leadership ownership of communication
– is effort going in to demonstrating and communicating
would be critical for employee engagement in the years
ahead. Given the increasing importance of reminding
those attributes that really differentiate? Or have the areas This will make you better.
of importance shifted, thus indicating the need to alter the
employees what they’re getting back, we take a look
emphasis for communication and action? When asked which attributes and benefits were perceived to be most important to employees, there was
at EVP through the eyes of leaders in Australia. a high level of consistency from the leaders in our survey: organisation culture and values, strength of
Finally, whilst internal social media use is still growing
The 2009 survey showed communicating vision and leadership and organisational stability ranking the highest as the most important attributes.
in popularity in organisations, the research shows some
direction was the number one priority for 2009 and differences in the way companies who use social media
2010. Given this and changes in the working view themselves compared to others. They consider Knowing this provides a useful guide to organisations Of the three most important attributes only organisational
environment in the last few years, we could assume themselves more effective in communicating and to prioritise actions. stability is considered one of the three top things that
communicating strategy and business performance demonstrating all the EVP attributes except organisations do communicate and demonstrate well.
In support, the Executive Monitor2 report states
(which contribute to organisational stability) will have organisational stability. We are beginning to see some This indicates a wide gap between the priority areas and
“A company’s culture and reputation is important to 21%
been a focus for businesses; yet table 1 below shows how well they are being communicated and demonstrated.
differences in the cultures and communication of executives, and ranked higher than personal benefits
only 50% of leaders consider they are doing this well. approaches for those companies that embrace social like bonuses, perks and salary.” It appears executives,
This highlights the need to align and consistently media internally. like employees, also want to be associated with an
communicate strategy, direction and performance organisation they can be proud of, rather than just focus “Culture eats strategy for breakfast”
Overall the research results show there are some big gaps on the rewards they individually receive from a company.
more effectively.
appearing. Demonstrating and communicating the Peter Drucker, popularised in 2006 by the Ford
Organisational reputation, training and development employment deal is critical for businesses over the next Watson Wyatt’s1 research shows only 58% of global Motor Company.
are recognised as the attributes organisations are businesses consider they effectively educate employees
few years and over 50% of those with responsibility for
about organisational culture and values here in Australia.
demonstrating and communicating well. However, communicating it are admitting that it isn’t being done well.
Demonstrating and communicating culture and values
certainly seems to be an issue with 47% leaders
table 1 considering that they do it well (see table 1 previous
page). As it is perceived to be the most important
attribute (see table 2), much more needs to be done
to develop it, demonstrate it and communicate it.
table 2
WHAT
IMPACT We see organisations grappling with ways to communicate their business strategy
SAYS and some progress is certainly being made with this. Fewer organisations seem to
have a planned approach for communicating the employment deal, yet there are
some organisations taking a holistic approach to all aspects of the deal and creating
the employment story to improve relations between the organisation and the
employee. Doing this has a tangible impact on retention and engagement.
6 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 7
5. We’re here to help:
But what about after the honeymoon period? Yet it’s apparent many of the mechanisms for
communicating the EVP focus on one-way
Three in four organisations (77%) use an employee
communication channels i.e. – where the employee is
intranet site to communicate aspects of EVP. Most
being given information. There is little evidence to
Taking the pain away. organisations use a mix of HR tools to communicate
elements of the employment deal to their employees.
suggest leaders are being supported to demonstrate the
various attributes and benefits or to talk about the EVP or
Less than 50% of leaders believe they’re communicating the main aspects of the employment deal well. reinforce through regular communication. Whilst manager
Looking at this more closely highlights where support is being provided and some gaps that need filling. table 3 communication toolkits are being used by 56% of
organisations, only 2% view them as a valuable way that
HR can support them to communicate the EVP.
In general, leaders are positive about the support Most organisations seem to use a range of HR tools to
Given we know effective communication is a conversation
HR provides to management to demonstrate and communicate the EVP. Comments from leaders indicate
and dialogue driver, Australian organisations are definitely
communicate the organisations’ attributes and benefits. job adverts and induction are generally seen as important
missing a trick.
