IND 502 Excelsior College Employee Appreciation Events Program Presentation

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IND 502

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pLEASE SEPARATE pART 1 AND PART 2

Part I: Succession Plan - Please see the attachment

Many are resistant to planning for the future. How does succession planning help a supervisor with TM?

Imagine you are working with your supervisor from Ever Upward, to draw up your succession plan. This website has a useful template (Links to an external site.) if you choose to use it, or you can create your own. What would the key components be, why, and how does it help you be prepared for the future?

Part 2 - M6.3 Submit: Winner, Winner!

Imagine that your supervisor has approached you, stating that they feel that recognition is a factor that needs to be addressed with employees in order to increase employee engagement and satisfaction. They have asked you to create a recognition program for the employees at your organization. Your program should include the following: Thumbs up sign

  • What are the goals of the program?
  • What type of recognition will you be providing (ie. peer to peer, supervisor shout outs, certificates, an item with monetary value, etc.)?
  • How will it be implemented?
  • How will you measure its success?

Create a presentation for the executive staff outlining the points above for your recognition program. This should be in a written PowerPoint.

Unformatted Attachment Preview

IND502 Session 6: Aligning Employee Engagement with Strategic Goals Aligning Employee Engagement with Strategic Goals DISCIPLIN E- SPECIFIC SUPER VISOR CH ECK- IN Business Criminal Justice Cyber Security Health Sciences Public Administration Session 1 of 6 Aligning Employee Engagement with Strategic Goals Aligning Employee Engagement with Strategic Goals Employees are an organization’s most important and valuable asset. As such, having employees being engaged with their jobs has been a paramount concern for most organizations, including health care organizations. Although employee engagement has been an important measure of employee satisfaction and happiness on the job for years, the number of employees who are actively engaged with their worksite has remained relatively low with approximately 38% of employees being engaged with their worksite in 2020 (Gallup, 2020). Over time, employee engagement has been supplemented with the employee experience in measuring how employees are faring at their worksite. The employee experience is “a set of perceptions that employees have about their experiences at work in response to their interactions with the organization” (IBM Globoforce, 2016). How does one measure the employee experience? IBM/Globoforces uses an Employee Experience Index to measure employee experience. This index includes ve (5) components: 1. Belonging – feeling part of a team, group or organization 2. Purpose – understanding why one’s work matters 3. Achievement – a sense of accomplishment in the work that is done 4. Happiness – the pleasant feeling arising in and around work 5. Vigor – the presence of energy, enthusiasm and excitement at work Why is the employee experience important? Well for starters, employee experience is linked with better work performance and increased employee retention (IBM Globoforce, 2016). Employees who have a positive employee experience tend to perform better at work, be more productive, and be less likely to quit their jobs. (IBM Globforce, 2016). Applying a cookiecutter approach to the employee experience won’t work but crafting an employee experience which relates to your organization’s mission, core values, and culture is quite doable. Used synonymously with the term “employee experience,” employee engagement is used to describe employees who are committed to their organization’s goals, values, and mission. Engaged employees are motivated to contribute to the success of the organization (Frino, Djibo, & Deidero, 2019). They exhibit enthusiasm about their job, co-workers, and organization. Employees who are engaged perform better than their co-workers; they are also less likely to leave the organization (Young, Glerum, Wang, & Joseph, 2018). Employees who are not engaged at work have essentially checked out. They put in their time but are not committed to their job or to the organization. Thus, employee engagement is linked to organizational performance (Frino, Djibo, & Deidero, 2019; Pieczka, 2018). Employers can foster engagement in their employees by o ering exible work arrangements, a recognition and reward system, providing frequent feedback, exhibiting trust and respect, and providing employees with autonomy over their work (Pieczka, 2018). Research has also suggested that 17% of employees are actively disengaged. These employees are likely to participate in bullying, workplace violence, and undermining their co-workers’ accomplishments. The following article was mentioned during this session. It is an optional reading:  Frino, M., Djibo,I.,& Desidero, K. (2019). Organizational alignment as a predictor of employee engagement. Performance Improvement, 58, 21-27. http://vlib.excelsior.edu/login?url=https://search.ebscohost.com/login.aspx? direct=true&db=bth&AN=135821810&site=eds-live&scope=site Harter, J. (2020). US Employee engagement hits new high after historic drop. Gallup Workplace. https://www.gallup.com/workplace/316064/employee-engagementhits-new-high-historic-drop.aspx IBM/Globoforce (2016). The employee experience index. https://www.globoforce.com/wpcontent/uploads/2016/10/The_Employee_Experience_Index.pdf Pieczka, M. (2018). Critical perspectives of engagement. In K. Johnson & M. Taylor (Eds.). Handbook of communication engagement (pp. 549-568). John Wiley & Sons. http://vlib.excelsior.edu/login?url=https://search.ebscohost.com/login.aspx? direct=true&db=edsebk&AN=1800311&site=eds-live&scope=site Young, H., Glerum. D., Wang, W., & Joseph, D. (2018). Who are the most engaged at work? A meta-analysis of personality and employee engagement. Journal of Organizational Behavior, 9, 1330-1346. http://vlib.excelsior.edu/login? url=https://search.ebscohost.com/login.aspx? direct=true&db=bth&AN=133370736&site=eds-live&scope=site TML: Talent Management and Leadership Podcast With guests Dianne Oakes and Samantha Seaman M7 DYAD Script.pdf 134.5 KB Supervisor Check-In Supervisor Check-In's are held by supervisors from each of the following departments: Business, Criminal Justice, Cyber Security, Health Sciences, and Public Administration. To enter your speci c check-in, click the appropriate button below. We encourage you to also sit in on one other check-in for a di erent department to learn a di erent perspective. Discipline-Speci c Sessions Emilia Burrows Direct Supervisor of Business discipline hires BUSINESS Ava Li Direct supervisor of Criminal Justice discipline hires CRIMINAL JUSTICE Hatsumi Sato Direct supervisor of Cyber Security discipline hires CYBER SECURITY Jemma Mwangi Direct supervisor of Health Sciences discipline hires HEALTH SCIENCES Kasia Nowakowski Direct supervisor of Public Administration