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Member You - Employee Engagement - Getting to the Heart of the Matter
Why Don’t Supermarkets Have Brands?It may come as a surprise to the category of supermarket chains to learn that almost to a fault, none of them owns a brand. They think they do, but they do not. The proof, as they say, is in the pudding. The only reason to invest in the building and maintaining of a brand is to increase your preference or increase your margins. Against that acid test, supermarket chains come up sucking hind teat.There are a few major exceptions, and we will disclose them as we proceed, but the battle for supremacy in the supermarket gambit has come down to location, location, location. Look around at your own neighborhoods and you will quickly see the reality of the situation. Supermarkets, like their poor stepsisters the pharmacy chains, are in a rush to build more and more stores. They realize that in order to dominate a local market, they need to be the closest purveyor to the shopper’s h
Emotional engagement, on the other hand, is about something more fundamental, and much deeper. It’s about the visceral connections your employees have with your organization. It’s how your employees feel about what you’re
Every healthcare organization/hospital accepting payment for Medicare and Medicaid patients is required to meet certain Federal standards called “Conditions of Participation” (CoPs).These Federal requirements are promulgated by the Centers for Medicare and Medicaid to improve quality and protect the health and safety of patients. Compliance is based on surveys conducted by state agencies on behalf of the CMS. Conditions of Participation are regulatory standards hospitals agree to follow as a condition for receiving federal funding through the Medicare program.Under an agreement with CMS, State healthcare licensure agencies conduct surveys of hospitals and enforce compliance with CoPs and ensure that Conditions of Participation are being practiced. Hospitals and other healthcare facilities are subject to random onsite reviews. Unannounced surveys can result from patient or public complaints or inquiries. Healthcare Security is
According to Gallup research, 29% of employees are engaged, 54% are not engaged, and 17% are actively disengaged. Gallup researchers estimate that the lower productivity of actively disengaged workers costs the U.S. economy about $370 billion annually. With employee disengagement so prevalent, could it be that managers don’t understand what “engaging the hearts and minds of our employees” really means?
Rational engagement, another way of saying “engaging the mind”, is the intellectual commitment that people make to their organizations. It’s their understanding of how they can help their organizations succeed. And it’s recognizing what’s in it for them as well as for the organization.
Rational engagement is conditional. The expectations that you define with your employee at the beginning of a new assignment determine its conditions. With each assignment and with each change of direction in the organization, these expectations are renegotiated.
Emotional engagement, on the other hand, is about something more fundamental, and much deeper. It’s about the visceral connections your employees have with your organization. It’s how your employees feel about what you’re
I am sure at some point we have all been tempted by 'get rich quick' schemes. You have heard and seen it all before, the tempting schemes that we receive by email/post/newspaper advertisements etc. They promise we will be able to give up work and make ?1000's for just a few minutes work a day on the internet. They tempt you by promises of nice houses, cars and holidays and lots of ???'s.Here are some key points on how to establish whether a 'Business Opportunity' is likely to leave you broke rather than lead you to the promised pot of gold at the end of the rainbow.- DUE DILIGENCE. See what you can find out about the company. Check their details with the government website: CompaniesHouse.gov.uk. Their WebCheck service offers a searchable company names and address index which is free of charge and enables you to search for information on more than 1.8 million companies in the UK. You can also use WebCHeck to purchase a comp
Rational engagement, another way of saying “engaging the mind”, is the intellectual commitment that people make to their organizations. It’s their understanding of how they can help their organizations succeed. And it’s recognizing what’s in it for them as well as for the organization.
Rational engagement is conditional. The expectations that you define with your employee at the beginning of a new assignment determine its conditions. With each assignment and with each change of direction in the organization, these expectations are renegotiated.
