Visa training 员工敬业度 培训

TakingAction&MovingtheNeedleVisaInternationalTaoWU,SeminarLeader,2,AWorkingDefinitionofEmployeeEngagement,“Head,Heart,Handsworkingtogether.”,3,TheBiggestChallenge,SURVEY,ACTION,SURVEY,ACTION,4,Iknowwhatisexpectedofmeatwork.IhavethematerialsandequipmentIneedtodomyworkright.Atwork,IhavetheopportunitytodowhatIdobesteveryday.Inthelastsevendays,Ihavereceivedrecognitionorpraisefordoinggoodwork.Mysupervisor,orsomeoneatwork,seemstocareaboutmeasaperson.Thereissomeoneatworkwhoencouragesmydevelopment.Atwork,myopinionsseemtocount.Themissionorpurposeofmycompanymakesmefeelmyjobisimportant.Myassociatesorfellowemployeesarecommittedtodoingqualitywork.Ihaveabestfriendatwork.Inthelastsixmonths,someoneatworkhastalkedtomeaboutmyprogress.Thislastyear,Ihavehadopportunitiesatworktolearnandgrow.,ElementsofGreatManagingTheGallupQ12,DrivingEngagement,Actionatleadershiplevel,6,Actionatdifferentlevels,Regional,CountryManagement,Function,Team,7,Leadershipgroup,GivingdirectiontotheemployeesAspiration“Wewanttobeatthe90thpercentileofGallupsdatabaseby2011”Reward/Penalty(LinkagetoKPI)AccountabilityActionPlanningtobecompletedbyActionplanshouldbeownedbyGodeepdangerofactionplanforthesakeofanactionplanAlignmentRemovingsystemicandotherbarriersthatexisttothecreationofEE.Embarkingoncertainstrategicinitiativestargetedatengagementbuilding(basedonQ12),8,SetEngagementTargetSponsorQ12actioning,COUNTRYMANAGEMENT,Manager/Team,CareerplanforkeyplayersReviewrecruitment&developmentmethodforfitFeedbacksystemreviewBuildingalignment,Direction,Process/Policy,Q12scorecardTeamLevelaction,Aschampions,youneedtomakeactionhappenatmultiplelevels,9,TheImpactnotjustascoremove,butperformance.,Copyright2005TheGallupOrganization,Princeton,NJ.Allrightsreserved.,10,Gettingtotheheartoftheissue.,KeyDriver:_,ImpactHiMedLo,ImpactHiMedLo,ImpactHiMedLo,ImpactHiMedLo,ImpactHiMedLo,ImpactHiMedLo,ImpactHiMedLo,ImpactHiMedLo,11,Focusyouractionplanonremovingbarrierstothecreationofengagement.,BarrierstoEmployeeorCustomerEngagement,Alignment,Fear,ShortTermThinking,Money,InformationFlow,12,Thoughtsaroundcreating&sustainingactionplans.,Createamedium/long-termgoalaroundEEPickup1-2overallorganizationalinitiativesletresponsibilitiesbeacrossleadershipgroup,notjusttheHRfunctionHavecleartimelineswithclearlydefinedsuccessparametersCommunicationtoallemployeesabouttheseinitiatives,13,EmployeeEngagementActionPlan,KeyDriver:_,14,Sustainingaction,BestPracticeandBarrieranalysiswhatcreatessuccesswhatinhibitssuccessShowcasingaction&successEngagementthefocus,notjustthesurveyusetechnologyKeepingEEontheradarscreen:LeadershipManager&teamperiodicfollow-up,DrivingEngagement,Actionatteam/managerlevel,16,Copyright1992-1999TheGallupOrganization,Princeton,NJ.Allrightsreserved.,FourStrategiestoDriveEngagement(Note:focusontheapplicationofthetooltoimprovemanagement,impactbusiness,andcreateengagement)GettingSMARTwithactionplanningLeveragingonBestPracticeShiftingFocusFromTeamtoIndividualMakingitPartofYourManagement,17,S1.GettingBetterWithActionPlanning,Four-stepactionplanningprocess(groupactivity)1.Discuss2.SelectPlanFollowup,Copyright2004TheGallupOrganization,Princeton,NJ.Allrightsreserved.,18,Actionplansneedtomeetfollowingcriteria:SpecificMeasurableActionableRealisticTeamcontrol,S1:ActionPlanningConsiderations,ResultAreaActivitiesTimeFramePerson/TeamResponsibleInvestmentPayoffofinvestment,19,S1:TeamFeedback&ActionPlanning-Refresher,GivemanagersstepbystepinstructionsShowtheresultsunderstandhowthescoreshavemovedVoteonthepriorityitemstwovotesperpersonListallactionitemsandcrossoutthosethatarenotspecific,measurableandwithincontrolTipsSelectonstrengthitemtobuildonNottotalkabouteverythingEncourageideasfromeveryoneManagersneedtosetasideabout2hourstocompletesession,20,S2:BestPracticesQuestions(groupactivity),WhatwasyourbiggestchallengeasamanagerinrollingouttheTeamFeedbacksession?Whatwerethechallengesyoufacedingettingdialoguestartedamongteammembersaroundthe12questionsandteamresults?Didyourworkgroupsfollowthroughontheactionitemsthattheyidentified?Whatactionitemsworkedparticularlywellforyourgroups?Werethereanyspecificbarriersorchallengesthatyourteamfacedduringattemptstofollowthroughonitsactionitems?,21,S2:InternalLearningandSharing(groupactivity),1.Inyoursmallgroup,identifytwoorthreesuccessesthatyouexperiencedwiththelastImpactplanning.2.Choosesomeoneinyourgrouptosharethosesuccesseswiththeclass.,Copyright2004TheGallupOrganization,Princeton,NJ.Allrightsreserved.,22,S3:ShiftingFocusfromTeamtoIndividual,InterviewacolleagueFocusonQ1,Q3andQ5,Copyright2004TheGallupOrganization,Princeton,NJ.Allrightsreserved.,23,S3:Thethreemostpowerfulitems,OpportunitytodowhatIdobesteverydayIknowwhatisexpectedofmeMysupervisor,orsomeone,caresaboutme,Knowme,Focusme,Careaboutme,24,Knowme,KnowswhatamIgoodat(strengths)andhelpsmeseethisHelpsmetousemystrengthsmoreatworkKnowswhatsimportanttomeKnowswhatmotivatesmeKnowsmyaspirationsKnowsmypreferredformofrecognition/reward,25,Focusme,Clearperformanceoutcomes(whatamIpaidtodo?)Clearstandards,e.g.valuesbehavioursCatchesmedoingsomethingright-successesarerecognisedGivesfeedback-howamIdoing?,26,Careaboutme,Respondstomyconcerns/feelingsProvidespracticalandemotionalsupportHonourscommitmentsmadeSetsmeupforsuccessGivesmehonestandtimelyfeedbackShowsmehe/shecaresaboutmeCreatestimetofocusonmeasaperson-notjustthetasksCelebratesmysuccesses,27,S4:GuidelinesforQuarters3-4,2007,ActionPlanningwithteamscompletedbeforeendof_.Planontwohours.Plansturnedinto_andmeetingsettodiscussplan.NextAssociateEngagementAdministrationin_.Ongoingsupportfrom_to