78% consider support as being good overall for all levels ways of getting across the employment deal. This focus
of management. However it is notable that support on induction is relatively successful with 68% of leaders Other areas where our respondents think HR can add
concentrates more on executive than middle or front believing their organisation communicates EVP effectively value to senior leaders to get across the employment
line managers/supervisors. Therefore we have an to all new employees. deal is to communicate the EVP more broadly using a
opportunity to improve support for managers to range of tools, being involved in face-to-face meetings
communicate aspects of the EVP so that it reaches with employees and having clear and transparent policies
all levels of the organisation. • 80% believe the CEO/executive receive good or and processes that relate to the EVP.
Organisations that utilise social media to engage excellent levels of HR support
employees have a more positive response to the level • 69% believe middle management receive good
of HR support provided: 83% of them feel that front or excellent levels of HR support
HR is definitely getting some of the fundamentals right
line supervisors receive good or excellent levels of
• 68% believe front-line managers receive good in supporting leaders to demonstrate and communicate
HR support.
or excellent levels of HR support the employment deal. Much of the feedback refers to
support provided to deliver specific aspects of the EVP
This highlights that almost a third of managers/
e.g. communicating the essentials at induction or
leaders don’t believe they are receiving enough
creating a story for job adverts. Having these foundations
support to enable them to communicate effectively
in place is valued by leaders. Yet they are also asking HR
to provide more support so they can communicate and
demonstrate the priority attributes and benefits of the
organisation on an ongoing basis. This isn’t getting the
attention it needs.
“
We are having to redefine what we mean by the Employee Value
Proposition and how we communicate it. This means rethinking our
”
leaders’ role in demonstrating and communicating it as well as
defining how HR can best support it.
Angela Robertson: HR Director McCain Foods Australia and New Zealand
8 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 9
6. WHAT
IMPACT
SAYS
HR and internal
communication teams need
On the improve:
to work together to create a
strategy that shows all
employees what it means to be
But help still needed.
part of the organisation. Whilst
separate activities are an important part of Our 2009 research showed leadership communication skills development as the second highest priority
communicating with employees at specific for the year ahead. This year we’ve looked at what progress has been made, and how this impacts the
moments, a more strategic and joined-up connection of the EVP to employees.
approach needs to be taken to communicating
the employment deal and supporting leaders and
Taking the premise that communicating the The results from last year showed that CEO and executive
managers to demonstrate it.
employment deal is increasingly relevant for teams tended to be better communicators than middle
organisational success, we have looked at the link and front-line supervisors. This trend continues.
between communication skill levels, HR support and
65% of respondents rated their CEO and executive
how effectively the EVP is being communicated across
team’s communication as good or excellent. This was
the management levels in the organisation.
broken down into three areas of strategy, benefits and
Other findings With less than 50% of the leaders thinking the different values to compare across the leadership levels.
• CEOs and executives are searching for more organisational attributes are communicated well, it
targeted advice about specific things that need indicates there are some big gaps – the question is
doing and want to use feedback more to steer where are the gaps and what can be done to close them?
their actions
• Middle managers are after training and support to table 4
be better communicators
• Front-line supervisors want training in various
aspects of people management, toolkits and
communication support
10 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 11
7. Table 4 (page 11) highlights the communication ability This means that almost 40% of senior managers and Understanding what skills are needed is one step
WHAT We observe resistance from
of leaders at each level is lowest when communicating 60% of middle and front-line supervisors might not be towards finding solutions to address the gap. Overall
organisations were strongly aligned about the
IMPACT organisations to introducing
organisation strategy. This shows a link to the 50% of supported in the way they would like to develop their
respondents who think they communicate organisational communication skills. This provides a clear signal to importance of different skills. SAYS communication skills for
stability well (see table 2 on page 7). HR to mark it as a top priority for 2011. Our respondents consistently stated that all nine skills middle and front-line managers;
Further investigation puts the spotlight on non- Towers Watson states that, “While it’s critical that the
3 highlighted in the research are relevant and needed (see this is an unnecessary and
multinational organisations where our research found organisation focuses on building the right culture and table 5 on page 12). For organisations with over 1,000 damaging compromise. Given that equipping
only 21% rated their CEO and executive team’s programmes, it’s equally important not to underestimate employees aligning messages with the organisation’s managers to communicate well is a recurring issue
communication as excellent. Also, organisations with the role of immediate managers in supporting engagement vision, values and beliefs is more important to them for organisations, and with managers being the
over 1,000 employees are less likely than others to and wellbeing”. Managers need the skills to do this. compared to smaller organisations. Yet our findings linchpin for relationships and improving
show these same organisations mark down their middle performance for employees, improving their
positively rate the communication of middle management
Given their critical role in engaging and retaining managers and front-line supervisors as communicators.