Emotional engagement, on the other hand, is about something more fundamental, and much deeper. It’s about the visceral connections your employees have with your organization. It’s how your employees feel about what you’re
Job interviews are your opportunity to communicate to the prospective employer why they should hire you. During a face to face job interview, you want your spoken words to match your unspoken words. And gestures and facial expressions can say a lot. Your overall presentation, which includes your body mannerisms, can be just as important as the verbal answers you give during your face to face job interview.If you want your body to say:1. “I am interested…” Lean forward a little with your head slightly tilted when the interviewer is speaking, particularly about the company, the job description and duties. This can show the interviewer that you are ‘physically’ listening and interested in what is being said. This is also an opportunity to show you know the importance of your listening skills and using your 2 ears over your 1 mouth.2. “I am comfortable…” Have a genuine smile. A fake, plastered on smile just won’t d
Rational engagement, another way of saying “engaging the mind”, is the intellectual commitment that people make to their organizations. It’s their understanding of how they can help their organizations succeed. And it’s recognizing what’s in it for them as well as for the organization.
Rational engagement is conditional. The expectations that you define with your employee at the beginning of a new assignment determine its conditions. With each assignment and with each change of direction in the organization, these expectations are renegotiated.
Emotional engagement, on the other hand, is about something more fundamental, and much deeper. It’s about the visceral connections your employees have with your organization. It’s how your employees feel about what you’re
Turn the page of any paper or turn on any news show and you’ll likely hear about the global energy crisis and soaring gas prices. But I’m convinced that the real energy crisis is not taking place in the oil fields of Texas and Iraq or the gas stations of New York and California but rather inside the people and the companies that contribute to our global economy. In a recent survey conducted by Harris Interactive Inc. less than 15 percent agree that they feel strongly energized by their work and only 20 percent feel very passionate about their jobs. While part of this crisis can be attributed to management (37% of Managers are indifferent to their company’s fate) a big part of the problem can be associated with worker burnout. 42% are coping with burnout while 33% believe they have reached a dead end in their jobs and 21% are eager to change their jobs. The cost of fatigue, burnout and a lack of engagement to corporate America is staggering
Rational engagement is conditional. The expectations that you define with your employee at the beginning of a new assignment determine its conditions. With each assignment and with each change of direction in the organization, these expectations are renegotiated.
Emotional engagement, on the other hand, is about something more fundamental, and much deeper. It’s about the visceral connections your employees have with your organization. It’s how your employees feel about what you’re
For all our interest in networking, following up is just as important. Many one-person business owners find they either don't follow up because they don't know what to do, or develop such an elaborate system for keeping in touch that it quickly breaks down and becomes unworkable. Typical downfalls include:--Using the same personally intensive strategy and activities for everyone they meet, finding they have no time for service delivery--Flooding new contacts with electronic information, but don't check in to see if there is a real fit--Letting months go between contacts and then being dismayed with few responses to offersNetworking Maven Kristy Rogers, is not only well known for her prowess in networking, having received three major networking awards just this year alone, but also conducts great seminars on following up. (http://www.KristyRogersConnects.com)Following up, says Kristy, is crucial. Especi
Emotional engagement, on the other hand, is about something more fundamental, and much deeper. It’s about the visceral connections your employees have with your organization. It’s how your employees feel about what you’re asking them to do. They may not tell you what they’re feeling, but it nevertheless has a huge impact on your organization’s success.
Emotional engagement is unconditional. Your employees’ expectations are defined by your relationship with them. Your relationship becomes a lens through which your employees view your organization.
Here’s a story of a manager who believed her employees were highly engaged. What do you think?
Diane was a project manager in an I.T. support group in a large retail organization. She thought of her management style as “tough but fair”. The project lead and the other six members of her project team were just wrapping up a six-month project. They had received acceptance sign-off from the users and were preparing to implement the new software that evening. The users were excited that the project was finally coming to an end and that their system would be ready for them when they came into the office the next day. The project team had spent some late nights reworking the software because of the users’ changing requirements, and the users had expressed their appreciation to Diane about t
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