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How to Use Force Field Analysis - There are a number of ways to plot and evaluate the results but one of my favorites is taken from the Mind Tools web-site (see diagram 1). Define the Problem at Hand - All good decision-making plans start with defining, and sometimes re-defining the problem. List Resisting Changes - On the right side of the box, list resisting changes (forces against change).
Add up Each Side - Total the numbers for the positive forces and do the same with the negative forces. The employee-work contract has changed, compelling business leaders to build organizations that engage employees as sensitive, passionate, creative contributors. After decades of corporate discourse about the war for talent, it appears that the battle is over, and talent has won. The employee-work contract has changed: People are operating more like free agents than in the past.
Consider the typical process: Companies deploy annual surveys to benchmark a company’s level of employee satisfaction from year to year. The marketplace of survey providers, which is around $1 billion in size, is largely staffed by industrial psychologists who have built statistical models that correlate turnover with various employment variables. While none of these models are “wrong,” companies tell us the surveys don’t prescribe actionable results.
Consider the radical changes that have taken place at work: Employees operate in a transparent job market where in-demand staff find new positions in their inboxes. These changes to the workplace have altered the engagement equation, forcing us to rethink it. Companies need to expand their thinking about what “engagement” means today, giving managers and leaders specific practices they can adopt, and holding line leaders accountable. Companies need tools and methods that measure and capture employee feedback and sentiment on a real-time, local basis so they can continuously adjust management practices and the work environment at a local level. Leaders in business and HR need to raise employee engagement from an HR program to a core business strategy.
After two years of research and discussions with hundreds of clients, we uncovered five major elements (and 20 underlying strategies) that work together to make organizations “irresistible.” These 20 factors fit together into a whole system of engagement in an organization (figure 1), one that is held together through culture. One organization we studied told us that among the highest-potential employees, the organization could directly correlate pay increases with retention—but among the remaining 90 percent of the workforce, compensation simply had to be competitive and fair within job families. Nearly every job has been changed and often transformed by technology, and we constantly look for ways to do more with less. Psychologist Daniel Pink writes that people are driven by “autonomy, mastery, and purpose.”13 Individuals crave work that lets them leave a unique fingerprint on a finished product.
At Mercadona and Costco, for example, stores are staffed by people cross-trained to handle many positions: They manage cash registers, stock shelves, rearrange the store, develop promotions, and manage others.
As we design jobs to be meaningful, we must also carefully select the right person for each job. It may seem counterproductive to let people take time off during the week, but in fact the opposite is true.
The second element of an irresistible organization is the one business and HR leaders think about the most: management.
In our review of engagement issues, the first area we found is the importance of simple, clear goals. High-performing managers create simple goals, make sure they are clear and transparent, and revisit them regularly. The third factor in “irresistible” management is leadership development: Organizations with high levels of employee engagement focus on developing great leaders. In many companies, the process does not involve enough continuous feedback, places too much weight on the actual rating, and often does not encourage hyperperformers to perform at an even higher level. Finally, it is important for companies to remember that management’s job is not to manage work but rather to develop, coach, and help people.
The third major element of an irresistible organization is the need to build a flexible, humane, and inclusive workplace. In addition to such benefits and employee wellness programs, research also shows that open, flexible workplaces have a major impact on engagement. Finally, highly engaged workplaces are also inclusive and diverse: People feel comfortable being themselves. Finally, organizations must look at their management and leadership behaviors to make sure that learning, development, and mobility are rewarded. Organizations with a strong learning culture are 92 percent more likely to develop novel products and processes, 52 percent more productive, 56 percent more likely to be the first to market with their products and services, and 17 percent more profitable than their peers.45 Their engagement and retention rates are also 30–50 percent higher. The final and perhaps most important element in the irresistible organization is leadership.
During the heat of the space race, a group of reporters visited NASA (a mission-driven organization) and saw a janitor working toward them with a broom in hand.
Whole Foods goes so far as to release every employee’s total salary and bonuses from the previous year in its annual wage disclosure report.
As we illustrate on the bottom of the model, highly engaged companies work very hard to make work simple. Simplicity, or the removal of formal bureaucratic overhead, can have a dramatic impact on work satisfaction. First, HR and leadership must develop a complete understanding and mindset of these factors and how they all are interrelated. Second, it’s important to instrument your company so you obtain regular, unbiased, and anonymous feedback. If we don’t have teams committed to our mission, passionate about their work, and willing and ready to work together, we cannot possibly succeed over time. While 90 percent of executives understand the importance of employee engagement, fewer than 50 percent understand how to address this issue.55 Today’s technology-flooded world of work has become complex, demanding, and integrated into our lives. Bersin by Deloitte, Glassdoor research of more than 20,000 respondents conducted in October 2014.
