Narrow down the results
… or the President never talks about increasing efficiency and effectiveness of the government where most savings can be attained with minimal pain to employees and to taxpayers. The assumption most people make when looking at reducing costs is to cut headcount and other spending like travel, meetings and training. Why not look first at how efficiently we are spending current dollars? Yesterday I saw a friend that I hadn’t seen …
… Protect Staff, Investors Release date February 9, 2011 Source Investor's Business Daily Link http://www.investors.com/news/management/leaders-and-success/protect-staff-inve… … Investor's Business Daily … Protect Staff, Investors …
… We Are Still "Safe by Accident" Two recent articles, one in USA Today and another in the Wall Street Journal are once again illustrating unfortunate examples of organizations (and industries) that are at risk for being safe by accident. Oil … worked tirelessly to report and follow up on all safety concerns he saw and that were reported to him. He was a leader who gained the trust and commitment of the men and women who put their safety at risk each and every day. Unfortunately, after some time, BP showed him the exit, leaving safety to chance once again. Changing the BP safety culture may be a daunting task if history repeats itself. With a new Chief Executive, BP will …
… do you ever hear back on your feedback? Organizations that properly prepare and follow up with survey respondents will gain more in the long run. The following tips will help you take care of those who are making the effort to provide you with … clearly identify the objectives of your survey and the information that you’ll need to plan meaningful follow-up. Be certain to ask questions that provide you with objective data. With objective data, you can pinpoint behaviors that you want … Take time to respond to what you learn from your initial survey but be sure to follow up in 6 to 12 months and survey again. The more you ask your employees for input, and then take action on what you learn, the more your employees will offer …
… GA: In November, 2010, Jack Jinjie Jia, Alan Wei, Liau Tiander (Tiander Liau), and Junwu Yan came to Atlanta to become trained and certified in ADI’s technology and to enter into an agreement to represent ADI’s science-based behavioral … worker satisfaction, brings a unique set of tools for Chinese business. Together, ADI and R+China will do much to sustain excellence at work at all levels. The cultures are different, but the laws of behavior are the same. “We sought out a … is done in China,” according to Jack Jinjie Jia, President of R+China. “Not a lot of formal management development is available in China. It is easier for a manager to threaten or punish his people to get what he is asked to get, however his …
… and a reminder about the talent of new business leaders who approach their work with innovation and yet with an eye on sustaining performance. ADI uses the tools of learning to accelerate positive culture and business success, creating optimistic … improvement and bring out the best in people with its more than 33+ years working with clients to achieve high and sustainable results in operational excellence, safety and employee engagement. ADI has an extensive online library of articles … and a reminder about the talent of new business leaders who approach their work with innovation and yet with an eye on sustaining performance. ADI uses the tools of learning to accelerate positive culture and business success, creating optimistic …