Creative New Employee Orientation Programs: Best Practices, Creative Ideas, and Activities for Energizing Your Orientation Program Review

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Creative New Employee Orientation Programs: Best Practices, Creative Ideas, and Activities for Energizing Your Orientation Program ReviewThis is a compendium of almost everything that one might need to create or improve existing orientation programs. From best practices in orientation videos, small businesses, intern & buddy programs to case studies from companies like Ford and Alcatel.
The book also includes numerous useful lists, tools and aids that can be reproduced or used as a basic template for planning new orientation as well as evaluating and improving existent programs. In other words, this is a practical book filled with implementable ideas and suggestions guaranteed to make your new hires feel 'special' and at the same time, taking them through all the knowledge and information bits that they need to learn in a fun and engaging manner.
I found the case studies chapters very informative and particularly enjoyed Part 5 of the book: Orientation Games & Activities which includes 18 very useful and effective games like the hunt for company policies which turns a normally boring part of any orientation program into a really fun activity.
Also quite useful was the Part 6: Orientation Checklists & Surveys covering such areas as 'Before the Employee's First Day'; 'I'm New Here - What Should I Learn?'; and 'A 90-day New Employee Survey'.Creative New Employee Orientation Programs: Best Practices, Creative Ideas, and Activities for Energizing Your Orientation Program Overview

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Re-Engage: How America's Best Places to Work Inspire Extra Effort in Extraordinary Times Review

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Re-Engage: How America's Best Places to Work Inspire Extra Effort in Extraordinary Times ReviewHave you ever wondered what employees think about their companies when they really want to work there vs. when they really do not want to work there? If you could unzip the minds of thousands of employees and understand how they see their companies, think what you could learn about your own organization.
"Re-Engage" gives you a front row seat to millions of interviews by employees of 10,000 companies as they completed the "Best Place to Work" survey. Leigh and Mark have analyzed the entire range of survey responses and have found key insights that differentiate the best places to work from all the rest. Put these insights to work in your organization.
Here are a few of key drivers of employee engagement highlighted in the book:
- Trust level in senior leadership
- Coaching and feedback provided by managers
- Being recognized and valued for one's contributions
- Having opportunities to learn and grow on the job
"Re-engage" presents a model of six universal drivers of employee engagement that come directly from the survey data. But more importantly, each driver is illustrated by many verbatim quotes and comments as well as the highest scoring company for each driver - who the company is, what they do and how they have optimized employee engagement.
There are many leading practices, approaches and methods described throughout that offer tremendous potential if they were to be leveraged in your company. If you want to reduce the number of habitual underperformers, chronic complainers or professional victims, and increase the percentage of high performers, you will want to take advantage of Leigh's and Mark's recommendations.
I think one of the most critical chapters is the one on building effective teams. Since so much of our work today is done by multi-function or multi-geographic teams, companies can no longer afford to have teams who do not execute well. Customer satisfaction, productivity and quality depend on what these teams deliver. This chapter describes how to set up the conditions for effective teamwork and can provide a road map for you to use in your own organization.
Companies all over the world are faced with unprecedented levels of change in today's business environment. The demand for leaders at all levels who can guide engaged teams to meet their marketplace challenges far outstrips the supply. "Re-Engage" provides new insights and real world guidelines that can help you meet your organization's challenges today.Re-Engage: How America's Best Places to Work Inspire Extra Effort in Extraordinary Times Overview

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Army of Entrepreneurs: Create an Engaged and Empowered Workforce for Exceptional Business Growth Review

