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To Get in the Flow, Reinvent Transparency


What are your strengths in practicing transparency across your organization?  

Knowing the answer is key to understanding who you are as a company and how sustainable performance can be achieved within the network of complex relationships that is redefining the nature of work.

With an abundance of information at their fingertips, consumers have more choice and control over their experiences than ever before, opening the door to many more products and services.

The ability of this wealth of information to increase “customer personalization” raises expectations from customers and employees alike. Your organization’s level of transparency can impact both the quality of a customer’s experience and your employees’ ability to contribute really great work.

Reinventing transparency is key for forward-leading organizations as the nature of work continually changes due to customer and global market shifts, innovation, and a sharper understanding of information and the paths along which it flows.

As a leader, what does reinventing transparency mean to you? What can you do differently in areas such as sharing financial information, strategies, and goals with your workforce? Is this sufficient for tomorrow’s needs? Are your people practices reinforcing openness and honesty, or are employees carrying the heavy burden that comes when secrets have room to breed?

The world of work is changing at an exponential pace. As leaders, we can no longer expect that a workplace culture defined by rigid rules, tight policies, and innovation limited to a single department will be an appropriate response to shifting circumstances.

Customers need just-in-time responses and follow-up. Middle managers need the ability to make data-driven decisions that empower the organization to do the right thing at the right time. Members of a multigenerational workforce expect change and want to be included in the process. Remote workers need to know they can count on their colleagues and management to support their need for information, and access to experts within the company to accomplish great work.

While opening up our workplace and leadership to transparency may sound logical, some pitfalls are common as companies begin to embrace higher levels of accountability. Building a thriving workplace requires a leadership culture that can continually reinvent transparency in a way that honors your organization’s mission, vision, values, and people.

Tomorrow’s leaders must encourage open dialogue that can make working together in an interconnected workplace community a benefit to the company and its customers.

What are your thoughts regarding workplace transparency? Please share your comments below.

To learn more about ways you can enhance transparency and advance your workplace strategies further, contact us today or click here.

©2012 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.  How may we help you?

www.theinfusiongroupllc.com

Photo Credit  iStockPhoto/joshblake

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Maximize Your Multigenerations in the New World of Work

Rapid change, connectivity and the sheer velocity of business today is changing the future of work and how work gets done.  It’s demanding more from people, leaders and organizations in new and exciting ways. With five generations bringing distinct values, beliefs, experiences and expectations to the workplace, achieving sustainable business now requires a new people equation.

  • What are some of the workforce trends that are impacting the changing world of work?
  • Why does generational diversity matter?
  • What will leaders of tomorrow need to lead a multigenerational workforce into the future?

This presentation sets the tone for why multigenerational diversity is an imperative in the new world of work for short-term gains and long-term survival. With practical insights into several workforce trends impacting a dynamic business environment and a forward look at innovative next practices, participants will learn how to improve workplace performance and retention outcomes.

Bring Out the Best in Each of Your Generations @ Work!

We work together to custom tailor each speaking session that compliments your organizational values and objectives.  Sessions can be tailored for individual, groups and/or critical workforce segments on-site or virtual.

  • Available for all-hands employee meeting or in two-hour and half-day workshop formats.

How do I book a session for our workplace?

Contact us – contact@theinfusiongroupllc.com or at 877.628.3873.  Together, we’ll discuss your needs and review options that keeps your workplace moving forward.

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Lift Up Your Leadership, Live Your Best Life

 

Feeling like your leadership potential is being held hostage? Maybe it is. How can you be sure?

 


Ask yourself these three key questions:

 

  1.  How am I able to consistently contribute really great work? 
  2.  How is my work life improving?
  3.  Am I raising the quality of life for myself and others? 

If your leadership role feels like it’s being held hostage, it may be time for you to set it free via a
better career, work-life fit in the new world of work.

Rethink engagement.

Our 24/7, interconnected work world – where free-flowing information is delivered via integrated systems that link networks of relationships and expertise – is rapidly redefining the nature of work. As organizational models pave the way to creating new design structures to better meet customers’ expectations, the ability to rise up requires tomorrow’s leaders to rethink organizational, career, and work-life success.

