I had a link to this infographic sent over to me last week and thought it would be good to share with you all
If you think working overtime, skipping your lunch hour and staying chained to your desk will make you more productive, you need to cut yourself some slack and take a break.
”Working non-stop without taking a break can increase your chances of weight gain, heart disease and worse. Staring at a computer screen for more than 2 hours per day can cause Computer Vision Syndrome, a real affliction, which causes blurry vision, headaches, dry eyes and can lead to long-term nearsightedness. However, getting up and away from your desk for just 5 minutes can alleviate eye strain and reduce fatigue in addition to making you feel better. The mere act of standing at your desk instead of sitting at it can help you burn up to 2500 calories per week. Not bad for just standing around”
Work hard and break hard; doing so will make you a healthier, happier and more productive employee.
We have now done blog posts on the three speakers at the Engagement Wales event on the 5th July, I thought it would be a good idea to show the story of the day through the tweets of the delegates. Continue reading →
As you know, here at ideasUK we love the Channel 4 show Undercover Boss. In case any of you have never seen this show, it is about a senior manager going back to the floor and working in different parts of the business for a week. Continue reading →
On Monday I was lucky enough to attend an engagement practitioner’s event run by Engaging for Success (E4S) and hosted by The Admiral Group in Cardiff.
How can you tell if you employees are engaged in the business?
E4S was set up by the government after the publication of the MacLeod report into employee engagement in the public sector (A copy of the report can be found here) and its aim is to improve engagement within the public sector by giving practitioners the opportunity to network across departments and share best practice.
The day started with an overview of Admiral Insurance and how they deal with engagement and right from the start of the session it was clear this is one area Admiral takes very seriously in its business model. One point Admiral did make several times during the day is that all Continue reading →
Do not expect the CEO or senior executives to seek reports. You have been tasked with running the suggestion/recognition programme therefore you must take full responsibility for that.
You have the opportunity to become an expert within your organisation by identifying areas where improvement is needed and who is best placed to implement this improvement. You have the opportunity to be closely involved in assisting with the delivery of your organisations business plan. You have the opportunity to be a key player and you should ensure that your management realise this. You must be proactive.
Understand the wider issues facing your business and ensure that the suggestion programme is aligned to address these issues
Have an awareness of best practice. Find out what others both within your sector and outside are doing and develop your plans
Ensure that your own knowledge and expertise is up to date
Network and benchmark with others
Ensure that you can give examples of what others are doing and achieving and what you are doing to maintain competitiveness
Be aware of initiatives being used within your business and how the suggestion programme will work with them to deliver improved business results
If you want to compete with others for top management attention be aware of what keeps them up at night.
What you must do
Can you change/enhance anything about your programme to make it more appealing or beneficial?
Think of it as a product – can you repackage/resize or discover new uses, involve more people, enhance outcomes?
You must have a vision. Recognise opportunities or demand in specific areas of the business. Should you continually focus on areas where support is strong and abandon others? Could you take advantage of marketing opportunities within the organisation by joining with other business area or activities?
What resources or training will be needed to ensure your team is up to speed? Outline your vision in your business plan. Break down longer-term goals into specific numerical targets and short term aims. Keep your goals challenging and SMART (specific, measurable, agreed, realistic, time related)
Make it your business to know what is happening outside of your organisation, both in relation to suggestion scheme processes and relating to the business.
Know your business environment. If you are aware of imminent change you may be able to turn a threat into an opportunity.
Identify the people you respect as experts in your field and find opportunities to talk with them. Investigate opportunities for benchmarking.
Be aware of what businesses your management respect, admire or wish to emulate and find out their best practices in relation to employee involvement
Communicate regularly with all employees within the organisation. Seek feedback both formally and informally.
Make use of internal benchmarking and consider any ideas used elsewhere in the business that you could usefully take on board e.g. marketing expertise
Encourage experiments and be prepared to take risks in order to maximise the impact your scheme can have within the organisation
Analyse the impact of your processes on your stakeholders. Consider what could be done more efficiently. What could be done to increase customer/stakeholder satisfaction?
Consider how cost effective improvements could be made. Do you have FAQ’s (and answers) either on intranet or hard copy?
Involve own team or work colleagues to help develop and implement changes. Utilise cross-functional teams
Encourage managers to lead innovation and actively encourage ideas by running workshops, discussion groups or cross-functional teams. Consider using an experienced outside facilitator to run the sessions.
Lead people away from thinking innovation must mean radical big bang changes. A lot of small changes can add up to a big change for the better and usually with far less risk
Show that the pursuit of innovation is seen as a continuing process. Innovation does not just happen in workshops. Experience has shown that the 48 hours after a workshop has ended can be a very productive period. Make sure that ideas that surface during this period are captured by the suggestion scheme.
Ensure your business goals and outcomes are regularly reported in team meetings
Build long term goals into your business plan. Set and review targets and milestones. Track key performance indicators (participation, implementation and ROI) to monitor progress
Recognise that day to day tasks are always going to be seen as more important than the suggestion scheme
Combat insecurity and resistance to change through better communication
Gain recognition and acceptance for the need to change by discussing the consequences of not taking action
Continually raise the profile of innovation and the importance of the suggestion scheme
Actively encourage the involvement of all employees at all stages
Provide regular reports to top management on all aspects of suggestion scheme performance emphasising benefits to business and consequently the importance of the part you play.
We will soon be making available our newest free download: Top 10 Best Practice Tips for Evaluating Suggestion Schemes. This will be another free eBook which will introduce ideas and tips on how to evaluate a suggestion scheme.
Keep an eye on our blog for its release date.
If you have suggestions for other eBooks, please let us know in the comments below.
Resource planning was covered in part 6, now we move on to the processes needed for a staff suggestion scheme.
In developing a programme and drafting a Business Plan consider what processes are necessary to deliver the expected outcomes. All key processes must be clearly mapped out and all stakeholders advised from the outset. Continue reading →