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Army of Entrepreneurs: Create an Engaged and Empowered Workforce for Exceptional Business Growth Review
The title of my review refers to what I believe is Jennifer Prosek's key point in this book: To paraphrase, Think like a gardener and decide what you want to grow, when and where to plant it, prepare the soil, plant, and then nourish the soil and protect the garden. In the business world, the gardeners are supervisors and what they must grow is what Prosek describes as an Army of Entrepreneurs (AOE), high-potential leaders with an entrepreneurial temperament and worldview. Prosek offers what many of these supervisors need to develop that potential: "An easy-to-follow, replicable [key word] plan of action that can be instituted [two more key words] quickly and inexpensively."
Organizations reflect those who lead them and that is especially true of the largest organizations, such as General Electric. Consider what Jack Welch said years ago at one of the company's annual meetings. He responded to a question: Why do you admire entrepreneurial companies so much that you want GE to become more like one?
"For one, they communicate better. Without the din and prattle of bureaucracy, people listen as well as talk; and since there are fewer of them they generally know and understand each other. Second, small companies move faster. They know the penalties for hesitation in the marketplace. Third, in small companies, with fewer layers and less camouflage, the leaders show up very clearly on the screen. Their performance and its impact are clear to everyone. And, finally, smaller companies waste less. They spend less time in endless reviews and approvals and politics and paper drills. They have fewer people; therefore they can only do the important things. Their people are free to direct their energy and attention toward the marketplace rather than fighting bureaucracy."
In addition to the aforementioned "game plan," Prosek also offers anecdotes and case studies that illustrate the AOE model in real-world circumstances as well as statistics, research, and commentary from various experts in the business community. Years ago, Thomas Edison observed, "Vision without execution is hallucination." That is why Prosek places such great emphasis on explaining or at least suggesting how to create, lead, deploy, and support an AOE. At the conclusion of each of 12 chapters, she inserts a "Six Steps Forward" section that lists what to do right after reading the material in the given chapter.
In Chapter 3, she shares her own thoughts about why big companies need entrepreneurs (i.e. to support innovation, keep in touch with customers, retain the most valued workers, move faster, and expand globally) and then recommends seven specific strategies for larger organizations (Pages 35-42). The case studies include those of Edward Jones, Emerson Electric, Ernst & Young, IBM, and Intuit. Again, the focus is on what works, what doesn't, and why. Other material within her narrative that caught my eye include "boot camp" (Pages 59-60), conducting training "workshops" (Hunting for Business, Advanced Hunting, Intrapreneurship, Planning and Organizing, and Teaching the Business), creating a talent pipeline (six steps, Pages 83-85), measuring success (formal and informal, Pages 113-129), managing disaster (Pages 172 and 189-190), and "Ten Questions to Ponder" in Appendix A (Pages 191-192).
Throughout her lively and eloquent narrative, Jennifer Prosek skillfully invokes a variety of military metaphors as she explains how to create "an engaged and empowered workforce for exceptional business growth." She rigorously covers each step of the process: recruiting, hiring, orientation, training, deployment, and performance measurement. There is no shortage of metaphors to call upon when describing this difficult but nonetheless essential process. I congratulate her on this brilliant achievement.
Those who share my high regard for this book are urged to check out Brian Carney and Isaac Getz's Freedom, Inc.: Free Your Employees and Let Them Lead Your Business to Higher Productivity, Profits and Growth, Erika Andersen's Growing Great Employees, Dean Spitzer's Transforming Performance Measurement and Enterprise Architecture as Strategy co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.Army of Entrepreneurs: Create an Engaged and Empowered Workforce for Exceptional Business Growth Overview

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Rethinking Retention In Good Times and Bad: Breakthrough Ideas for Keeping Your Best Workers Review

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Rethinking Retention In Good Times and Bad: Breakthrough Ideas for Keeping Your Best Workers ReviewYou might think that a recession is exactly the time when good employees batten down their hatches and cling to their jobs, even if they do not like them. Think again. Really talented employees can find work during any economic period. Indeed, they change jobs all the time. Such turnover cuts productivity, making operations less efficient, and burdens companies with heavy employee replacement costs. Although the tariff can be staggering, most organizations do not have a formal - or even an informal - retention abatement process. Instead, they relegate retention to a sideline human resources department activity. To correct this operational oversight, retention consultant Richard P. Finnegan provides the "Rethinking Retention Model," a robust best-practices program you can use to cut down on expensive employee churn. In his heavily researched and sourced book, Finnegan thoroughly details the exact steps organizations should implement to increase retention. He offers numerous case studies that illustrate how companies hold on to their best employees. getAbstract highly recommends this comprehensive, logical, thoughtful guide as an ideal resource for CEOs, managers and HR executives who need to close the revolving door.Rethinking Retention In Good Times and Bad: Breakthrough Ideas for Keeping Your Best Workers Overview

