To warn everyone about the risks of drunk driving, Allianz used a very unusual mirror to give some very important advice.
The most effective way to get BEHAVIORAL CHANGE is to CONFRONT an individual with the impact/effect of their behavior...not TALK about. This tactic creates useful INSIGHTS with implications for marketing, performance management, and coaching.
1. Shortage of skilled labour. Companies or organisations that are perceived to be attractive employers will have an easier time to recruit top talent.
2. More with less: a mantra coined during this economic downturn, there is high pressure to cut costs and increase productivity, which has made the need to get the right people in the right jobs even more crucial.
3. Growth & profitability: hiring and retaining top performers is essential for growth and to maintain a competitive edge.
4. Popularity: research on the talent market reveals that graduates and professionals want to work for companies with great reputations; they often turn to family members, friends or colleagues for advice and approval when making a decision about which employers to consider.
5. Strength: being an attractive employer provides a company or organisation more bargaining power, as employees will want to work for them more than anyone else, even those that have rare or most in demand skills—irrespective of salary levels.
Employer Branding – a five step process:
1. Research: to understand where an employer is positioned in the employment market and to determine the appropriate action plan is fundamental.
2. Employer Value Proposition (EVP): the company or organisation needs a unique employer offer.
3. Communication strategy: the development of a communication strategy is always based on research findings and a well-defined EVP.
4. Communication Solutions: the aim at this step is to express the employer value proposition (EVP) by using the right words and images, so it becomes consistent with the corporate identity and branding efforts.
5. Action: implementing all the steps and monitoring closely what works and needs to be adjusted along the way is the final stage. It is of great importance at this point that the organisation sets targets on what they want to achieve with the planned activities in a clear and measurable way.
You know the one I am talking about. It's the little voice that offers a running commentary when you are listening to someone. It's the voice that brings up your own opinion about the information being provided. It is too easy to pay more attention to the inner voice than the actual speaker. That voice often keeps you from listening openly for good information and can often make you shut down before you have heard the entire premise. Focus less on what your brain has to say and more on the speaker. You may be surprised at what you hear.
2. Argue With Yourself
If you can't quiet the inner voice, then at least use it to your advantage. Every time you hear yourself contradicting the speaker, stop and take the other point of view. Suggest to your brain all the reasons why the speaker may be correct and you may be wrong. In the best case you may open yourself to the information being provided. Failing that, you will at least strengthen your own argument.
3. Act Like You Are Curious
Some people are naturally curious and others are not. No matter which category you are in you can benefit from behaving like a curious person. Next time you are listening to information, make up and write down three to five relevant questions. If you are in a lecture, Google them after for answers. If you are in a conversation you can ask the other person. Either way you'll likely learn more, and the action of thinking up questions will help encode the concepts in your brain. As long as you're not a cat you should benefit from these actions of curiosity.
4. Find the Kernel of Truth
No concept or theory comes out of thin air. Somewhere in the elaborate concept that sounds like complete malarkey there is some aspect that is based upon fact. Even if you don't buy into the idea, you should at least identify the little bit of truth from whence it came. Play like a detective and build your own extrapolation. You'll enhance your skills of deduction and may even improve the concept beyond the speaker's original idea.
5. Focus on the Message Not the Messenger
Often people shut out learning due to the person delivering the material. Whether it's a boring lecturer, someone physically unappealing, or a member of the opposite political party, the communicator can impact your learning. Even friends can disrupt the learning process since there may be too much history and familiarity to see them as an authority on a topic. Separate the material from the provider. Pretend you don't know the person or their beliefs so you can hear the information objectively. As for the boring person, focus on tip two, three, or four as if it were a game, thereby creating your own entertainment.
TED Talks We believe that we should work to be happy, but could that be backwards? In this fast-moving and entertaining talk, psychologist Shawn Achor argues that actually happiness inspires productivity.
Two-thirds of this potential value lies in improving collaboration and communication within and across enterprises. The average interaction worker spends an estimated 28 percent of the workweek managing e-mail and nearly 20 percent looking for internal information or tracking down colleagues who can help with specific tasks. But when companies use social media internally, messages become content; a searchable record of knowledge can reduce, by as much as 35 percent, the time employees spend searching for company information. Additional value can be realized through faster, more efficient, more effective collaboration, both within and between enterprises.
So, why don’t companies just provide more opportunities to more people? It really comes down to three things:
1. Managers - In most companies, managers are still the first line of input into who gets opportunities and their recommendations may be influenced by personal bias or self-interest. 2. Lack of visibility - Although many companies track performance information about people in a particular role, they typically lack visibility into broader capabilities or aptitudes - which brings us back to relying on managers. 3. Limited thinking - Opportunities to lead don’t require a promotion or changing to a new role but providing everyday leadership opportunities requires a new way of thinking and managing people.
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