Lifting your own level of engagement by examining your well-being can be a helpful way to understand how satisfied – or dissatisfied – you are as a leader in the context of your career, work-life fit. Intrinsically, we understand that a higher level of well-being is better for us personally as well as for our organizations, but somewhere along the way in the process of company mergers, downsizings, and rightsizings we may find our satisfaction with our own abilities spiraling downward as more accountabilities have shifted to management. Now we find ourselves having to address unprecedented work challenges while also trying to prioritize our own conflicts between the demands of life and career.

Before you can reasonably expect to increase the discretionary effort of others and help them  achieve, let’s give some thought to how you might more fully live your own best life and end the downward spiral.     

A new approach.

Finding enrichment and improving well-being is possible, even during these demanding times. Just as many organizations measure the overall impact of their employees’ well-being on business performance, you too can elevate your understanding and rekindle engagement with your work by re-calibrating your career and your life.

Taking a different approach to evaluating your own well-being starts with a deeper dialogue and holistic understanding of the elements impacting your overall leadership experience and aspirations. Obtaining fact-based insights that scale your professional and personal priorities can help you design a personalized road map that keeps you focused on the decisions and strategic conversations that lead to your best life and a rewarding workplace experience. How important is your life’s game plan?

This year will be different.

The new year can be filled with exciting advancements, growth opportunities, and new work styles.  Ask yourself one simple thing:

Am I just getting by?  Or am I thriving?  How will I thrive more?

By taking an honest view of your leadership role today and its impact on your quality of living, you can begin to make strategic choices and conduct the workplace conversations necessary to lifting up your leadership potential, become an even better leader, and live your best life.

To get started on crafting your customized road map and enjoying the benefits of fresh insights and a well-coordinated strategic agenda, contact us today.

©2012 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.  How may we help you?

www.theinfusiongroupllc.com

Photo Credit  iStockPhoto/eyetoeyePIX

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A New Way to Power Up Workplace Performance

Do you remember the days when you sat alone in a room with your employee (s) once a year, anxiously explaining how you think this individual has been performing and wishing you had a broader perspective on his contributions to the team?

Today’s forward-looking leaders and employees know that annual performance feedback is often too little and too late when it comes to delivering results and improving business outcomes.

Let’s take a look at The History of Performance Reviews in this creative infographic by WorkSimple,

Global organizations that work in cross-cultural, cross-functional, and/or collaborative communities and want to encourage the best performance from their workforces can build an environment where everyone’s feedback counts and can be accounted for.  While many organizations for years have infused cross-functional teams, focus groups, and/or employee committees in decision-making and idea sharing, these effective organizational practices can often limit timely performance feedback.  Now, through the use of real-time performance feedback technologies and having a well-designed performance management system which aligns directly to the business strategy, performance insights can come almost instantly from people within and outside an employee’s direct reporting structure. In a rapidly changing business environment, social performance enables a proven way to improve performance feedback and mobilize people to work at their best through integrated talent management strategies, technologies and coaching. Rather than stand-alone tools, companies can now infuse internal social platform technologies and web interfaces to provide leaders new ways to understand everyday work processes, allowing for continuous coaching and visibility into valued contributions, which can enable more immediate development and effective employee recognition.

Imagine leaving a client presentation and then logging into a company portal where you can submit your feedback in real time, rather than waiting for the next debriefing to be scheduled. Imagine if something needed to be added to enhance the content for the next client presentation scheduled later that day. Now, cloud computing and next-generation talent management are powering up performance.

Employees can contribute to the workplace community by submitting their feedback, regardless of where they sit on the organizational chart or whether they are participating in the formal performance review cycle. They too are able to offer impressions of others’ work that can aid in strengthening work relations and collaboration.

These advancements help to address performance issues more rapidly than ever before, and within the appropriate context. In a networked work environment, the ability to quickly share feedback across the enterprise is key for organizations to stay competitive. Additionally, organizations can better incorporate appropriate feedback into the formal evaluation process as it’s aligned to the business strategy. Infusing an integrated performance-management design solution offers a simplified and more intuitive way to mobilize people and cultivate a culture where great work matters.

How might innovating your performance management system benefit your workplace in the coming year?  Learn more about expanding performance impact,  click here 
Infographic Credit: WorkSimple

©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. The Infusion Group™ brings together a portfolio of workplace services to achieve personalized business strategies for clients in the new world of work. For more information on achieving greater workplace potential, please visit www.theinfusiongroupllc.com.

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Feel Awkward When Recognizing Your Employees? Practice Makes Perfect.