The average span of control among first-line managers is now over 11, up from around 9 five years ago. The US Patent and Trademark Office, the highest-rated place to work in the US federal government, holds managers accountable for continuous focus on feedback and engagement, giving them tools to reward employees, conduct after-action reviews, and connect employees to the mission. See more about the role of “transformational” versus “transactional” leadership in employee engagement and performance in Kimberley Breevaart et al., “Daily transactional and transformational leadership and daily employee engagement,” Journal of Occupational and Organizational Psychology 87, no.
Whole Foods, one of the most highly engaged retailers, lets local store operators design their stores to meet local neighborhood needs. Victorian Equal Opportunity and Human Rights Commission, Waiter, is that inclusion in my soup? Arnold Bakker and Evangelia Demerouti, “The job-demands resources model: State of the art,” Journal of Managerial Psychology 22, no. Josh Bersin founded Bersin & Associates, now Bersin by Deloitte, in 2001 to provide research and advisory services focused on corporate learning.
Organizations need to ask themselves the fundamental questions of the talent paradox: Are workers truly satisfied? See all sections of the Supervisor Training CoursesPowerful supervisor training courses delivered in 4-7 minutes by Flash Video, PPT, DVD, or through a Web Course you own and control. New Supervisor Training CoursesNew supervisor training has one goal--preventing leadership staff from forming bad habits of supervision. The Safety Training Templates package consists of 25 Critical Training sessions to increase your site safety awareness and culture. All templates have been tried and tested by qualified Professionals in the Construction Industry which ensures your value for money. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Clipping is a handy way to collect and organize the most important slides from a presentation.
Employees today have increased bargaining power, the job market is highly transparent, and attracting top-skilled workers is a highly competitive activity. In short, the balance of power has shifted from employer to employee, forcing business leaders to learn how to build an organization that engages employees as sensitive, passionate, creative contributors.
While such measures of engagement have been used for years, organizations tell us they aren’t providing modern, actionable solutions.

Most use vendor-provided surveys that claim to be statistically validated ways of measuring engagement. The pioneer in this market, Gallup, promotes a survey of 12 simple factors that statistically predict retention.7 Other vendors have their own models, many focused on the characteristics of leadership, management, career opportunities, and other elements of the work environment. In a recent survey among 80 of the most advanced users of engagement surveys, only half believe their executives know how to build a culture of engagement.8 Among the broader population, the percentage is far lower.
Organizations are flattened, giving people less time with their direct managers.9 Younger employees have increased the demand for rapid job rotation, accelerated leadership, and continuous feedback. For example, a well-known pharmaceutical company found that its executives and scientists in China were leaving the company at an alarming rate.
How can we create an organization in today’s work environment that is magnetic and attractive, creates a high level of performance and passion, and continuously monitors problems that need to be fixed? These tools include employee feedback systems as well as data analytics systems that help identify and predict factors that create low engagement and retention problems. Our discussions with clients confirmed that once pay is competitive and fair, the 20 issues we discuss in this paper have a much greater effect.
We need to make sure jobs are meaningful, people have the tools and autonomy to succeed, and that we select the right people for the right job.
Well-run companies constantly look at the work they do, trying to find ways to outsource more to technology and produce more output with less expensive human input.
Zeynep Ton, a Massachusetts Institute of Technology professor, in her book The Good Jobs Strategy shows that retailers like Whole Foods, Costco, UPS, and Mercadona deliver higher profitability per employee by giving their employees above-average wages and greater control over their jobs.14 The idea of “lowering the cost of labor” to save money backfires because people simply become less productive as their workload goes up. The result is both a set of highly empowered teams that have the training and freedom to be both autonomous and productive as well as above-average retention and engagement rates. Zappos, a company that prides itself on culture as strategy, uses its 10 core values to assess people for cultural fit in the early stages of the application process.18 By getting to know candidates well (through online and phone meetings) before people even apply for jobs, Zappos can assess fit and help people decide if they should even apply for a job.
At Google, the policy is called “20 percent time:” a day a week set aside to work on something new or outside your normal job function.
