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Building Long-Term Success (Employee Relations avatar-2155431_1920…
Building Long-Term Success
Your Idea
In time
Short-term
Extending existing products/ideas
Quick returns in value
Essential sustainable innovation culture
Long-term
Completely new product/service
Highest risks
Medium-time
Relaunch
Higher investment required
Higher risk
In context
Politics of business
Cycles of innovation
Business cycle
Product life cycle
Long waves of economics
Virtual cycles
Vicious cycles
Value Players
Value
Innovation
The innovation value chain
Idea generation
Conversion
Diffusion
Organisation
Stakeholders
Suppliers
Government
Employees
Empowerment
Customers
Lenders
Employee Relations
Opportunities
Employee satisfaction
Employee participation
Empowerment era
Universal education
Higher minimum wage
Challenges
Technology to monitor employee activity
Inequality
Unemployment
Climate change
Globalisation
Economic perspective
Economic exchange
Macro-economic level analysis
Wider labour market
Micro-economic level analysis
Hiring practices
Power of employers and employees
Legal perspective
Contracts
Laws
Regulation perspective
21st century employment relations
Flexible working
Working from home
Isolation
Change Management
Innovation
Innovators
Early adapters
Early majority
Late majority
Laggards
Resistance
Fear
Feeling uncomfortable
Distrust in management
Successful change management
Urgency
Guiding coalition
Vision and strategy
Communicate the vision
Empower employees
Short-term wins
Consolidate gains
New approaches in culture
Accounting for Values
Long-term
Shareholder value
Short-term
Immediate results
Destroy value long-term
Shareholders affected
Reward long-term thinking
Measurement
Balance sheets
Income statements
Accural accounting
Historical cost
Objective
May not be indicative of value
Deprival value
Fair value
Relevant
Subjective
A broader perspective
Shared value
CSR
Competitive advantage
Social considerations
Environmental considerations
New opportunities
New markets
Improve profitability
Strengthen competitiveness
Ecosystem of shared value
Collective impact
Social progress
Various roles
Government
NGO's
Community
Large scale social change
Common agenda
Measure consistently
Reinforce activities
Continuous communication
Backbone organisation
Quality and Improvement
Six Sigma
Low error
Reduce cost of quality
Quality management
Quality assurance (QA)
Quality control (QC)
Tools
Histogram
Control chart
Pareto chart
Scatter diagram
Cause and effect diagram
Perceptions-based quality models
Lower end
Adequate customer expectations
Upper end
Customers' desired quality
Zone of tolderance
Distance between upper and lower ends
Quality gaps model
Measures customer satisfaction
Customers experience of the product/service
Product specification
External communications to customers
Managers perceptions of customers expectations
Dimensions of service quality
Tangibles
Reliability
Responsiveness
Assurance
Empathy
Strategic Improvement
Importance-performance matrix
Excess
Appropriate
Improve
Urgent action
Operational Risk
Process of identifying risk
Identify hazard
Estimate impact
Likelihood of reoccurrence
Combine impact and likelihood
Risk assessment matrix
Operational resilience
Measures for Managing Operational Resilience
Resilience of organisation
Have the processes increased resilience?
What should be measured to achieve resilience?
Managing operational risk
Risk mitigation
Strategies
Avoid
Reduce
Transfer
Share
Take
Marketing
Long-term
Relationship marketing
Maintaining long-term relationships
Innovation
Respond to change
Technology
Internal marketing
Timing of campaigns
New leadership
Organisational change
Linking internal and external campaigns
Bring brand alive for staff
Impact of staff
Managing crises
Externally created
Spillover effect
Rebound effect
Internally created
Consumer brand saboteurs
Intentional
Task undertaken
Customers or non-customers
Harmful objective
Affect consumers' associations
Employee brand saboteurs
Anti-company behaviour
Underperformance
Service recovery failure
Four-step framework for management
Assess
Acknowledge
Formulate response
Implement
Managing success
Profit
Sales
Gross margin
Awareness
Market share
Number of new products
Relative price
Customer satisfaction and dissatisfaction
Distribution and availability
Multiple measures
Short-term
Long-term
Basic materiality matrix
Stakeholders
Business success
Leadership
Management
Person
Result
Position
Purpose
Process
Motivation
Two factor theory of motivation
Hygiene factors
Demotivation
Motivation factors
Maslow's hierarchy of needs (1943)
Physiological
Safety and security
Love/belonging
Esteem
Self-actualisation
Culture
Gender
Leadership programmes
Strategic leadership
Main idea
Direction
Credibility
Risk
Articulation