discipline hires PUBLIC ADMINISTRA... Session 2 of 6 Business Business Direct Supervisor: Emilia Burrows Employee engagement is a long-term “ organizational strategy, not just an HR strategy.” - Emilia Burrows Transcript Research supports the concept that the most successful companies are those which have a corporate culture that develops and supports employee engagement (Davis, 2018). Employee engagement is a long-term organizational strategy, not just an HR strategy. Employee engagement is about fostering an environment where employees are willing and able to o er their capability and potential to their job beyond what is called for in their job description (MacLeod & Brady, 2008). Employee engagement can lead to nancial rewards for the company. One study found that companies who had employee engagement scores in the top 25% had twice the annual pro ts than those with engagement scores in the bottom 25% (Davis, 2018). Employees who are engaged, nd their jobs more ful lling and their work more meaningful than those who are disengaged. Engaged employees can see a purpose in their work. These employees feel a connection with their employer and colleagues and can see how their work aligns with the company’s mission and objectives. There is no right way to develop engagement in an organization and no simple way to do it. It starts with understanding who the employees are, and how their unique skills can support the organization. HR is often the bridge between the employees and employers and will have a crucial role in creating and supporting engaged workers. Establishing a culture of mutual respect and recognizing that engaged employees are productive employees and critical to the organization's success will set an organization on the right path for long-term strategic success.  The following article was mentioned during this session. It is an optional reading: Davis, K. (2018, 04). The major bene ts of employee engagement: Employee engagement is a great place to start. Recognition and Engagement Excellence Essentials, Retrieved from https://search-proquestcom.vlib.excelsior.edu/docview/2043346447?accountid=134966 MacLeod, D., & Brady, C. (2008). The extra mile: How to engage your people to win. (1st ed.). Harlow, NJ: Prentice-Hall. Session 3 of 6 Criminal Justice Criminal Justice Direct Supervisor: Ava Li Communication is a two-way street with “ input from line o cers taken as an important piece of the overall vision and goals of the department.” - Ava Li Transcript Strategic planning in criminal justice can be accomplished in a myriad of ways. One example is police accreditation. The Commission on Accreditation for Law Enforcement Agencies (CALEA) is the “gold standard” of public safety. This program was created in 1979 as a way for law enforcement leaders to include strategic planning and compliance with CALEA standards. Law enforcement agencies that complete the ve-step accreditation process work to improve numerous organizational functions including personnel administration. One of the bene ts of accreditation is creating greater accountability within the agency. It also provides the opportunity to engage employees in the process. Another example of engaging employees are the concepts of shared leadership and participative management. Borrowed from the private sector, both approaches involve a power shared arrangement between individuals who are not in leadership positions and those who are. A classic example in law enforcement can be found with the Broken Arrow Police Department in Oklahoma. In 2006, the department embarked on an experiment in which shared leadership practices were implemented and studied. The ndings concluded that empowerment acts as a mediator between the Leadership Team and A ective Organizational Commitment. This model conceptualizes that shared leadership practices in police organizations can be expected to contribute to employee perceptions of organizational commitment (Steinheider, et al, 2006). A more recent practice gaining popularity is transformational leadership. Promoted as a “people-centered approach,” this is somewhat like the participative management style used in the 2000s. Here the leader works with subordinates to create a shared vision of the organization and or an individual team. In law enforcement, this could be applied to a specialized police unit or within patrol shifts. Transformational leaders consider the unique needs of each o cer as well as their skills and levels of motivation. Communication is a two- way street with input from line o cers taken as an important piece of the overall vision and goals of the department.  The following article was mentioned during this session. It is an optional reading: Steinheider, B., WuesSewWld, T., & Bayerl, P. S. (2006). When twelve heads are better than one: Implementing a shared leadership concept in a police agency. Academy of Management Annual Meeting Proceedings, L1–L6. https://doi.org/10.5465/AMBPP.2006.27169161 http://vlib.excelsior.edu/login? url=https://search.ebscohost.com/login.aspx? direct=true&db=bth&AN=27169161&site=eds-live&scope=site Pyle, B. S., & Cangemi, J. (2019). Organizational change in law enforcement: Community-oriented policing as transformational leadership. Organization Development Journal, 37(4), 81–88. http://vlib.excelsior.edu/login? url=https://search.ebscohost.com/login.aspx? direct=true&db=bth&AN=139880365&site=eds-live&scope=site Session 4 of 6 Cyber Security Cyber Security Team Direct Supevisor: Hatsumi Sato Technology can either streamline “ processes and increase ROI (return on investment), or it can cause additional challenges that keeps the business from being successful.” - Hatsumi Sato Transcript Many times, an organization thinks of their information technology department as ancillary to their strategic goals. They are, however, much more integral than just providing technical solutions to business problems. Information technology and cybersecurity departments have an advantage over other departments in that they interface with all other areas of the organization. Because they are on the front line of implementing processes and procedures in all areas of the company, they often get a bird’s eye view that others do not. Organizations should strive for integration and alignment between IT and other areas of the company. Cybersecurity and information technology strategy must be in alignment with business strategy for either to be successful. Technology can either streamline processes and increase ROI (return on investment), or it can cause additional challenges that keeps the business from being successful. It’s all in the implementation of that technology and how it aligns with the business needs that will make that determination. Seal (2019) discusses some ways that you can align business and IT. First, you need to identify any gaps that occur. Understanding those gaps are the rst step to closing them. Secondly, you should ensure that your business strategic goals are clear. IT and the business should know exactly what targets they are trying to hit. Third, you should strive for convergence. Technology is not an entity in and of itself, it should be a tool that is used to achieve your business goals. And nally, having a person who is good at translating business needs into technical needs and vice versa is critical. This person could be a business relationship manager, a project manager, a business analyst or anyone on either side that understands how to communicate e ectively with the other. If you don’t have this person on sta , consider hiring a consultant with these skills.  