Employee Engagement - search results

In Africa, there is an age-old learning tradition that is still practiced today: storytelling. Villagers learn about the values and behaviors that will be conducive to the success of the tribe by being together, sitting around a campfire at night, listening to the elders of the village talk. What has been true throughout the centuries is still true today.

Carefully considering all the pluses and minuses will secure the best ROI for the program.

Big data can be daunting, but its analysis is making significant differences in organizations. By analyzing complex data sets across functional silos, organizations are gaining insights to help catalyze change, improve access to experts, speed onboarding, retain talent, and identify root causes for complicated issues. It improves the learning environment, and even the Learning & Development organization itself.

From the perspective of Starbucks leaders, the strong loyalty connection the brand enjoys with its customers is linked directly to the way in which those leaders connect with and develop their employees, or partners, as they are called. In fact, every aspect of training is guided by a commitment to build a dynamic learning community at Starbucks.

Interval training reinforcement solutions provide spaced repetition learning as both a pre-training and post-training intervention. It generally is being implemented through purpose-built software applications. Some deliver the information via daily e-mails, while others have sophisticated interfaces that also incorporate game mechanics to amplify employee engagement in the learning.

Front-line supervisors are called coaches at contact center provider Afni. The Afni Coaching Model (ACM) is a behavioral-based strategy for coaching that has become fundamental to development at all levels of the organization. All coaches, management, and support staff are immersed in the ACM methodology.

The Crawford Mentoring Model defines a central framework that targets individual needs, economic realities, and strategic goals. The framework incorporates three components: a process map, roles and responsibilities of participants, and a measurement system tied to a continuous improvement cycle.

Kimberly-Clark wanted to hear its employees’ thoughts and ideas on what the company could do to accelerate culture change and take its business to the next level. And so, in partnership with IBM, K-C created a collaborative experience for its people called “The “One K-C Jam.”

One area ADP business leaders continuously seek to improve is decreasing time to productivity of newly hired sales representatives in a rapid, agile way. Accelerating First-Year Sales Performance was created in 2013 to address this challenge and support ADP’s strategic goal of Agility (building and selling great products faster).

Health-care staffing company CHG Healthcare Services had a year of doubling down and focusing on becoming even stronger at what it does best. In addition to ongoing efforts such as keeping its leadership pipeline strong and cultivating an engaged workforce, the company looked for ways to become a Leaner organization