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Interview with gary grates edelman change 2011

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Interview with gary grates edelman change 2011

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  1. Interview with gary grates edelman change 2011 DIANOVA EXIT® MAGAZINE "TALENT MANAGEMENT AS A COMPETITIVE ADVANTAGE WITHIN ORGANIZATIONS" 26th ISSUE 2011 Gary F. Grates, President and Global Managing Director at Edelman Change and Employee Engagement+visit website http://change.edelman.com/+read full EXIT® (portuguese version)http://www.issuu.com/dianovaportugal/docs/exit_26_gestaotalentoDianova: The European Communication Monitor 2010 (the most comprehensive analysisof communication management and public relations worldwide; 1,955 participatingprofessionals from 46 countries, conducted by EUPRERA in partnership with EACD)Reveals two major conclusions: 1. Personal Coaching, Training Communication Skills (9,6%) and Internal Communication an Change Management (7,3%) are the 2 most expected development of disciplines and fields of practice in 2013. 2. To Enhance professionalism 79% focus on training communication skills of team members and 73,9% on networking with other professionals/organizationsHow do perceive these conclusions?Gary Grates: The conclusions appear to be very much in synch with what we are experiencingthroughout the world. Firstly, the need to be a stronger communicator is essential to beingsuccessful in business today. These skills are not being taught in any great extent at the universitylevel today specifically in the master’s programs where CEOs are being bred. Secondly, InternalCommunications and Change Management reflects the state of business today and in theforeseeable future as technology and new models of management continually shift how peoplework and organizations operate.Dianova: Knowing that if employees aren’t engaged, companies will suffer (dealing withresignations, detachment, disillusionment…) either in bigger or smaller Organizations,what would be your recommendation to turn a workforce of empathically unengagedemployees into a savvy, fueled by motivation one?EXIT® Magazine “Talent Management as Competitive Advantage within Organizations” 1

  2. Gary Grates: Start with leadership. Engagement begins at the top. Leaders have to firmlybelieve in treating, respecting, communicating and managing people in a way that makes themsmarter, more confident, more risk-taking and more involved.If leadership isn’t engaged the rest of the workforce won’t be either.Dianova: If employee engagement is a more emotional than cognitive issue and on theother hand being Organizations web of relationships, how can an Organization get highlevels of employee engagement, cooperation and collaboration?Gary Grates: Organizations can achieve high levels of engagement when they successfully mergethe emotional aspects of the brand with the rational aspects of the company. That is, whenpeople appreciate and understand how daily actions add up to a distinct brand promised that isheld in high regard by customers. Too often, organizations work on engagement in only onedimension and fail to recognize the power of doing both.Dianova: Due to different perspectives of each Collaborator, some say that beach ballmeetings are more engaging and productive that regular meetings most of us are used to.Do you agree on this? Any other good best practice that you can share with TalentManager Officers?Gary Grates: You get in trouble when you focus only on the tactics. Tactics make sense if thestrategy is clear. So the question above should really be –“What type of environment are youlooking to create that reflects your business strategy and vision?”Dianova: In times of Emotional & Collective Intelligence, in your opinion andthroughout your experience, is the Leader or the collective intelligence and strength thatmakes positive change possible within an Organization?Gary Grates: The leader has the most impact on change in the organization. That is why Boardsare working hard to ensure they select the right CEO. For a variety of reasons, the CEO shapesthe agenda, priorities, strategy, investments, brand, and narrative….all extremely powerful ineffecting positive change.Dianova: Edelman Change has recently published its’ “Rethinking EmployeeEngagement. Where do you start?” 2011 Report. What are the key drivers of employeeengagement?Gary Grates: Common definition; holistic approach/metrics, consistent reportingDianova: How are leadership effectiveness and employee engagement related to eachother?Gary Grates: Effective leadership means that there is clarity in vision and strategy, consistency inmanagement , metrics, and recognition, and commitment to development and innovation.Employee engagement reflects the byproducts of leadership – respectful environment, openculture, knowledge sharing, clear expectations, etc.They work off one other.Dianova: How can a TMO (Talent Manager Officer) check whether its Organization isready or already addressing this new reality?Gary Grates: Listen. Formally through research. Informally through conversations. Correlatetalent recruitment and retention numbers.EXIT® Magazine “Talent Management as Competitive Advantage within Organizations” 2 Gary Grates: Start with leadership. Engagement begins at the top. Leaders have to firmlybelieve in treating, respecting, communicating and managing people in a way that makes themsmarter, more confident, more risk-taking and more involved.If leadership isn’t engaged the rest of the workforce won’t be either.Dianova: If employee engagement is a more emotional than cognitive issue and on theother hand being Organizations web of relationships, how can an Organization get highlevels of employee engagement, cooperation and collaboration?Gary Grates: Organizations can achieve high levels of engagement when they successfully mergethe emotional aspects of the brand with the rational aspects of the company. That is, whenpeople appreciate and understand how daily actions add up to a distinct brand promised that isheld in high regard by customers. Too often, organizations work on engagement in only onedimension and fail to recognize the power of doing both.Dianova: Due to different perspectives of each Collaborator, some say that beach ballmeetings are more engaging and productive that regular meetings most of us are used to.Do you agree on this? Any other good best practice that you can share with TalentManager Officers?Gary Grates: You get in trouble when you focus only on the tactics. Tactics make sense if thestrategy is clear. So the question above should really be –“What type of environment are youlooking to create that reflects your business strategy and vision?”Dianova: In times of Emotional & Collective Intelligence, in your opinion andthroughout your experience, is the Leader or the collective intelligence and strength thatmakes positive change possible within an Organization?Gary Grates: The leader has the most impact on change in the organization. That is why Boardsare working hard to ensure they select the right CEO. For a variety of reasons, the CEO shapesthe agenda, priorities, strategy, investments, brand, and narrative….all extremely powerful ineffecting positive change.Dianova: Edelman Change has recently published its’ “Rethinking EmployeeEngagement. Where do you start?” 2011 Report. What are the key drivers of employeeengagement?Gary Grates: Common definition; holistic approach/metrics, consistent reportingDianova: How are leadership effectiveness and employee engagement related to eachother?Gary Grates: Effective leadership means that there is clarity in vision and strategy, consistency inmanagement , metrics, and recognition, and commitment to development and innovation.Employee engagement reflects the byproducts of leadership – respectful environment, openculture, knowledge sharing, clear expectations, etc.They work off one other.Dianova: How can a TMO (Talent Manager Officer) check whether its Organization isready or already addressing this new reality?Gary Grates: Listen. Formally through research. Informally through conversations. Correlatetalent recruitment and retention numbers.EXIT® Magazine “Talent Management as Competitive Advantage within Organizations” 2