Photo credit: iStockphoto/laflor

John was a hardworking director for a reputable third-party claims administration company.  As he rose through the ranks, many attributed his success to being a self-made leader. On the surface, his success might have been ascribed to an uncanny ability to influence people. However, one day John was faced with a growing set of difficult business circumstances and found that leaning on a workforce suffering from low morale presented new risks and challenges.

“While I want my employees to feel happy about working here, the reality is I am paying people to work hard,” John said. “Why should I be concerned about recognizing my employees?”

Every business seeks to understand the return on investment from any initiative, especially in today’s tight economy. John and leaders like him have found it’s worth their own investment to learn to overcome their discomfort with recognizing others.

Facing tough challenges during his youth and receiving limited family support, John grew up learning that hard work and perseverance could help him toward achieving his goals. Tough-minded yet fair, John sometimes demonstrated a pleasant and congenial demeanor, but most of the time he reflected a “bottom-line” style, expressing little emotion unless goals were not being met.

Over time, this results-only approach began to leave his workplace depleted of the natural need for human appreciation. It wasn’t that John didn’t appreciate people or offer an occasional “thank you” for good work; it just didn’t top his list of priorities. However, showing recognition and communicating appreciation toward others lets people know that they are valued and helps them connect to the workplace community.

The first step as John worked to overcome his feelings of discomfort in recognizing his employees more frequently was to take a look at his language of appreciation.

John’s language placed primary value on responsibility, leaving little focus on relationships or feelings. He himself didn’t look to others for appreciation, positive comments, or thanks. For him, work was about duty, responsibility, and doing “what I’m supposed to be doing.”  But John soon came to realize this approach was limiting his ability to offer a wider range of emotional expression that could spark his workforce. He resolved to share his thoughts and feelings with others without being prompted to do so.

Below are three practical ways to overcome awkward feelings when appreciating your employees:

  1. Embrace it.  Acknowledge that expressions of appreciation (for example, receiving direct verbal praise or compliments) may hold a different value for others in your workplace. Even if you feel that receiving praise isn’t necessary for you, consider whether it may be a kind of feedback your employees and customers want to hear. Refocus your approach by respectfully asking your employees for their specific preferences on how they like to be recognized for doing great work.
  2. Understand the link between hard work and morale. Recognize that many challenges and barriers arise during the day that can make doing work harder. Take a holistic view of such problems (e.g., computer issues, losing a valued employee or customer, lost communications and/or paperwork, lack of tools, stalled projects). Acknowledge the impact these issues can have on workers and know that by offering encouragement more consistently, you can renew the emotional efforts of your employees and, in turn, help to facilitate great work over time.
  3. Expand the language of encouragement in others. Some people need to hear verbal encouragement more than others do, but a common trait in today’s multigenerational workplace is the need for contagious appreciation. Open your leadership up to the many ways that appreciation can be expressed, whether through words, gifts or acts of service and/or time.

Take-Away Message

Acting on the decision to overcome awkward feelings when recognizing others can begin to strengthen relationships and connect your multigenerational workforce to what matters.

©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. The Infusion Group™ brings together a portfolio of workplace services to achieve personalized business strategies for clients in the new world of work. For more information on achieving greater workplace potential, please visit www.theinfusiongroupllc.com.

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Wow, Can We Really Do That?

Here we are in the final quarter of 2011 already and with continued economic uncertainties and rapid change, organizational leaders face unique opportunities to inspire great achievement in their employees and workplace.

A number of actions are available to forward looking companies who seek an opportunity to Minorityrefashion the workplace with their people and capabilities and ensure that talent can support their ability to stay competitive in the long-term.

Like many business discussions with organizational leaders it’s inevitable that they during the course of conversation say, “I didn’t know that you could do that with integrated talent management.”  They might be referring to the difference between human resource processes and behavioral sciences infused with robust business tools to build collaborative talent decisions into the architecture of the culture or creating a talent model deployment solution, solving a performance optimization issue or infusing business objectives with a talent portfolio strategy designed for the future. The “that” in reference is always something different – but the sentiment is the same: Integrated talent management and workforce intelligence can do many different things and solve many different business issues with great leadership.

These discussions provide opportunities to raise awareness about what it will take to prepare for the changing world of work and what an integrated talent management solution does and how it can maximize a multi-generational workforce to spark different levels of innovation while infusing your future portfolio with the best mix of talent, risk and rewards.

