Full report

As part of the Irish Centre for Business Excellence 2017 Annual Conference we will be live blogging the conference and the inputs from attendees.   During the day we will populate the insights from the speakers below, before adding the insights from the attendees during the afternoon session.

Employing Continuous Improvement as a Means to Engage the Disengaged

Noel Hennessy: Continuous Improvement Director, Lake Region Medical. How to deal with the 62% of people who potentially suck the energy out of your business was a central component of Noel Hennessy’s doctorate and presentation. Over the course of 4 years and 50 hours of interviews he sought to establish if there was a link …

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Engaging the business in driving growth through storytelling

Catherine Neilson – Kerry Foods, Director of Strategy. Engaging the business in driving growth through storytelling With an ever expanding set of products and with a wide geographically spread Kerry turned to a core story telling strategy to engage employees and harness the passion of the management team. “Simply telling was not enough so we …

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The (r)Evolution of Performance Management to unleash Organisation & Individual Potential

Paul Aherne, Ascend Associate started his presentation on ‘(r)Evolution of Performance Management’ with an overview of Performance Management, Performance Management has been with us for almost 100 years, evolving over time from its origins in a US military ranking approach equating employee’s performance with individual inherent capabilities and largely ignoring individual’s capability to grow. GE …

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“The importance of agreeing and publishing Core Values in a Turnaround’

Patrick Jordan, Atlantic Aviation Group. “4 years ago I was not a believer and thought all this stuff about core values was text book stuff but that has changed now” was a refreshing opening by Patrick Jordan and his journey to seeing the importance of Core Value to an organisation. Patrick guided the audience through …

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Shaping Ireland’s future talent landscape – Views from HR Leaders and CEO’s

Sharing the results of research amongst HR leaders (PwC’s HRD and CEO Pulse Surveys) Louise Shannon, Senior Manager, People and Organisation,  PwC, spoke about “Shaping Ireland’s Future Talent Landscape – Views from HR Leaders and CEO’s” Some of the key issues and trends she identified include: The lack of availability of key talent: This remains a key …

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“Leaders Standard Work”

“During our Shingo Journey, Leaders Standard Work was a key enabler in allowing us to demonstrate and nurture the ideal behaviors required of the 4 dimensions of the Shingo Model: Cultural Enablers, Continuous Improvement, Enterprise Alignment and Results” said Sean Gayer – Site Director, Boston Scientific, Cork in his talk entitled ‘Leaders Standard Work’. Leaders Standard …

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The Power of influencing and Motivating

Owen Fitzpatrick – International keynote speaker, best-selling author, globetrotting psychologist and leading expert on influence delivered a fast paced dissection of the world of influence. Commenting on the importance of influence Mr. Fitzpatrick said “Influence is one of the most vital and indispensable skills that all leaders must possess. Nowadays, with globalisation and social media dominating our …

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Organisational Perspectives from Table 1

There was some level of ‘Leaders Standard Work’  in place in some of the organisations and  a general understanding of the concept around the table. There was acknowledgement that this type of event is powerful way to capture and develop the network. Capturing and sharing information is key to learning. So this type of process …

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Organisational Perspectives from Table 2

Following a discussion of ‘The(r)Evolution of Performance Management to unleash Organisation & Individual Potential’ the group shared the following Organisational Impact 100% at the table felt appraisals were redundant Appraisals are just ticking the box,  more regular informal appraisals, and regular updated goals is what is needed 30 for 30 managers take out 30mins to …

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Organisational Perspectives from Table 3

All agreed  ‘Employing Continuous Improvement as a Means to Engage the Disengaged’ was very relevant – continuous improvement is completely dependent on engagement.  Other observations included: The case for continuous improvement needs to be explained – explain benefits and people will participate. Explain the WHY You will always have small number of people who are …

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Organisational Perspectives from Table 4

Following a discussion of  ‘The power of influencing and Motivating’  the group felt that the impact on the organisation was: mutually beneficial, thought provoking, inspired some small simple changes and awareness of your own presence.  Other points included Body language, must be positive, personal buy in, how you are excited about it Something small first …

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Personal Perspectives from Table 5

The discussion around Leaders Standard Work’ resulted in very easy and natural conversation, each person engaged on the topic with positive body language.  Individuals  had experience of LSW and shared their experiences of its implementation with the over all group. The second group were as engaged and very positive on the process of collecting feedback. A bit apprehensive …

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Personal Perspectives from Table 6

Following a discussion on ‘The Power of Influencing & Motivating’ the group felt the impact on the individual was:  Putting Framework and methodology in place and how that can aid us in influencing. Understanding what peoples beliefs are. To understand what way people think in order for us to understand what they feel about the subject …

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Personal Perspectives from Table 7

The topic of ‘The(r)Evolution of Performance Management to unleash Organisation & Individual Potential’ generated a lot of animated discussion. People felt there is a lot of dissatisfaction on the “rating” system – This came up again and again.  Other comments included: The topic gave new thinking – outside the box Needs to be more future orientated rather than …

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Personal Perspectives from Table 8

Following a discussion on ‘Employing Continuous Improvement as a means to engage the disengaged’ the group felt it most impacted on the individual through the following areas: There is huge potential in the untapped resource of the disengaged and the complexity of managing them.  Philosophy of engagement as a concept, role of management in creating and …

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