  3. Dianova: What might be a beginning roadmap too employee engagement?Gary Grates: Determining what and how engagement needs to be in your company first. Then,identifying how employees currently engage with the company by mapping out all the key touchpoints.Dianova: Can you share any best practice on employee engagement?Gary Grates: There are a number of organizations today large and small that do this extremelywell and you know them by their brand names and corporate reputations.Dianova: Last but not least, Nonprofit Sector in the US (in Europe, the UK is slightlysimilar) is a very professional sector. What are the main challenges and benefits that youcan advise/share to Nonprofit Organizations resulting from incorporating professionalswithin their Staff/Collaborators?Gary Grates: The benefits of incorporating professionals in Non Profits are huge. Professionalscan provide depth of experience and expertise and offer insights that can be a catalyst of theorganization’s growth. Of course, doing so also means that Nonprofits must recognize the typeof tools, access and speed professionals will demand to get things accomplished. Oftentimes,Nonprofits tend to move slower than the For Profit world resulting in missed opportunities. -END-EXIT® Magazine “Talent Management as Competitive Advantage within Organizations” 3 Dianova: What might be a beginning roadmap too employee engagement?Gary Grates: Determining what and how engagement needs to be in your company first. Then,identifying how employees currently engage with the company by mapping out all the key touchpoints.Dianova: Can you share any best practice on employee engagement?Gary Grates: There are a number of organizations today large and small that do this extremelywell and you know them by their brand names and corporate reputations.Dianova: Last but not least, Nonprofit Sector in the US (in Europe, the UK is slightlysimilar) is a very professional sector. What are the main challenges and benefits that youcan advise/share to Nonprofit Organizations resulting from incorporating professionalswithin their Staff/Collaborators?Gary Grates: The benefits of incorporating professionals in Non Profits are huge. Professionalscan provide depth of experience and expertise and offer insights that can be a catalyst of theorganization’s growth. Of course, doing so also means that Nonprofits must recognize the typeof tools, access and speed professionals will demand to get things accomplished. Oftentimes,Nonprofits tend to move slower than the For Profit world resulting in missed opportunities. -END-EXIT® Magazine “Talent Management as Competitive Advantage within Organizations” 3

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