Talent Management Consulting & Executive Coaching Raleigh, NC

Infusing a New Kind of Workplace
For the Future.

Revamped: How Mobile Trends in Application Processes Could Impact HR

To learn how mobile trends in application processes, along with Google’s new algorithm, could mean changes for human resource professionals and marketing teams, click below.

© 2015  All rights reserved. Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder of The Infusion Group™.  A trusted partner in creating new possibilities in workplace culture design and talent management to have a meaningful impact on people, businesses, and society.   @InfusionGrpLLC

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The Leadership Challenge


Who wants the corner office?

According to the recent Global Workforce Leadership survey results released from Saba Software and shutterstock_leadershipWorkforceTrends.com, approximately only 12% of the global workforce aspires to rise to the corner office in their organizations. This small aspiring group representing only 36% of women and 31% of Millennials is up for the challenge.

The survey also reveals that one-third of global companies are struggling to find leadership and that the biggest issues for enabling future business growth in the evolving economy are the differences in perspective around leadership, talent development and accessible online tools for ongoing succession development and collaboration.

Findings include:

  • 30 percent of HR executives acknowledge that they are struggling to
    find suitable candidates to fill senior leadership roles;
  • 59 percent of companies agree that succession planning is more
    challenging in today’s economy

Efforts in developing the next generation of leaders are falling short of expectations:

  • 46 percent of companies state “leadership” was the skill hardest to find in workers
  • Only 36 percent of employees identified “leadership” as a strength in their organizations
  • 39 percent report offering leadership development programs, but only 15 percent of workers feel the training they receive is preparing them for the next position

To address the critical leadership challenge requires organizations’ to reinvent talent management – fundamentally determine the role of leadership beyond job descriptions and the approaches they take to attract, develop, and inspire leaders at all levels and understand the network impacts on future leaders.

Personalizing the workplace experience from career development programs, robust performance plans, accessible tools and networks with a keen focus on infusing leaders at all levels will help deliver on the promise of innovation that the modern business environment critically requires.

How does your workplace define modern leadership? Where are you looking for your next generation of leaders? Is it from handful of picked successors that resemble your current senior management team? If so, it might be time to expand your view and develop a leadership strategy that strengthens and sustains your business for years to come.

What ways is your organization re-imaging leadership?

To get fresh talent development strategies and help drive your succession management efforts forward, schedule your exploratory session here.

© 2015  All rights reserved. Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder of The Infusion Group™.  A trusted partner in creating new possibilities in workplace culture design and talent management to have a meaningful impact on people, businesses, and society.   @InfusionGrpLLC

Resources:

Saba Software
Global Workforce Leadership Survey

Boston Globe
Study Suggests Millennial Leaders Are Few and Far Between  Ellen O’Leary – April 8, 2015

Fortune
Who Wants to be a CEO?   Kristen Bellstrom — April 2, 2015

Human Resources Online
A majority of professionals aren’t interested in being CEOs  Akankasha Dewan – April 1, 2015

 

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Forget Fixing Your Culture; Innovate It

innovatecultureMany companies today believe they have a positive culture.   Often when they are asked about their culture, they respond:

Clear Mission Statement?  Check.
Vision?  Check.
Values?  Check.

Instinctively, they know the hard work and effort that goes into defining their organizational intentions and may acknowledge having them displayed along the corridors of their building (s), or digitally portrayed in virtual meeting rooms and work spaces, and may even remind workers of these statements through an internal drip-marketing campaign.

Few leaders have taken the time to define exactly what makes their culture “unique” and what it will take to live the culture each day. Unless your leadership team and workers are intentional and living the mission, vision and values – it’s only a display of nice sayings.

Leaders of distinction go beyond by enchanting their culture every day. They acknowledge the important role of evangelizing culture from the top of the organization and into the hearts and souls of every worker. It’s not enough to talk about it when the company is losing key talent, clients and opportunities to grow P&L. When every worker is empowered to bring the culture to life, it breathes vitality into the organization.

An enchanting culture lives on, even when key executives or a CEO leaves.  The legacy continues.

Jim Doughterty, veteran software CEO and entrepreneur shares, “Thinking proactively about your company’s culture as an integral part of its business model is a good start. The next step is to make it a reality.”