and front-line supervisors as good or excellent when communication skills should be a priority.
employees, more needs to be done to improve their
communicating the strategy or benefits. The European Communication Monitor 2010 4 predicts
communication skills.
a 30% increase in the importance of personal
In our 2009 survey, 67% of respondents agreed
Significantly, more organisations (59%) that use social communication coaching and communication skills
there was a renewed focus on the importance of
media agree their organisations allocate enough training as a discipline for organisations over the next
communicating an organisation’s values. It would seem
resources to middle management and front-line couple of years. Within Australia, the private sector
that leaders abilities to communicate these values is consider coaching and mentoring skills to be more
supervisors and they consider their middle management
creating a gap between what organisations want to do important than the public sector.
communication performance as good or excellent.
and how well equipped they are to do it.
This is an interesting finding as it might indicate the Our previous survey stated that over 90 percent of
What is worrying about these results is the 20% plus gap communicators support the best practice premise
employees who use social media in their organisations
in the perceived communication ability between CEO/ that communicating business direction is vital, that
may have more mature expectations of their managers’
executives and front-line supervisors (table 4 on page 11) communicating vision and direction was their top
communications, tending to seek answers first using the
and the variety of indicators that show communication priority and that this was critical to building long term
channels available to them. They refer to their managers
skills in organisations are falling short. employee commitment. This still holds true yet our
later for clarification or further discussion.
These results link to the support provided by HR to the leaders’ ability to communicate strategy is still poor.
Overall, the research indicates even though there HR is being told by their leaders that they need
different leadership levels; 62% believe enough resources
is an improvement in the support provided, there is still support to improve skills so they engage employees
are allocated to support CEO/ Exec communication skills
a large gap between the level of support leaders are and communicate the business strategy.
whereas only 42% believe enough resources are allocated
getting and the level needed to improve communication
to training middle and front-line supervisors.
skills of managers.
table 5
“
Compromising on safety communication skills for front-line
managers is not an option. As the central point of contact for
employees on projects, project managers and supervisors
must be able to get across important safety messages.
”
Investing a day to improve their skills is a no brainer when
we consider the potential downside.
Robert Duvel: Manager Operational Services Construction Division
Leighton Contractors Pty Limited
12 COMMSOSCOPY WWW.IMPACT.COM.AU COMMSOSCOPY 13
8. Prognosis positive: Going Social:
Getting better but not fully fit. Some stay in the waiting room.
Many of the attributes of the employment deal aren’t being communicated well and HR is being asked to Twitter, Facebook, Yammer, geo-location social networks like foursquare, blogs, podcasts and online communities
provide more communication support, as well as skills training for leaders. Looking more closely at the are the norms for communication. Whilst there is much noise, hype and postulating about social media, our last
effectiveness of employee communication, there is some good news. survey showed there were a number of barriers preventing organisations transporting themselves quickly into the
Web 2.0 world. These included limited access to technology for many employees, the fear of not being able to
In 2009, we stated having robust communication In our experience organisations are putting in place the control the message, and internal technology platforms preventing the use of social networks.
planning processes would be critical. Positive steps are foundations for communication to happen, they now
being taken by organisations to put plans in place with need to develop and implement a strategic, holistic Since then, the speed of take up for social media remains However previously foreseen barriers are changing.