The following article was mentioned during this session. It is an optional reading: Seal, A. (2019). 4 steps to achieve business and IT alignment. Retrieved September 4, 2020, from Vxchnge.com website: https://www.vxchnge.com/blog/business-italignment Session 5 of 6 Health Sciences Health Sciences Direct Supervisor: Jemma Mwangi Psychological safety is often used as a “ metric for employee engagement. This metric is all the more important given the pandemic and societal unrest.” - Jemma Mwangi Transcript Employee engagement has become a “buzz word” in health and public health organizations – and in most professions. What does it actually mean? The Centers for Disease Control and Prevention (CDC) has an often cited white paper about employee engagement. The CDC leans heavily on the work of Dr. William Kahn, who is widely recognized as having coined this concept. Kahn talks about employee engagement as an interconnection between an employee’s personal self with their work role. He states that “…in engagement, people employ and express themselves physically, cognitively and emotionally during role performances…” (CDC, n.d.). The CDC evaluated the state of research in employee engagement and shared four themes to guide organizational health. 1. Personal engagement: people are bringing their “best selves” to work, growing in the role, and contributing actively. 2. Work engagement: people are satis ed and involved in their work. 3. Satisfaction engagement: people are satis ed with, committed to, and enthusiastic about their work. 4. Multidimensional engagement: people’s connections with their work, their job, and their position within the organization. (CDC, n.d.) Psychological safety is often used as a metric for employee engagement. This metric is all the more important given the pandemic and societal unrest. According to Amy Edmondson, the person credited with identifying the importance of psychological safety among teams, psychological safety is a shared belief in the workplace that people can give candid feedback, admit mistakes, and learn from each other without embarrassment or fear of rejection or punishment (Edmondson & Nickisch, 2019). So, why talk about employee engagement in health care? Professionals go into the eld because they’re dedicated to making a di erence, right? That’s true; however, there are many challenges to employee engagement. The pandemic has laid many of them bare: long hours, insu cient resources, poor leadership, burnout… The list goes on. Yet, it is important to note that employee engagement has been a challenge for health care for many years. Employee engagement can be a matter of life or death in health and public health care. Your general notes talk about employees being “checked out.” Imagine a checked out professional dispensing medications, charting in the electronic health record, giving patient instructions, or setting up medical equipment at a home visit. The potential for errors, missed educational opportunities, and poor relationship-building with patients are many. In addition, organizational trust may plummet, breaking down communications and jeopardizing improvement opportunities. In addition to the very real risk of harm to patients and even employees, the organization’s reputation may also be harmed. Over this module, you will explore ways to build employee engagement. As you do, consider the importance of building trust within your team. How can you empower and energize your employees? How can you build psychological safety in your workplace? Think about your own engagement. Are you as engaged as you could be? Your people will follow your lead, perhaps in ways you don’t intend.  The following article was mentioned during this session. It is an optional reading: Centers for Disease Control and Prevention. (n.d.). Engaging employees to bring their best to work. CDC Workplace Health Resource Center. https://www.cdc.gov/workplacehealthpromotion/initiatives/resource-center/casestudies/engaging-employees.html Edmundson, A. & Nickisch, C. (2019). Creating psychological safety in the workplace. HBR IdeaCast. [Podcast, 28 minutes]. Session 6 of 6 Public Administration Public Administration Direct Supervisor: Kasia Nowakowski Employees who are engaged are more “ productive, have great job satisfaction, and enhance customer service for the populations they serve. They nd meaning in their work and take pride in what they do.” - Kasia Nowakowski, City Planner Transcript The O ce of Personnel Management (2015) de nes employee engagement as “The employee’s sense of purpose that is evident in their display of dedication, persistence, and e ort in their work or overall attachment to their organization and its mission” and has emphasized the importance of fostering employee engagement in the federal sector. Employees who are engaged are more productive, have great job satisfaction, and enhance customer service for the populations they serve. They nd meaning in their work and take pride in what they do. Every year, OPM sends out to all federal employees the Federal Employee Viewpoint Survey that gauges the overall conditions within their respective organizations. Participants share feedback on their work, their organization, and the leadership and respond to everything from their feelings about their leaders to work-life balance. This tool provides an immense amount of feedback to organizations that they can utilize to determine not only where change has been made from previous years but also where improvements still need to be made. In 2005, the Merit Systems Protection Board conducted a study of employee engagement and identi ed several strategies that agencies can utilize to foster employee engagement to include ensuring a good person-to-job t, showing employees they are valued from their rst day on the job, stimulate employee commitment and managing performance with the attention it deserves. They also emphasized mentoring employees and selecting the right people to be supervisors based upon their ability to engage subordinates. While this was a federal sector study – their recommendations are applicable regardless of which sector they are applied to. And the key component is going to be supervisors – more importantly leaders – who are able to foster that engagement with their sta .  The following article was mentioned during this session. It is an optional reading: U.S. Merit Systems Protection Board. (2005). The power of federal employee engagement. Retrieved from https://www.mspb.gov/netsearch/viewdocs.aspx? docnumber=379024&version=379721
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Explanation & Answer

