We support organizations in enhancing
performance, productivity and effectiveness
through revitalized workforce relationships and
leadership practices.
Copyright © 2011 New Beginnings Career and College Guidance; © 2011 Elsdon Organizational Renewal
Send an e- mail to renewal@elsdon.com or newbeginnings@elsdon.com with questions or comments.
Send an e- mail to renewal@elsdon.com or newbeginnings@elsdon.com with questions or comments.
Our studies show that a primary disconnect occurring in many organizations is lack of listening within the organization,
externally and individually. This stops leaders understanding critical issues and designing appropriate actions. Our diagnostic
tools overcome such barriers and provide clarity about a path forward.
Purpose
We provide tools for organizational listening that surface underlying problems and concerns, laying the groundwork for effective interventions. Effective development of people is a crucial foundation that enables rapid organizational response to changing needs and is central to continued productivity improvement. Our studies show that support for development is a predominant issue for most people in deciding whether to remain with an organization. Securing the workforce needed for the future is greatly strengthened by supporting people in clarifying their aspirations and linking their path forward to organizational needs. Our career services build this needed alignment benefiting both organizations and individuals.
Approach
Our approaches include the latest on-line technology and the use of interviewers and facilitators skilled in exploring sensitive issues.
They provide flexibility to address:
-The process of how listening occurs: both informal and structured
- The emphasis/orientation of the listening: both analytical and emotional
-The content - analytical basis of the listening: both thematic and anecdotal
-The context - the setting in which listening occurs: both individual and group
Examples of listening tools are:
-Attrition demographic analyses to show where resources should be applied to stem losses
-Organizational surveys to identify strengths and concerns by group
-By telephone, on-line and in person
-Exit interviews to show why people are leaving and how to keep key talent
-Group discussions to brainstorm new approaches to rejuvenating an organization
-Senior leadership strategic conversations
-Individual assessments to address: listening style, learning style, innovation style
Outcomes
Outcomes include:
-Building understanding: For example, what are the major communication challenges facing senior leaders?
-Diagnosing problems: For example, why is attrition so high in Manufacturing in the South?
- Prescribing solutions: For example, how can we build affiliation and commitment in high performing teams?
-Building consensus: For example, how do we bring sales, marketing, manufacturing and research together for our new product launch?
-Creating a foundation for action: For example, how do we move forward when we have six different opinions about the right path?
Purpose
We provide tools for organizational listening that surface underlying problems and concerns, laying the groundwork for effective interventions. Effective development of people is a crucial foundation that enables rapid organizational response to changing needs and is central to continued productivity improvement. Our studies show that support for development is a predominant issue for most people in deciding whether to remain with an organization. Securing the workforce needed for the future is greatly strengthened by supporting people in clarifying their aspirations and linking their path forward to organizational needs. Our career services build this needed alignment benefiting both organizations and individuals.
Approach
Our approaches include the latest on-line technology and the use of interviewers and facilitators skilled in exploring sensitive issues.
They provide flexibility to address:
-The process of how listening occurs: both informal and structured
- The emphasis/orientation of the listening: both analytical and emotional
-The content - analytical basis of the listening: both thematic and anecdotal
-The context - the setting in which listening occurs: both individual and group
Examples of listening tools are:
-Attrition demographic analyses to show where resources should be applied to stem losses
-Organizational surveys to identify strengths and concerns by group
-By telephone, on-line and in person
-Exit interviews to show why people are leaving and how to keep key talent
-Group discussions to brainstorm new approaches to rejuvenating an organization
-Senior leadership strategic conversations
-Individual assessments to address: listening style, learning style, innovation style
Outcomes
Outcomes include:
-Building understanding: For example, what are the major communication challenges facing senior leaders?
-Diagnosing problems: For example, why is attrition so high in Manufacturing in the South?
- Prescribing solutions: For example, how can we build affiliation and commitment in high performing teams?
-Building consensus: For example, how do we bring sales, marketing, manufacturing and research together for our new product launch?
-Creating a foundation for action: For example, how do we move forward when we have six different opinions about the right path?
Organizational Listening