59% of respondents having a plan for their business. approach to communicating all aspects of the EVP. closer to that of a tortoise than a hare, with only 29% of Losing control of the message was seen as an issue,
This figure is higher at 79% for those using social media. organisations surveyed using social media as part of their whereas now 61% disagree that they will lose control
This needs to look at requirements to attract, engage
Somewhat surprisingly, only 38% of organisations with employee communication. of the message if they use social media.
and retain employees while taking into account the
500-999 employees have a plan compared to 80% of
different aspects of the employment deal at different There does, however, seem to have been some shift in Furthermore, 65% agree social media is a good tool for
organisations with 300-499 employees.
stages of an employee’s involvement with the company.
thinking; interestingly the public sector is more likely to employee communication if the risks are managed. And
Another success factor organisations have been
Further thought and attention also needs to be given to see social media as a worthwhile investment than the the myth about social media and Generation Y is
developing is the processes they use to communicate.
the way the business strategy, vision and performance are private sector (58% compared to 45%) and organisations changing, with 68% disagreeing that social media is only
73% believe they have the right methods to communicate
communicated. One aspect of communicating the business with more than 300 employees see it as more worthwhile appropriate for engaging Generation Y.
with employees in different locations and 66% have the
strategy relates to the skills of leaders; it is seen as an than those with 100-299 employees.
right methods in place to communicate with non-office Interestingly, public sector leaders believe there is more
essential skill and one that needs improving.
based staff. Barriers to using social media still exist with 46% value in using social media than their private sector
Measurement is also being used, with 70% CEO/ believing it poses too many legal and other risks and counterparts, if the risks are managed – 75% versus 58%.
executives being formally measured on how well they 49% believing it is too difficult to measure the return on They also see it as more worthwhile in investing in social
communicate with employees. At the same time, 62% investment of using social media. media than private sector – 58% versus 45%. The private
believe their organisation measures employee sector appears to have more resistance to social media:
engagement. Matching this measurement to skills training
WHAT
Organisations of all sizes the barriers are leaders’ skills, risks, losing control of the
and advice would address some of the skill gap as well as IMPACT
are investing in employee message and it only being suitable for Generation Y.
finding ways to engage employees through the EVP. SAYS
communication with much
The perennial challenge! effort going into the
table 6
development of communication
55% of leaders consider lack of time as a barrier
to communicating with employees. This is where channels and processes. To really gain value from
planning, support and the right tools can help. the investment of time and money, more focus
now needs to be on the development of strategies
for significant issues in the business. Without
doubt more attention on the way the employment
deal is communicated will elevate the value of
employee communication.
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9. Conclusion
We are also beginning to gather evidence from those WHAT We think organisations
E
organisations using social media about its benefits and IMPACT should consider the need
uses; they are more positive about the benefits and less SAYS for social media based
concerned about the risks. And of those already using
on what they want their
social media, 90% believe it’s worth investing in. Looking at the way the employment deal is
employee communication to
demonstrated, communicated and used in organisations
achieve and how best to deliver it. There is no
brings to our attention a range of issues organisations are
• Only 14% of those who use it agree that social universal answer, and different elements of
currently facing.
social media should be considered as part of
V P
media poses too many legal issues and risks.
This compares to 59% who don’t use it. your communication strategies – for instance Having an EVP that is clear, known and used to
introducing a Facebook group to receive differentiate is one of the main ways that employees
• Only 14% of those who use it agree feedback on an issue may be your first step. are attracted, engaged and retained by organisations.
organisations lose control of their messages Therefore putting the organisations energy into those
A TO Z
when they use social media. This compares elements that build a strong EVP that is known and
to 30% which don’t use it. enjoyed by employees provides market advantage.
What we are seeing is HR supporting leaders in a variety
E NHA
“
of ways to communicate the employment deal. At certain
Many organisations still seem to be sitting on the Social media is being used by points this support is proving useful, particularly to attract
fence when it comes to social media, whereas those
using it appear to be converts and see improvements in
thousands of organisations as a employees and induct them in to the organisation. Beyond
this HR support seems to fall short of the levels needed.
