東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁 到查詢結果 [ subject:"Employees- Attitudes." ]

切換: 標籤 | MARC模式 | ISBD

Engaging the workplace = using surve...

Johnson, Sarah R.

FindBook

Google Book

Amazon

博客來

Engaging the workplace = using surveys to spark change /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Engaging the workplace/ Sarah R. Johnson.
其他題名:	using surveys to spark change /
作者:	Johnson, Sarah R.
出版者:	Alexandria, VA USA :Association for Talent Development, : 2018.,
面頁冊數:	1 online resource (161 p.)
內容註:	Engaging the workplace : using surveys to spark change -- Contents -- Foreword -- Introduction -- Acknowledgments -- Chapter 1: Engagement in the Workplace -- Chapter 2: What Can a Survey Do? -- Chapter 3: It Starts With Your Strategy -- Chapter 4: Survey Strategy Drives Frequency -- Chapter 5: Make Your Survey Dynamic -- Chapter 6: Getting to the “Why” of Organization Effectiveness -- Chapter 7: Surveys Feed People Analytics. -- Chapter 8: A Consultant Mindset and Your Survey Strategy -- Chapter 9: Prepare Your Organization to Act -- Chapter 10: Final Thoughts -- References -- About the Author -- Index.
標題:	Organizational change. -
電子資源:	http://portal.igpublish.com/iglibrary/search/ASTDB0000717.html
ISBN:	1562860976

Engaging the workplace = using surveys to spark change /
Johnson, Sarah R.

Engaging the workplaceusing surveys to spark change /[electronic resource] :Sarah R. Johnson. - Alexandria, VA USA :Association for Talent Development,2018. - 1 online resource (161 p.)

Includes bibliographical references and index.

Engaging the workplace : using surveys to spark change -- Contents -- Foreword -- Introduction -- Acknowledgments -- Chapter 1: Engagement in the Workplace -- Chapter 2: What Can a Survey Do? -- Chapter 3: It Starts With Your Strategy -- Chapter 4: Survey Strategy Drives Frequency -- Chapter 5: Make Your Survey Dynamic -- Chapter 6: Getting to the “Why” of Organization Effectiveness -- Chapter 7: Surveys Feed People Analytics. -- Chapter 8: A Consultant Mindset and Your Survey Strategy -- Chapter 9: Prepare Your Organization to Act -- Chapter 10: Final Thoughts -- References -- About the Author -- Index.

You spend months crafting the right survey questions and planning how to share the results with senior leaders and managers. Then you anxiously anticipate the responses. But once the data trickle in, nothing happens, no one acts, and your employees wait and wait for change. What happened? When did the survey become just another "check the box" task for HR to administer and employees to fill out? In Engaging the Workplace: Using Surveys to Spark Change, Sarah R. Johnson has scanned the diminishing state of the organizational survey and reached a profound, yet simple, conclusion: Companies don't know why they want to conduct a survey and how they plan to act on its results. As the big data movement took off, companies and their HR departments sought to capture, measure, and evaluate whatever data they could get their hands on. This led to more surveys—annual, semiannual, quarterly, pulse—all in the name of compiling more information and driving an engagement score. In theory, leaders could look at these frequent snapshots of how their employees were doing and determine what actions to take. But this increase in data has instead produced gridlock. Leaders put off next steps until the next survey and its results arrive, while employees lose faith in the survey's potential to make a difference. With Engaging the Workplace, you can relaunch your survey process. When executed properly, the survey can enable leaders to make decisions based on data, rather than on fads, trends, or guesses. This means baking action planning into its design and ditching the one-size-fits-all trend in survey administration. After all, your company is not like any other. Use the survey to support the people analytics program you need and drive organizational excellence.

ISBN: 1562860976Subjects--Topical Terms:

516701
Organizational change.

LC Class. No.: HD58.8

Dewey Class. No.: 658.4/063

Engaging the workplace = using surveys to spark change /
LDR:03118nmm a2200229 i 4500 001 2186147
006 m eo d
008 200117s2018 vau ob 000 0 eng d
020 $a 1562860976
020 $a 9781562860974
020 $a 9781562861063
035 $a ASTDB0000717
040 $a iG Publishing $b eng $e rda $c iG Publishing
041 0 $a eng
050 0 0 $a HD58.8
082 0 0 $a 658.4/063
100 1 $a Johnson, Sarah R. $3 3399983
245 1 0 $a Engaging the workplace $h [electronic resource] : $b using surveys to spark change / $c Sarah R. Johnson.
260 $a Alexandria, VA USA : $b Association for Talent Development, $c 2018.
300 $a 1 online resource (161 p.)
504 $a Includes bibliographical references and index.
505 0 $a Engaging the workplace : using surveys to spark change -- Contents -- Foreword -- Introduction -- Acknowledgments -- Chapter 1: Engagement in the Workplace -- Chapter 2: What Can a Survey Do? -- Chapter 3: It Starts With Your Strategy -- Chapter 4: Survey Strategy Drives Frequency -- Chapter 5: Make Your Survey Dynamic -- Chapter 6: Getting to the “Why” of Organization Effectiveness -- Chapter 7: Surveys Feed People Analytics. -- Chapter 8: A Consultant Mindset and Your Survey Strategy -- Chapter 9: Prepare Your Organization to Act -- Chapter 10: Final Thoughts -- References -- About the Author -- Index.
520 3 $a You spend months crafting the right survey questions and planning how to share the results with senior leaders and managers. Then you anxiously anticipate the responses. But once the data trickle in, nothing happens, no one acts, and your employees wait and wait for change. What happened? When did the survey become just another "check the box" task for HR to administer and employees to fill out? In Engaging the Workplace: Using Surveys to Spark Change, Sarah R. Johnson has scanned the diminishing state of the organizational survey and reached a profound, yet simple, conclusion: Companies don't know why they want to conduct a survey and how they plan to act on its results. As the big data movement took off, companies and their HR departments sought to capture, measure, and evaluate whatever data they could get their hands on. This led to more surveys—annual, semiannual, quarterly, pulse—all in the name of compiling more information and driving an engagement score. In theory, leaders could look at these frequent snapshots of how their employees were doing and determine what actions to take. But this increase in data has instead produced gridlock. Leaders put off next steps until the next survey and its results arrive, while employees lose faith in the survey's potential to make a difference. With Engaging the Workplace, you can relaunch your survey process. When executed properly, the survey can enable leaders to make decisions based on data, rather than on fads, trends, or guesses. This means baking action planning into its design and ditching the one-size-fits-all trend in survey administration. After all, your company is not like any other. Use the survey to support the people analytics program you need and drive organizational excellence.
650 0 $a Organizational change. $3 516701
650 0 $a Employee attitude surveys. $3 730623
650 0 $a Employees $x Attitudes. $3 627875
856 4 0 $u http://portal.igpublish.com/iglibrary/search/ASTDB0000717.html