Studies have shown over time that company culture is a critical source of business success or failure and trumps strategy and leadership. It has been proven that when strategic goals are clear, and whose cultures and respective attributes strongly support the goals, pays off in performance; outperforming in enterprise value, growth and profits.

Leadership changes and relentless market shifts can significantly impact business strategy, disrupt internal people networks and cause break downs in workplace culture.  To create a truly standout organization in today’s global environment, modern leaders must articulate, care for and innovate their cultures. When business strategies are supported and vital signs are in open view, it will serve as a strong foundation for organizational sustainability and growth.

To check the pulse of your organizational culture, consider these six questions:

  1. What makes your culture visible?
    At your organization, are workers given personalized copies of the Mission, Service Values, Partner Promise, or in some cases a Workplace Manifesto? Are they clear on the key success factors? Where can intentions be found within your workplace? How is it shared when your organization opens a satellite office?
  2. What role does on-boarding play to being introduced to your culture?
    Are workers asked to memorize the values and Partner Promise during orientation?
  3. Do your workers feel connected and understand their role in culture building?
    What values are nurtured in your company that fosters a collaborative atmosphere? Are workers and management working together to fulfill your mission or serving the needs of one senior manager over another?
  4. Are you investing in feedback?
    Is your company measuring engagement, worker passion, or other? Are follow-up meetings conducted to ensure that all feedback is heard and that any shortcomings are clarified and addressed? When leaders take respective action, they bring the culture to life. As a result, workers see that their feedback matters and they feel valued. Workers and leaders become more vested in your company and committed to a common purpose.
  5. Are leaders walking the talk?
    Are leaders clear regarding the differences between leadership in your organization and management? Are they striving to close the “say and do” gap?One way leaders can bring vitality to your culture is through daily “Stand Up” or “Shop Talk” meetings. This can be a designated time each day, (physically or virtually) across the global enterprise where leaders – including top executives participate in this daily session.
  6. Are strategic plans created in silos?
    When organizations take the time each year to create a SWOT (Strengths, Opportunities, Weaknesses and Threats) that nourishes strategic plans, are contributors participating in the process? When talent participates in a collaborative process, it helps them to feel responsible and can reinforce the role each individual plays in building the company. What ways does your organizational culture impact long-term decision making? What goals are workers focusing on that support your culture and helps to guide the decision-making process?

These are a few ideas to help you take a quick pulse on your culture.  As Doug Conant former CEO, Campbell’s Soup once shared, “Every planned and spontaneous interaction is an opportunity to live and reinforce organizational values, purpose and being.”

When you define what makes your culture “unique” and clearly articulate it in a way that enlightens, you will discover more unity within your company, and will increase the opportunities to achieve meaningful success.

For fresh workplace strategies that accelerate growth, win hearts and deliver better performance outcomes, click here.
© 2015  All rights reserved. Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder of The Infusion Group™.  A trusted partner in creating new possibilities in workplace culture design and talent management to have a meaningful impact on people, businesses, and society.   @InfusionGrpLLC

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Collaborating With Others? Build a Balanced Approach

To create meaningful outcomes, expand your market share, accelerate momentum and advance initiatives to success, leaders must be clear about their intentions, be keenly self-aware, tap into their strengths, and work steadfast to achieving objectives.

collaborationbalanceBeginning with a deep level and understanding of your needs and beliefs that drive behaviors can be eye-opening toward helping modern leaders accomplish evolving objectives at work, family and personal goals and to strengthen connections with others with greater authenticity. Most importantly, acquiring a deep level of self-awareness allows modern leaders to enjoy life.

Executive Coaching and Personalized Coaching, helps increase one’s capacity, presence, influence and expands perspective to unlock greater potential and improve performance impact.