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EMPLOYEE
APPRECIATION
EVENTS
PROGRAM
STUDENT’S NAME
INSTITUTIONAL AFFILIATION

GOALS FOR THE RECOGNITION PROGRAM
 Encourages participation: Event programs have a significant impact on overall employee engagement.
 Boosts performance: Employees who feel valued and recognized by their boss are more likely to perform well at

work.
 Enhances the culture of the company: Employees believe the organization cares about them when executives

take the time to recognize those who do well.
 This strengthens the bonds between management and other employees.
 Attracts talented employees: Recruiting top talent is critical to the organization's success in the sector.
 The majority of competent individuals want to work for a company that rewards them for their accomplishments.
 Increases workforce retention: Personnel who do not feel acknowledged for their work and successes are more

inclined to move to another organization than those who do.
 The practice of employee acknowledgment in the workplace enhances overall employee retention and lowers

staff turnover.

EMPLOYEE APPRECIATION EVENTS PROGRAM

 The best approach to honor personnel is to organize an employee appreciation

event.
 Praise for great work done beside coworkers can help enhance employee self-

esteem and make them feel appreciated.
 The valuation and appreciation can boost incentive to succeed.
 Other personnel may be inspired to put extra effort to gain comparable

recognition if they observe a colleague getting honored.

HOW TO IMPLEMENT THE PROGRAM

 Make recognition an integral part of the company's culture.
 Make it a routine: Instead of being a one-time event, make

employee recognition a continuous element of overall
management style.
 At random intervals, provide recognition.
 All employees should be given the equal opportunity.
 Make sure to be detailed and personal: Management should

be clear about the employee's accomplishments in order to
gain recognition.

EVALUATING THE SUCCESS OF EMPLOYEE RECOGNITION PROGRAMS
❖ Measuring the su...


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