Simply stated, an integrated talent management strategy strengthens your vision, values, energy, and leadership portfolio to rapidly adapt to and execute business strategy. Like other business processes, a well-integrated talent management strategy and discipline allows you to design the workplace of the future – ensuring a healthy culture enables better talent decisions, financial investments, and engagement to identify and deliver new leaps in organizational performance.

So what’s your biggest talent management problem? You might be surprised to learn that understanding the value of your talent portfolio can help provide a laser-focused solution just-in-time to rocket launch 2012.

Ready to take your workforce to a new level of potential? Learn more about how our expanding portfolio of Vital Workplace Services™ and research-based assessment tools can help you inspire your workplace and deliver the business outcomes that matter most, click here.

© 2011 All Rights Reserved. The Infusion Group LLC. Judy White, SPHR, GPHR, HCS is the President of The Infusion Group, LLC, creating new possibilities in talent management and workplace culture design for leaders and organizations to have a meaningful impact on people, business and society.
Follow:  @Infusiongrpllc    To request reprint permission, please contact the Infusion Group™.

Photo Credit:  iStockphoto

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Bring Back the Balance in Reciprocal Relationships

Relationships in the world of social media or in the social organization speak the language of reciprocity.  What happens when you find the relationship imbalanced and how can you restore balance?

The following, Don’t Be a Social Media Beggar, is a guest post from Future Buzz community member John Boitnott.  To view the original at The Future Buzz,  click here. 

It’s a simple fact of working in social media that relationships can form out of reciprocal behavior. This is expressed in many ways. Perhaps the most famous (or at least simplest) of these is in the practice of “voting up” peoples’ stories on a social bookmarking site, because it insures that your story will get votes as well.

But that’s just the tip of the iceberg. As social media marketers interact with their contacts, friends and business associates each day, they make up a kind of “social media stock exchange,” with the more viral stories becoming the biggest “gainers” in the day’s trading.

Part of this is born out of the front pages of social bookmarking sites, where millions of people a week come to get their news or “meme” fix. But a lot more of it is born out of who knows who. People often ask me if I know writers at any publications who might be willing to write about their product or service. One popular question is, “Can you help me promote my product in some way?” I am often asked if I know anyone who is an “expert” on say, Tumblr or some other social network/bookmarking site. I am often asked if I know how best to promote pieces of content on such sites.

This is all fine, and is to be somewhat expected, in the fast paced world of content creation, site monetization and social promotion. The idea of paying it forward is admirable too. But the simple fact of the matter is that if you’re going to ask folks for significant help, you have to be ready to give back significantly. In my mind, this is somewhat loosely defined as “teaching someone how to fish.” I can give a vote here or a vote there because that’s the equivalent of providing a meal. Any more than that, and you’re giving someone the ability to make the meal themselves. That’s going too far. If you want to know how to do it yourself, teach yourself or pay someone in some way for the knowledge.

The problem for me comes when you run into those who have no idea that they need to give in order to get (or simply don’t want to). I hate to put it this way, but these “social media beggars” populate the landscape in large numbers. By and large it’s OK for the random person who I don’t actually know to come along and ask for a vote here or a retweet there. That just comes with the territory. It gets to be a little much, however, when folks ask you to lend them extensive insight into how best to promote an item on StumbleUpon say, or if I can put them in touch with one of my contacts at a client publication, meanwhile they are not able to provide anything of value back.

I again hate to put it this way, because it may seem cutthroat. But when I have clients depending on me to drive traffic to their sites, or a company depending on me to find new clients, every bit of my time has worth. It must be spent based on priorities – not according to charity (even though charity is very worthwhile and I have definitely always been a social media philanthropist in this manner, perhaps more than I should).

Essentially what’s missing for some people who I encounter online is the acknowledgment that what needs to occur is a broadening and strengthening of the actual relationship, before significant thoughts and strategies can be exchanged.

Again, don’t get me wrong. I’m too nice. Always have been. My social media career has been littered with relationships that saw me offer up too much in terms of knowledge and experience, even connections, for those who didn’t deserve it or appreciate it in the end. For me the lesson has been to search for a balance. On one hand I believe you have to be generous. You should err on the side of being kind and giving to people. But, you have to watch out for yourself too. You don’t want to give so much, get nothing back, and then watch as bitterness forms inside of you because you realize how much you were used.

So, to all of us who dwell online, I say, don’t be a social media beggar. Develop your areas of expertise. Have something to offer, and be willing to offer it.