Overworked people tend to burn out, produce lower-quality output, provide lower levels of customer service, become depressed, and sometimes just flail around in their exhaustion.21 Giving people time lets them relax, engage, and perform better.
And I use the word “management” here, not leadership, to refer to the daily, weekly, and monthly activity managers use to guide, support, and align their people. CEOs can create strategies, investors can optimize capital, and marketers can create demand, but when it comes to building products and offerings, serving clients, and developing internal processes, middle managers make things happen. When people have clearly defined goals that are written down and shared freely, everyone feels more comfortable, and more work gets done. Only 51 percent of companies even attempt to develop aligned goals, and, among these, only 6 percent regularly revisit them.23 Too many companies write down annual goals and only look at them at the end of the year.
A coaching culture is the practice that’s most highly correlated with business performance, employee engagement, and overall retention.27 When new managers are promoted to supervisory positions, they often think their job is to direct or evaluate people.
As Marcus Buckingham describes the role, great coaches understand people’s strengths, move them into positions and rearrange work to leverage these strengths, and coach them to build on these strengths.29 Nothing makes a person feel better about work than being able to be highly successful. They invest heavily in management development and ensure that new leaders are given ample support. This process, which has been institutionalized in more than 75 percent of all the companies we visit, is among the most damaging and disheartening process employees face each year. Rewarding managers only for making their numbers incentivizes what we call “talent hoarding:” attracting the best people and holding onto them for years.
Studies show that 68 percent of women would rather have more free time than make more money, and while 40 percent of professional men work more than 50 hours per week, 80 percent would like to work fewer hours.33 Given the nature of work today, if leaders want people to engage with their organizations, they have to give them a flexible and supportive work environment.
As soft as it seems, saying “thank you” is an extraordinary tool to building an engaged team. Inclusion usually comes from the top: Leaders must overcome their unconscious biases and make every effort to listen, create open forums for discussion, and promote people with varied backgrounds (gender, nationality, race, age) who embrace listening and inclusive values. If we don’t feel we are going to progress in our chosen role or career, we are likely to look elsewhere. First, there must be developmental opportunities, both formal and informal, that let people learn on the job, take developmental assignments, and find support when they need help. Most people will not be promoted every year or two (although high-potential Millennials often expect it), but they want to feel that they are growing and can take on new assignments in their chosen area. Most leaders are rewarded for “making their numbers.” While this is certainly important, leaders must also be rewarded for developing people, moving people into the best role, and keeping retention high.
What better way to create such a place than to give people lots of opportunities to grow and advance? Our research suggests that four leadership practices most directly impact employee engagement. When organizations define their success through the eyes of their customers, stakeholders, or society, people come alive.46 Our research shows that “mission-driven” companies have 30 percent higher levels of innovation and 40 percent higher levels of retention, and they tend to be first or second in their market segment. As part of their story-telling, they took out their cameras and asked the janitor, “So what is your job at NASA?” The janitor looked into the camera and said straight on, “It’s my job to help put a man on the moon.”48 How many of your employees can answer a question like this? Thanks to social networks and the Internet, we are all accustomed to rapid, open, transparent communications.
They often believe they can “manage the truth” through PR, communications specialists, or timed release of information. High-engagement companies have executives who spend money in learning, regularly meet with teams and provide feedback, and genuinely care about each individual. Through their words, communications, and actions, it is the top executives who ultimately engage everyone in the organization. They remove administrative overhead (compliance processes, formal check-off processes, multistep processes) in favor of trust, autonomy, and a focus on cooperation.
A series of work-productivity studies by the University of Rotterdam shows that workers who operate in highly complex environments tend to have increased levels of cardiovascular and other illnesses, unless they are given extraordinary amounts of autonomy and local support.
The company has celebrated more than 40 years of profitability and continues to score among the highest in customer satisfaction year after year. Almost every management practice impacts employee engagement, so while we focus on performance, growth, and innovation, we must simultaneously focus on the impact each strategy has on individual people. Even though 79 percent of companies today find it daunting and difficult, they can plot their path to the future and design organizations that will thrive with passion, performance, and engagement by focusing on the five elements of irresistible organizations.
Not only do they design their own “workspace” but they also design the store in a way that best accommodates and attracts local customers. This is precisely what you have been looking for--education for your supervisors focusing on skills and topics you know they have needed for so long.
There is no escape from the need to manage employees once a supervisor is hired and handed the job description.