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Creative Onboarding Programs: Tools for Energizing Your Orientation Program Review

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Creative Onboarding Programs: Tools for Energizing Your Orientation Program ReviewI was a bit disappointed in the new edition of this book. I loved the first edition released about 10 years ago, but this version doesn't seem to include much new material.Creative Onboarding Programs: Tools for Energizing Your Orientation Program Overview

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Louder Than Words: Ten Practical Employee Engagement Steps That Drive Results Review

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Louder Than Words: Ten Practical Employee Engagement Steps That Drive Results ReviewAs an avid business book reader...Drucker, Senge, Covey, Blanchard....I can say this book ranks up there with the classic biz books .
As I read through "Louder Than Words", it became clear that this book sets itself apart from most manangement books because it provides the reader with practical steps to move an organization- large or small- closer to high performance. This book offes proven startegies to engage employees at all levels of an organization. The case studies offers examples of how these strategies have been applied to effect transformative change.
I believe that this book can help organizations to systematically improve employee engagement using proven interventions at the local and global level. Beyond setting the proper strategy, this book includes finding the right performance metrics that drive accountability, creating a comprehensive communication strategy, and designing development opportunities for every employee, manager, and leader. Louder than words will be my go to book for ideas and solutions to businss challenges my colleagues and I encounter daily. I hope Mr Kelleher has more tricks in his bag which he plans to share with his readers.Louder Than Words: Ten Practical Employee Engagement Steps That Drive Results Overview

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The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late Review

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The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late ReviewThis book is jam packed with insights and studies on why employees leave companies, or worse, disengage from the roles and stay. Woven throughout the book are 55 "Engagement Tips" to improve the culture and environment of your workplace or leadership to keep your top talent deeply engaged and contributing.
At the heart of the book is the deep look into some why employees leave, and several comprehensive studies are summarized here to help dissect the real reasons your company may be losing talent. When it comes to determining the real reasons for dissatisfaction, and eventual disengagement from your company, some of the key reasons center around "mismatch" between the job and the person, and basic leadership failures around coaching, feedback, value, recognition, trust, confidence in leadership, and a lack of a career development opportunity.
What I found most useful were the many insights into the psychology of how and why people feel valued and stay loyal. The book lists four fundamental human needs, which if not met, are triggers for disengagement and loss of talent; Trust; Hope: Worth; Feeling Competent. (Page 20). The quote that opens the section on coaching and feedback sums up the gap, and connection to the psychology involved in ensuring your organization can retain its key talent: "The manager needs to look at the employee not as a problem to be solved, but as a person to be understood." (Page 70). The connection and human dynamic is demonstrated with clarity as the key to creating an environment that enables engaged performers, but it is also one of the most common gaps in leadership today.
Another key element is the changing paradigm of what employees expect. The book compares and contrasts and "old contract" with a "new contract" and looks at the differences between what is expected by today's workers and how this has changed over time. (Page 98). While covered extensively in other works, the book here also examines again the reasons why recognition, so vital to employee satisfaction and engagement, is often so absent from corporate leadership skills. (Page 122).
Overall, this book is a great resource and tremendously valuable topic for anyone whose business or organizational success is dependent on the talent and performance of their people. There are enough charts, graphs, studies, bullet points and sources here to keep the most analytic person engaged throughout. A very comprehensive and well done collection of studies and information which provide a clear roadmap for improving the engagement and performance of your people while lowering attrition and disengagement. Highly recommended.
The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late Overview

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I Quit But Forgot to Tell You Review

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I Quit But Forgot to Tell You ReviewToo many companies have employees that are "retired on the job", simply going through the motions and too listless to find a job they are more suitable for. These employees have disengaged their mind from their work. There is a solution and Terri has been showing companies how to engage their employees long before the concept became in vogue. Drawing on solid research and numerous real life examples from top companies, I Quit But Forgot to Tell You clearly and intelligently points out the how and why employees become disconnected from their job and the symptoms to be alert for. What makes this book so valuable is that it provides a blueprint for reversing the tide of disengagement and hiring and nurturing people so that they truly live your brand. The solutions make sense. I am recommending this book to all my clients.I Quit But Forgot to Tell You Overview

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