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Management Makeover

ATD Staff | November 24, 2014 | Article

A global organization revamps its management development program for first-line leaders.

Creating Engaged Employees

Chapter 1: Introduction to Employee Engagement
William J. Rothwell | September 04, 2014 | Book Chapter

This Introduction to Creating Engaged Employees describes the definition, types, core components, and evolution of employee engagement.

Creating Engaged Employees

Advance Organizer
William J. Rothwell | September 01, 2014 | Tool

As the opening assessment in Creating Engaged Employees, the Advance Organizer is a diagnostic tool to help you assess what you most want to know about employee engagement.

Inspire to Innovate

Terry M. Farmer, Xavier Butte | August 26, 2014 | Article

This case study details the steps taken by a leader seeking to spark and sustain innovation among her employees.

Positive Performance Checklist

An Infoline Job Aid
Kim A. Rowe, Patrick Howell | June 01, 2014 | Tool

The Infoline job aid, Positive Performance Checklist, can be used in several ways: to make changes in how you approach your work space and time, as a conversation starter, or as a gauge of how colleagues feel about the work environment.

Rethinking Five Leader Beliefs That Erode Workplace Motivation

ATD 2014: Session W306
Susan Fowler | May 07, 2014 | Video

This session challenges the traditional beliefs about motivation that are so embedded in our collective psyche that we can collectively fill-in-the-blank on statements such as: ? It's not personal, it is just _______. ? The purpose of business is to ____ ______. ? We need to hold people _________. ? The only thing that really matters is ______. ? If you cannot measure it, it ______ ______.  These traditional beliefs set leader behaviors in motion that undermine people's basic psychological needs—and result in low-quality motivation. You are encouraged to challenge outdated beliefs about motivation and consider how more optimal beliefs cultivate an environment where people experience enhanced well-being, sustained performance, and long-term results. You will be asked to complete alternative belief statements, such as: ? If it is business, it is _____. ? The only reason business exists is to ____. ? People live up (or down) to our _______. ? In the end, what really matters is not just results, but how those results __ _____. ? If you cannot measure it, it is probably ___ ___.  The speaker builds a case for replacing obsolete beliefs with more highly developed values that promote leadership behaviors proven to nurture an optimally motivating work environment.

The Brain-Friendly Workplace

Chapter 7: SCARF Model of Human Motivation
Erika Garms | May 06, 2014 | Book Chapter

The Brain-Friendly Workplace, Chapter 7: The SCARF Model of Human Motivation In this chapter, author Erica Garms, examines a new model of human needs structured around five primary social dimensions.

The Brain-Friendly Workplace

Chapter 2: New and Different Employee Motivators
Erika Garms | May 06, 2014 | Book Chapter

The Brain-Friendly Workplace, Chapter 2: New and Different Employee Motivators. In this chapter, we examine contributors to employee satisfaction and engagement.

The Brain Friendly Workplace

Chapter 6: Neuroplasticity
Erika Garms | May 06, 2014 | Book Chapter

Chapter 6 of The Brain-Friendly Workplace describes how talent development professionals can practically use neuroplasticity research and strategies to help create a workplace that is conducive to employee health and well-being.

Becoming a Story-Culture: Aligning Organizational Change and Behavior Through Stories

ATD 2014 Session: M110
Sarah Finch | May 05, 2014 | Video

How much is taught, learned, and shared through the stories your staff or organization share internally and externally? Have you ever wondered how to capture those stories in a way that changes how people think, act, or communicate? In order to support the new YMCA brand and voice, and further the Y cause of strengthening communities, that is exactly what the Y is doing. By encouraging story sharing and capturing those stories in-person, online, and through video and social media, Ys around the country are improving their ability to train staff, share successes and challenges, and better communicate the impact of programs in more consistent voice.   During this session you will: Hear about the steps the Y has taken to move an organization of 250,000 staff and 500,000 volunteers in this direction, see examples of how Ys are taking this on in exciting ways, discuss how you can put stories at the forefront of your organization as a catalyst for engagement, learning, and behavior change, you can't talk about stories without sharing some! You will get firsthand experience using some of the same approaches that the Y is using to tell and capture stories.

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