Our templates can be saved to all common formats and can be 100% customized to suit your needs.
Should you not be 100% satisfied kindly Contact Us for immediate support that will guarantee your satisfaction. Companies are now investing in analytics tools to figure out why people leave, and the topics of purpose, engagement, and culture weigh on the minds of business leaders everywhere. We call this a shift from improving employee engagement to a focus on building an irresistible organization.
We each thrive on our ability to contribute to a greater good, and management’s job is to set goals, support people, coach for high performance, and provide feedback to continuously improve.
Goals create alignment, clarity, and job satisfaction—and they have to be revisited and discussed regularly.
Everyone’s OKRs are public, so it’s easy to see what the CEO or your peer is holding himself or herself accountable for.
To help people get the coaching and support they need to grow, forward-thinking companies reward managers for what we call “talent production:” developing people who leave their teams.
We studied this topic and found that “high-recognition companies” have 31 percent lower voluntary turnover than companies with poor recognition cultures.36 These companies build a culture of recognition through social reward systems (tools that give people points or kudos to reward to others), weekly or monthly thank-you activities, and a general culture of appreciating everyone from top to bottom. Our research shows that inclusion, unlike diversity, is a cultural issue—one that requires support from top-level leaders as well as all levels of management. Most engagement research shows that learning opportunities, professional development, and career progression are among the top drivers of employee satisfaction.
This means designing onboarding and transition management programs, developing a culture of support and learning, and giving people time to learn.
Managers and the company as a whole need to support and facilitate internal mobility, giving people the freedom to try something new and move from a role where they are highly productive to one where they may be a trainee again.

As soon as something is missing or perhaps hard to find, the employee figures out where it is, finds the right size, and helps customers complete a purchase. If your company is having a bad quarter, has committed fraud, has caused an accident, or was sued or possibly penalized for a compliance violation, tell your people as promptly as possible. By talking about the future, sharing the vision, and translating the business strategy into meaningful, personal concepts, leadership can be one of the most important drivers of engagement. Bersin spent 25 years in product development, product management, marketing, and sales of e-learning and other enterprise technologies. Phone 1-800-626-4327 to arrange having this product sent to youimmediately for free preview or arrange purchase. From that point forward information and skills, and practical digestible help delivered in an equally digestible fashion is what interrupts the pattern of new supervisors becoming risks to the organization. By running a statistical analysis on all the variables among these departing high-potential workers, the company realized that in China, unlike other parts of the world, people were expecting very high rates of compensation increase every year. At Google, this creates alignment because employees can see who is dependent on their work.26 People feel comfortable that they know what to do, they see what others are working on, and the measurement of their performance is clear.
This culture of continuous development is a management culture widely used in high-engagement companies.
2 place to work for the last 15 years, has an in-house daycare center, gym, and pool, and the company’s turnover rate is below 2 percent.34 Similarly, Google has a bowling alley and yoga rooms.
The key to success here is to create a social environment where recognition can flow from peer to peer, freeing managers from being the judge and jury of employee recognition. Employees under the age of 25 rate professional development as their number one driver of engagement, and this is the number two priority for workers up to age 35.44 As employees get older, their focus on development shifts away from mobility and upward progression in favor of aligning a job with long-term career goals. Unempowered employees who are not cross-trained, however, may just tell customers to ask someone else. When you offer people a mission and purpose greater than financial return, you attract passionate individuals who want to contribute. Likewise, when you have a good quarter, someone achieves a particularly notable success, or a customer tells you something wonderful, share this as well.
Today pulse survey tools, sentiment monitoring tools, and employee sensing tools give employees a variety of ways to express their feelings and provide direct feedback to managers and peers. His education includes a BS in engineering from Cornell, an MS in engineering from Stanford, and an MBA from the Haas School of Business at the University of California, Berkeley. Depending on format chosen,your supervisors access training anytime, from anywhere easily by going to your website and clicking on the relevant link. New Supervisor Training should help those who lead understand that isolation comes with the job and brings its own energy-sapping stress.New supervisors often find their jobs lonely and isolating. The job market there was highly competitive, so people were being poached based on salary progression alone. Free food, yoga classes, happy hours, commute buses with Internet access, and even free laundry service have now become commonplace in high-pressure companies across a wide range of industries.