  • AWARENESS.  Awareness is the ability to embrace each moment by being awake and attentive to what’s happening around us without submitting to the emotions and memories that can leave us hijacked. Interact with each moment purposefully. Being purposeful strengthens our awareness and enables us to be authentic in responding to others and in facing opportunities, disappointments and setbacks with honesty and courage.
  • WISDOM.  Expanding one’s perspective openly, and taking a big picture view can help us to reveal new insight about ourselves and/or situations. It offers us an opportunity to see a situation as it is, separating from judgement, and weighing the options with greater clarity. It allows us to appreciate our needs that drive our behavior and other’s behavior, and to make wise conclusions.
  • PERFORMANCE. Focusing our energy and choosing to act in alignment with our values can bring out our best. Performance is a culmination of our efforts to influence others, choose pathways and tasks, create meaning, take action, embrace measures, and ultimately improve the quality of our lives and those in our care.

As you consider improving collaboration at work, what steps are necessary for you to build a balanced approach to greater self-awareness, capturing a broader perspective, and increasing influence so that you can realize your goals and contribute to others in creating customer value and achieve better performance results?

© 2015  All rights reserved. Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder and president of The Infusion Group™.  A trusted partner in creating new possibilities in workplace culture design and talent management to have a meaningful impact on people, businesses, and society.   @InfusionGrpLLC

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How to Start Improving Network (People) Performance

Personalized work style design and powerful analytics has arrived and is coming to workplaces near you. This year marks the beginning of brilliant new platforms (i.e. IBM’s Verse, Cisco’s Project Workplace, and others) that offer new ways to help modern workers manage the plethora of information, email communications, business priorities, projects, connections and personal productivity.

In a world of bisocialperformance2g data, predictive analytics and continuously shifting consumer preferences, executives recognize that taking a rear view mirror to traditional performance management is failing to meet the demands of today’s expanding business environment and strategic priorities.

In fact, a recent IDC forecast shows that the Big Data technology and services market will grow at a 27% compound annual growth rate (CAGR) to $32.4 billion through 2017 – or at about six times the growth rate of the overall information and communication technology (ICT) market.

When there is this much data in the marketplace, measuring individual performance (only) is no longer sufficient, it’s a sure fire way to missing growth targets.

To meet emerging market opportunities and new customer needs, secure retention of key talent, improving workforce contribution and strengthening network (people) performance is a critical priority for modern leadership.

What can you begin doing now to facilitate and execute a stronger network (people) performance enablement program in real-time this year, below are a few ways to get started:
  1. Establish your organization’s talent manifesto.
    Align your talent investments to achieve the right results by declaring your company’s intention for the human side of business. This should be a distinct overview of what your organization believes and practices about attracting, acquiring and growing talent.
  2. Enable an environment of continuous social learning and development.
    Encourage your talent resources to continually refine their natural strengths and to build new skills that stretch their abilities and lends toward network performance and career development. Ensure personalized development plans are in place workers who are identified through your workforce investment portfolio. Empower employees with just-in-time coaching, executive coaching, social learning and knowledge sharing. Remember two-way, real-time feedback is expected in a modern workforce, offering anything less is falling behind the market.
  3. Forge an alliance between your people’s goals and your organization’s business objectives.
    Continually align individual’s development and career goals with team performance and organizational objectives by infusing H.A.R.D. goals, ensuring two-way feedback, innovative career pathways, social interaction and recognition and a robust rewards package. Enable teams to set aligned goals that eliminates unhealthy competition, and drives better network (people) performance and customer experiences.
  4. Invest in smart performance management technologies.
    Provide talent resources with growth and career opportunities by leveraging big data and machine learning that reflects your organization’s workplace experience and engages individuals to contribute to a larger network of workers and team objectives.
    Leveraging cloud-based, smart technologies can enable your managers in becoming more pro-active and productivity in managing
    the social performance management process and key dialogues that enable trust, accelerate performance, and empowers business value.

Redefine Performance

Similar to managing new personalized work style designs, the way we inspire and manage talent in the new world of work is rapidly shifting. How far will your network (people) performance enablement program go?

Power Up Your Workplace 

To learn how you can make measurable improvements for your organization, download our complimentary whitepaper, by simply clicking the link: Performance Management: Retooling for Better Performance Optimization

©2015  All rights reserved.  Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder and president of The Infusion Group™.  A trusted partner in creating new possibilities in workplace culture design and workforce management to have a meaningful impact on people, businesses, and societyFor additional resources, please click here.