NCE Y O
the way they engage employees, communicate with way to not only engage and U R EMP L
The biggest opportunity is in the development of
employees and are able to provide HR support. connect with employees, but communication skills for leaders and managers and
The Watson Wyatt1 survey shows that 55% of Australia’s to tap into knowledge, uncover focusing communication efforts on those aspects of the OY E R B R A
highly effective communicators have increased their use talents, identify ambassadors, EVP and the business strategy that engage employees
”
of social media for employees. This matches the NDR E P U T A
responses we had from organisations using social media
build solidarity and bring and improve business performance. Consideration
should also be given to some of the advantages social
who considered their communication of the EVP to be cultural values to life. media users are demonstrating in the way they are T I O N W I T H
more effective than those who don’t, and who viewed communicating the employment deal. Ignoring this gap
Brian Giesen: Regional Director I M P A C T S E
their leadership capability as communicators to be higher. between what is needed to demonstrate and
Ogilvy 360° Digital Influence
Social media is here to stay, but it still may take some communicate the employee value proposition and what X P E R T I S E
time to convert a large number of organisations to see is currently happening will lead to further break points in
the value in investing in it. New McKinsey research5 the connection between employer and employee.
indicates that a payday could be arriving for those
companies that use collaborative web 2.0 technologies
“
intensively, in that they gain greater market share and
higher margins. One of the things you find in companies is that once a culture is
Lessons can be learnt from the early adopters on how formed it takes nuclear weaponry to change it... which is one of
social media can be used effectively to communicate the primary reasons many organisations have turned from the
”
business strategy and support the employment deal.
short term engagement focus of internal branding initiatives to
more long term focus of employer brand management.
Jeff Bezos: Founder Amazon6
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10. About Impact
Employee Communications
Now in our sixteenth year, Impact Employee Communications is Australia and Asia Pacific’s leading employee
communication consultancy—the most awarded, the most specialised, and, with over 600 client results under
our belt, the most experienced.
We offer end-to-end communication solutions to What makes us different?
business challenges for some of Australia and Asia Put simply, Impact’s focus is narrow, but its experience
Pacific’s largest organisations. This ranges from strategic is deep and specialised, and to complete the picture,
communication planning and leadership engagement, to is a values-driven business. Its team includes former
the creative and logistical delivery of tactics to a range heads of communication for major blue-chips and other
of audiences. communication, change and engagement specialists.
Whether it’s major change, such as restructuring, Our collaborative approach is key to our success.
downsizing or an IT overhaul, specific business critical Always ensuring true ownership of employee
initiatives such as energy saving, trade union negotiation communication from leadership teams is what makes
or safety, or HR specific initiatives such as EVP our work impactful, driving business results.
development, career pathway engagement or reward
and recognition programs, Impact has been, and Contact:
continues to be a first choice for Australian private and Tam Sandeman
public sector organisations facing some of their toughest Impact Employee Communications
people challenges. Level 2, 72 Christie Street
In addition to offering core strategic employee St Leonards NSW 2065
communication counsel, Impact also has five specialist Australia
practice areas reflecting the big ticket issues of today. T +61 (0)2 8281 3222
impact.com.au
References
Specialist areas:
• Change Management Communication
• Leadership, CEO and Vision & Values Communication UNDERSTANDING THE PERCEPTION, BEHAVIOUR & INTENTION OF EXECUTIVES IN AUSTRALIA
• HR People & Culture Communication 1. Watson Wyatt Capitalizing on Effective Communication – 2009/ 2010 Communication ROI Study Report
• Industrial Relations and Safety Communication
2. Executive Monitor 2010 – Understanding the perception and intention of executives in Australia
• Sustainability and CSR Programs (OgilvyEarth)
3. Towers Watson Perspective Jan 2010 – Employee Wellbeing: Taking engagement and performance to the next level
These areas are supported further by our specialist
service offering – internal communications research 4. European Communication Monitor 2010 – Status quo and challenges for Public relations in Europe
capability, coaching, training, social media, creative
5. McKinsey Quarterly Dec 2010, The rise of the networked enterprise: Web 2.0 finds its payday
studio and employee events.
6. (Mosely, RC 2007) ‘Customer experience, organisational culture and the employer brand’
Journal of Brand Management, Vol 15, October pp 123-124
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