At Dulye & Co., we believe the only way to determine if your communications or change efforts are moving the needle is to capture data as frequently as possible.
Our best-practice approach to designing all-hands meetings that work centers around collecting feedback from attendees before they leave a meeting. Over time, we’ve watched feedback mechanisms evolve from the tried-and-true paper and pen method to Web-based surveys and polls.
Does this sound familiar? Workplace initiatives sprung from dismal employee surveys: here today, gone tomorrow – or, at best, next month.
Commitment fades quickly after an exciting rollout to improve communications, trust or morale.
Employees bog down in everyday routine and shift priorities. We can help you break this vicious cycle. A disciplined measurement system of instant polls, online dashboards and transparent reporting will keep managers and employees accountable and spur success.
Join Linda Dulye, president and founder of Dulye & Co and a leading change consultant, for this new Ragan Communications webinar, “How to boost employee engagement with careful measurement.”
College graduations get a lot of media attention in April and May, but a lot of students graduate in December and that means a new wave of workers (albeit a smaller one) enter the workforce. If you expect to welcome a recent college grad to your team here are some things to consider.
First, keep in mind that today’s college grad travels through a world that’s more connected than what we saw only five years ago. To prepare, we recommend a review of your expectations from an operational and communications standpoint. Then help them succeed right out of the gate by using these tips.
I’m one of those shivering Northeast residents – hit by a Halloween weekend snow storm and power outages – who is asking that question while breaking out shovels, rock salt and heavy boots that I thought had another month of storage.
Just as the seasons are racing by, so are 2011’s work days.
For all intents and purposes, there are five, maybe six, productive weeks remaining this year. Thanksgiving is right around the corner and December festivities are not far behind. That means employee engagement is approaching a weak point due to an increasing distraction levels inside and outside of the office.
The headline of this story – As It Loses Executives, Yahoo Seeks a Deal – illustrates another example of the uncertainty today’s workers face.
The embattled online media company does not have a permanent chief executive. Potential suitors are circling, albeit tentatively. And employees are growing anxious as senior executives rush for the exits.
With the level of uncertainty so great, Yahoo is eager to sign a deal and calm its ranks, according to several people briefed on the situation.
Call it a hunch, but we’d bet that Yahoo employees are far from engaged on the job. Who could blame them? If top executives are fleeing, what does the future hold for the front-line worker?
As an organizational leader, you are expected to provide advice and coaching to your team to improve productivity and achieve team goals, but also to help develop team members for more challenging work. That’s part of the job.
But what about you? Who’s coaching you to elevate your game at work?
Let’s face it. Telling the truth isn’t always easy.
It can be uncomfortable and scary when it comes to certain situations at work. In fact, lying on the job is pretty common these days, according to a recent poll by my firm, Dulye & Co. Participants reported that the prevalence of lying has increased over the past five years, and among the biggest factors driving employees to dodge the truth are fear of reprisal and leadership behavior.
The worst lies recalled by my select survey group delivered big personal blows, like loss of reputation, a job or even worse.
Reinvent is defined as “To change something so much that appears to be entirely new. To create anew and make over. To bring into use again.”
That’s exactly what you need to do in these tough economic times, whether you’re in a big company or a small one. Change or die. I should know. I’m the founder of Dulye & Co., a small consultancy firm that was hit hard by the recession. My team and I could have sat around and said, ‘Hey this really stinks,’ but instead we took the opportunity to figure out what we could do differently.