A major home improvement retailer studied store-by-store performance and found that teams that cross-train their sales leaders regularly are generating 10–15 percent higher revenue and as much as 20 percent higher engagement scores. You own these educational programs and there are no extra fees, no subscription costs, nothing additional to buy or renew. They may spend theirdays managing crises and solving problems on their own—with little opportunityfor building camaraderie with peers.The stress that accompanies such isolation may not manifest itself as the morecommon type of frantic intensity, but rather a low-level sense of unease andagitation. This company is one of the most profitable in its industry, in part, because slack time gives its workforce the freedom to take care of their home lives and put more effort into their work. These are no longer just “perks”; they are essential elements of making work fit into our lives. But it’s still stress—and it can still eat away at you.Relief for new supervisors comes from finding safe outlets to share experience, discuss challenges and develop professional skills and knowledge. New supervisor training and education can help these fresh managers develop these interaction skills.The stress of feeling isolated evaporates if you can meet regularly with other supervisors in a supportive setting. Eliminate the barrier to easy education and reduce your organization's risk.Preview new supervisor training skills here [See 14 Summaries of Supervisor Training Topics]Have you gasped in disbelief at supervisor missteps and risky practices of supervisors?
Contact professional associations, tradegroups or consulting firms that specialize in serving your industry.
They may offerroundtable programs—often called peer networks—in which supervisors buildtrusting relationships with their peers in non-competing companies.In most of these discussion groups, you meet monthly with about 10 othersupervisors to exchange ideas and reflect on your experiences. Ideally, you want torecruit a manager who has performed your job successfully for many years. Or you can buy any of these skills separately.Take a look at one of the new supervisor training courses here.
Join business groups such as Toastmasters to develop your public speaking and enroll in professional educational classes. You'll be able to zip through the entire program to see what's in it, view, and listen to all 14 programs--a total of 200 slides!My name is Dan Feerst, LISW, and I am an employee assistance consultant who has worked in business and industry for over 25 years. After taking tons of notes and watching the same mistakes supervisors make over and over, I produced 14 new supervisory training PowerPoint modules on topics that help companies address the issues with untrained supervisors. In fact, supervisors whose work requires lots of one on-one contact with others (whether employees, colleagues or customers) canexhibit higher pulse readings and blood pressure than those who spend moretime alone. You will quickly have the supervisor training you always wanted, but couldn't find -- right on your Web site.Watch these short, supervisor training modules reduce risk and help prevent missteps in supervision practices. Getting to know colleagues in otherdepartments not only helps you develop new friendships, but also enables you tofeel more connected to the organization as a whole.2. They easily upload to your Web site.There are no log-ins, no passwords, no "subscription" costs. By participating in rich, rewarding activities outside of work, you can gain asense of belonging that you can carry over into your job. Spend at least one hourper week socializing in a group that shares an interest in something that you careabout, such as volunteering with a nonprofit organization or joining a bicyclingclub. And they have sound! "By the way, Dan, I love the vital skills supervisor training course we purchased. How many supervisors in your organization are trained well to write effective documentation, properly confront employees, resolve conflicts, or prevent workplace violence?
What about understanding how to effectively communicate with top management, observe employee performance, or praise and inspire subordinates, or even build a team.The answer is probably very few.
They discover them on the job at great risk to the organization and always by making mistakes. But guess what, mistakes are more costly now than they were in the 50's, 60's 70' or even 80's. Today a mistake leads to an out of court settlement!  Who can afford this nonsense when the most inexpensive solutions are one click away.
It was not that expensive for us to produce so we don't rip you off with an off the wall high price.Education and prevention are the answer to reducing the risks associated with problematic manager behavior.
Here's How the Supervisor Training Courses Work There are 14 Flash videos modules (or other formats) available with this product that tackle the most important supervisor skills, especially the ones new supervisors need to grasp quickly.
Just right click and choose "save as" and the button can be kept on your computer until yu are ready to use it. Awesome!Like I said, these skills are great for new supervisors, training new HR managers, and helping you become a better internal consultant. You will advance the learning curve for your supervisors by light years, and you may head off at the pass a costly employment claim.Promote these modules internally to bring supervisors to your Web site. They will be able to visit 24 hours a day and seven days a week--whenever they need the help on the spot. You can't say that about too many of these types of products.Remember, after purchase you own these supervisor training courses and course modules. That will make a the right impression internally.If you had to create or produce these 14 Supervisor Training Courses yourself, it would take forever or you would pay some company an outrageous fee.

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