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Employee Engagement

By Madison Hanscom, PhD Whether it is wrapping up a deliverable, venting about a hard day, or preparing for the next day ahead, many of us bring work home. But has research been conducted to examine the effects of leadership characteristics spilling over into the home domain of their followers? A recent study was conducted to examine the impact that empowering leaders have on their employees’ home lives. Empowering leaders were defined as those that give employees autonomy, meaning to their work, opportunities for self-leadership, participation in decision-making, and support for employee development through coaching and modeling. The result of the study showed

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By Brie DeLisi A consistent feature of most organizational change efforts includes employee engagement and communications, and this is even more important during work transitions. Employee engagement impacts the quality of the changes, as well as the buy-in from the greater workforce, while communications reduce ambiguity, assumptions, misunderstandings and confusion. Consider the call center example used in the previous blog; first and foremost, this is typically a highly engaged and social workforce. Call center employees are regularly meeting with one another, sharing information and insights, supporting or seeking support, and celebrating wins together. These highly engaged individuals will already have the enthusiasm

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By Josh Williams, Ph.D.“You’ve got to learn to listen…and listen to learn.” – Joey RamoneConventional wisdom when trying to quickly diagnose safety culture is to go and ask people doing the work what is working well and what needs improvement. Front-line employees may not have access to information and pressures at the executive level. However, they do have a pulse on safety culture at the ground level. Unfortunately, many leaders at executive and front-line level roles simply don’t have the time, or make the time, to get out in the field and engage with employees. In some situations, personal schedules need

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By Josh Williams, Ph.D. In this time of trouble, leaders need to be more transparent than ever managing the complexities of business. This includes open dialogue about the state of the organization, current challenges, and plans moving forward. Employees are understandably anxious about their health, the well-being of loved ones, and the security of their own jobs. Failure to openly communicate how the organization is navigating these rough waters is a failure of leadership. In some cases, leaders need to simply acknowledge they don’t have all the answers for what’s ahead. They also need to demonstrate they’re doing everything they can

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By Martin Royal In Part 1 of this blog series on training transfer, I introduced various strategies that trainees can adopt to help themselves apply what they learned in training to their work. In Part 2, I presented ideas that leaders can implement to improve the transfer of learning back into the workplace. In Part 3, we will explore the Structural dimensions of our Safe Production Model and how they apply to training transfer strategies. These structural dimensions are the physical or organizational elements of your workplace that encourage this work. The structural dimensions of your organization may include actual training transfer practices,

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By Stephanie Monge-Sherman It’s understandable that many leaders who are new to this likewise relatively novel practice may need some clear and concise suggestions to help them navigate their way through coaching a remote workforce. In coaching, effective communication is a requirement and is arguably the most important tool a leader can possess. That’s why Part One of this two-part series is going to focus solely on tips to facilitate better communication. In part two, we’ll broaden our focus and dive into more generalized, but equally important remote coaching strategies. 6 Tips for Impactful Coaching Communication With Your Remote Workforce 1. Simple and Clear. With

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