 

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Instilling Gratitude at Work

GratitudeResearch has repeatedly proven that gratitude enriches our lives in a number of ways from improved physical, mental and emotional health, as well as better relationships. According to a 2014 study published in the Journal of Applied Sport Psychology, practicing gratitude can increase self-esteem, which is essential to optimal performance. Several of the world’s best five star hotels place top priority on nurturing a culture of gratitude among workers and customers. For example, Joie de Vivre – the second largest boutique hotelier in the world works to not only create meaning in the day-to-day work of their associates, but inspires each of them to create peak experiences for their visitors. Joie de Vivre makes it a habit to share positive guest correspondence with their associates and distribute personalized opportunities to express gratitude and recognize associate’s extra effort. Management at Joie de Vivre is known to give “thank you” notes, special delivery voice mail messages, surprise checks to associates as they leave for vacation and at the end of every executive meeting, executives are given an opportunity to share a minute about an associate in the company who has gone the extra mile. The “thank you” notes and other company rituals not only serve as a visual reminder of feeling valued, but they cultivate and instill an atmosphere of gratitude, positive good will and kindness.

For fresh approaches to lifting your people’s performance, discover more here. 

© 2015  All rights reserved. Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder and president of The Infusion Group™.  A trusted partner in creating new possibilities in workplace culture design and talent management to have a meaningful impact on people, businesses, and society.  

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The New Work Relationship

It wasn’t so long ago when employer and employees committed to each other for a lifetime. Companies offered workers career-long employment — including the traditional career ladder, pension plans and gold watches — in exchange for their hard work, loyalty and tenure.

That traditional employment relationship served well back in the Industrial Era, a more stable time when organizations grew ever larger to leverage economies of scale, quality and process improvement. According to The Economist, “the idea that having a good job means being an employee of a particular company is a legacy of a period that stretched from about 1880 to 1980.” That era, however, is long gone.

newrelationshipFast forward to today: the world’s business environment is evolving rapidly, and nearly every industry faces disruption, volatility and continuous reinvention. Automation, innovation and just about everything else is accelerating as businesses strive to create new value and meet strategic objectives.

Work is on-demand. And it’s no longer a place workers go to process widgets. Instead, it allows contributors to express their creativity and collaboration. Technology now allows the modern worker to connect from anywhere or at anytime, and for companies, it makes available a broader range of skill sets, experiences and styles from freelancers, resource partners and consultants. Previously unaffiliated workers and companies can connect through online resources such as Elance-oDesk. [See: Online Workplaces: The Real Impact of Online Work]

These advances bring forth a full range of global resourcing options for employers, managers and workers alike, and everybody’s finding advantages in this new kind of work relationship. Elance-oDesk’s Online Work Report for 2014 showed:

  • Businesses in the U.S. alone spent $604 million hiring freelancers online – a 30 percent year-over-year increase from 2013.
  • By the close of 2014, Elance-oDesk’s community crossed the 13.5 million mark (with 3.8 million businesses and 9.7 million freelancers).
  • Technology continues as the largest category of online work (at 50 percent, by spending). The four fastest-growing categories are, from the top, mobile, sales and marketing, administrative support and writing and translation.

An Unspoken Truth

These advancements reveal an unspoken truth – that as more people than ever are connecting through the vast (and still growing) network available today, new paradigms about work, location and geography have changed the relationship between employer and worker.

All too many workers have seen traditional employment practices like probationary periods, at-will employment status, layoffs and the possibility of being released from a position or company at any time and for any (or no) reason. Those same workers, after being welcomed during the initial hiring and on-boarding process, might invest enough to meet performance expectations while keeping one eye on the horizon for additional opportunities, because they see that there are no guarantees.

Management also recognizes flaws in the traditional model. Managers work diligently to help make their teams more productive and efficient, but rather than facilitating organizational growth and regularly conducting career conversations, they all too often find their energies invested in trying to keep up with the pace of relentless change as they track projects and try to avoid jolts that come from the loss of valuable team members. This can leave managers staring into the rearview mirror and taking a reactive approach to retention efforts. As a result, the traditional employment model often diminishes the relationship between employers and workers, slowly eroding organizational trust rather than strengthening the bonds and networks between them.

So, what can companies do to keep pace with these changing work relationships?

Start thinking boldly (very boldly) about your culture, organization and talent manifesto and forge a set of strategic goals.

Imagine what it would look like to:

  • Go from transactional to relational employment ties in a networked era.
  • Design and build an employer-contributor relationship model that facilitates a mutual investment and work mission.
    The result will be renewed trust, loyalty, benefit and value to both parties.
  • Develop explicit agreements and set clear expectations from the people who join your company and what each of you can expect in return in terms of business outcomes and professional growth; this will create a roadmap that allows the company and its workers to be even more dynamic and driven.
  • Create smart rewards that recognize great performance and more, such as, cutting-edge policies for personal device usage, network development, idea spaces to enhance personal/team productivity and support a more mobile work style and learning designs.

While the era of lifetime employment arrangements are gone, as a leader of change, you can move forward with a new employment relationship model that fits in a new world of work.

These are a just a few thoughts to help broaden your thinking and spark dialogue within your workplace. Stay tuned for more as we explore how a new employment relationship model can positively impact engagement, culture, and business outcomes. Fasten your seatbelt: given the speed of business today, we believe that people management will evolve more in the next five years than it has in the last 30 years.

© 2015  All rights reserved. Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder and president of The Infusion Group™.  A trusted partner in creating new possibilities in workplace culture design and talent management to have a meaningful impact on people, businesses, and societyFor more information, please click here. or dm @InfusionGrpLLC

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Choose to Lead into the Future

Whether it is clearly defined or not, workplace culture is always being developed. Southwest Airlines co-founder  Herb Kelleher once said, “Leading an organization is as much about soul as it is about systems. Effective leadership finds its source in understanding.”

As your organization draws closer to understanding its soul, ask yourself this question: “Are our leaders willing to work themselves out of a job?” If the answer is no, then it may be time to face the reality that your leadership pipeline is at risk. If the environment has become one in which your leaders are working with the goal of holding on to their positions rather than investing in growth and really developing the next generation of leaders, they may not be in a position to advance their capabilities and/or the company’s strategic priorities. Our willingness to outgrow our roles and assume greater responsibilities – or potentially lose our jobs for not developing a succession of capable leaders – is always a choice.

As leaders we must be willing to let go of what’s comfortable to help our organization rise to the next level. Climbing to a higher level (or laterally to assume increased risk or challenge) isn’t easy. It  takes effort, and it will require making sacrifices.

There are many reasons why busy leaders fail to develop people. The primary reason is that it’s hard work. We’ve all heard stories of when investments in others didn’t turn out well. Maybe you yourself have invested heavily in someone only to see that individual leave and
use his skills at another organization. That’s a risk we choose to take toward the goal of cultivating a thriving workplace.

As leaders, do you want a productive environment or a growth-oriented workplace? Both can yield favorable outcomes. However, a productive work environment tends to stay just that, productive. People’s potential remains at a level that will simply produce results rather than attain higher levels of performance and generate outcomes that deliver customer “wow,” which stems from unique talents, motivations, and experiences that expand capabilities.

The choice your workplace makes will determine whether you tap talent in a powerful way. If you find yourself in the “productive environment” category, the good news is you can make a choice to invest differently by making improvements to increase your workplace potential.

How can your workplace step forward? Consider the following:

    1. Confront the truth. Increase your organizational understanding by taking a hard look at where your top talent is today. Does it sufficiently represent the diverse people, customers, and stakeholders that you serve now and into the future? If not, how would you like to improve it?
    2. Build discipline. Develop a comprehensive strategy for advancing your diverse talent and challenging leaders, even if it’s uncomfortable initially, and begin to address key areas of development. Hold everyone accountable for advancing performance in this regard.
    3. Grow intentionally and work through insecurities.  If you want your workplace to start reaching for the next level, begin removing any barriers that prevent people from doing great work and developing their talents. You might encounter some discomfort in other leaders across the organization who may be unwilling or unable to see the need for development. For leaders who may be afraid of being replaced or looking unfavorable, offer resources to work through those issues, including professional counseling if necessary.  Maintaining a long-term focus can help you do the hard work and go the distance.

Remember that if you invest in others, they will never be the same again. And neither will you.  We have the choice to make each day of our leadership a masterpiece – today and into the future.

Question: What choices are you looking forward to?

We value your feedback and welcome you to share your comments below or by dropping us an email.

 

Photo Courtesy: iStockphoto/olaser

©2011 All rights reserved. Judy White, SPHR, GPHR, HCS is the founder and president of The Infusion Group™. A trusted partner in creating new possibilities in talent management and workplace culture design to have a meaningful impact on people, businesses, and society. For more information on achieving greater workplace potential, click here.

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Online Workplaces: The Real Impact of Online Work

Did you know that more than 2.7 million jobs are posted a year via online workplaces like Elance?

Online workplaces like elance.com and oDesk.com, provide groundbreaking technology platforms, and talent, that are needed to equip an evolving world of work and modern businesses in a networked era. More than facilitating freelancing, online workplaces are keen practitioners of work who are pioneering workplace transformation and serve the truly responsive organization through a distributed community – of clients, freelancers, and employees from around the world.

The transformation to a “networked” workplace offers many challenges and opportunities for every modern business. It invites all of us as leaders and professionals to challenge our thinking.   Where individuals traditionally advertised their education to stand out, according to the Elance-oDesk Annual Impact Report 2014, relevant skills are becoming promoted and increasingly sought after to take on project-based work rather than full-time positions.  Talent found through platforms like Elance are paid for results and relevance of skills over years of experience. In fact, as the report identifies, new skills that become hot, and are then commoditized are progressing at an unprecedented rate.  As a result, the shift from job security to employment security through skill refreshment, flexibility and adaptability is accelerating.

Pioneering Workplace Transformation

Leaders may be well-served to question the concept and full spectrum of work now and in the future as massive shifts in the balance between people and machines (artificial intelligence) who are doing the work, will impact productivity, costs, and network performance.

A study by Intuit released in 2010 finds that by the time millennials (those ages 18 to 33) are 30, they’re likely to have worked for five companies. Additionally, the study estimates that 40% of the U.S. workforce will be independent by 2020.  The market study commissioned by Freelancers Union and Elance-oDesk in September 2014, reveals that 34% of the US workforce is already freelancing. This amounts to 53 million Americans.

With these unprecedented shifts, the nations future depends on how readily individuals, businesses, and communities can adapt in a new era of work.  Building an agile organization is no longer a business advantage. It’s every leader’s business imperative as future economies will either flourish or struggle based on whether their workforces have relevance, in-demand skills and are adaptable.  Like those organizations with increased agility, nations will benefit richly, as emerging skills infuse toward developing innovative workforces and replace less-relevant skills and lower-cost workforces.

Below, is a look at how online freelancing continues to transform the way we work, leading to greater fulfillment and freedom for many.

impactonlinework

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

To discuss your confidential workforce challenges and find new opportunities to advance workforce innovation, send us an email at contact@theinfusiongroupllc.com

Source:
To download the “Intuit 2020 Report, released October 2010″
http://http-download.intuit.com/http.intuit/CMO/intuit/futureofsmallbusiness/ intuit_2020_report.pdf.

To download the “Freelancing in America: A National Survey of the New Workforce, released September 2014″
https://www.odesk.com/blog/ 2014/09/53-million-americans-freelancing-new-survey-finds

To download the Elance – oDesk “Annual Impact Report 2014″
http://try.odesk.com/annual-impact-report/2014/
w
ww.elance.com

©2014  All rights reserved. Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder and president of The Infusion Group™.  A trusted partner in creating new possibilities in workplace culture design and talent management to have a meaningful impact on people, businesses, and societyFor more information, please click here. or dm @InfusionGrpLLC

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Designing Creativity

We’ve all seen the amazingness of what happens when we design creativity in our workplace cultures, but what could it do for an entire country?

Imagine what a creatively confident country could do.  What would it look like?

Paul Bennett and Peter Overlyin in Singapore explain on Channel News Asia in this short video below.

Courtesy of:  Channel News Asia

©2014  All rights reserved. Judy White, SPHR, GPHR, HCS is the founder and president of The Infusion Group™.  A trusted partner in creating new possibilities in workplace culture design and talent management to have a meaningful impact on people, businesses, and society.  How may we help you? For more information, please click here.

 

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