Learn how to read the types of people you meet and get to know in the social media space. Try to forge real, long lasting relationships based on actual care for the other person. That will decrease the odds that you are giving information to someone who isn’t willing to help back. And remember — getting something back doesn’t always have to actually happen. You must decide whether you need that from someone once you get to know them and attempt to work with them in online marketing.

Once you start to see that a relationship becomes imbalanced though, that you are always being asked for things, and not getting anything in return, then it’s time to bail and move away from the person. There’s plenty of other people online who aren’t users. Go out and find them.

One of a small group of social media consultants with a background in the newsroom, John Boitnott consults with a variety of sites and publishers on how to build their popularity on the Internet. Leveraging social networks such as Facebook, Google+, Twitter, Digg, Reddit and StumbleUpon, he helps direct millions of page views each month. John has worked for NBC and Village Voice. John is currently Vice President of Business Development at Hasai Inc.

Thank you John for sharing your generous gift and to the team at Future Buzz for continuously exceeding our expectations!

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What Story is Your Workplace Telling Others?

Founder, Judy White, SPHR, GPHR, HCS is honored to be featured in this month’s issue of 
Women With Know How Magazine.  The full article (with permissions) is available here: 

Successful companies have more than great products and services.  Their performance stems from a clear vision, established strategic priorities, and the ability to act on objectives rapidly. World-class organizations, large and small, go beyond. They cut through an overcrowded marketplace with a distinct competitive differentiator:  their people.

Every connection that is made with customers, clients, and relevant stakeholders extends the story of your workplace. How your associates communicate, care, and connect with customers reflects their innate talents and leaves a lasting impression. It can also make the difference in whether co-workers invest more discretionary energy, creativity, and extra effort or simply submit the minimum.

An energized leader recently shared with me: “I can’t ever imagine leaving this company. I love working here.” After many years of working in health-care technology, this Generation X leader discovered his hidden talent potential, refocused his work/life priorities, and made a decision to align his values with the technologies that he found most intriguing and with which he felt he could deliver the highest customer return.

Smiling, he proceeded to share the many ways in which his new workplace was knocking his socks off by enabling him to connect with customers and collaborative colleagues to come up with new approaches to solving business challenges with leading-edge design technology solutions that far exceeded anyone’s expectations. As a result, his company is blazing new trails in helping its clients achieve extraordinary results.

Before the shift, the narrator inside this Generation X leader’s head was playing the role of “Passionate Geek.” Imagine if he continued to listen to the old narration that said, “You don’t have what it takes to be a relationship-builder in IT. You’re a techie.” If he had stayed tuned to that, he would have delivered far inferior customer outcomes and possibly passed on contributing valuable ideas, energy and innovation that could help his company’s clients achieve success.

As women business owners, you have a unique opportunity to create more empowering workplace stories by following four intuitive steps:

  1. Become aware of your current stories. Tune into the commentary that runs through your mind as well as your workplace conversations. Often, leaders are moving in a number of directions and miss the story entirely.  It’s especially important to be tuned in when you’re experiencing adversity and significant change.
  2. Assess the stories that are being told. Are the stories representing the reality of your workplace? Or are the stories offering insight into past perspectives that may be based in fear? Are these past perspectives holding your workplace back from connecting with clients, customers, and co-workers?
  3. Decide to act on truth.  As leaders, you can continue to live based on past experiences, or you can bring people’s talents together and collectively move closer to those stories that reflect current truths.
  4. Create a new story. You can be active participants in your workplace stories, and you can let go of those that hold you back. The words of your employees, your choices, and your collective actions matter — they mean more to your clients (and employees) than you think! They can affect the outcome, remarkably.

Reflecting on the differences between the Generation X leader’s new workplace and his former employer, I was curious what his perspective might be. His reply? “My new workplace provides me with the support and tools to care for our clients, while trusting me to make the decisions that can create and deliver the best story (and solution) to help them be more successful.”

©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. The Infusion Group™ brings together a portfolio of workplace services to achieve personalized business strategies for clients in the new world of work. For more information on achieving greater workplace potential, please visit www.theinfusiongroupllc.com.

 

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It Still Pays

Co-Founder’s Jerk-Free Policy Gives Employees and Clients Something to Celebrate

In today’s evolving workplace and uncertain economy, finding reasons to celebrate can sometimes seem like a stretch.  But even in hard times, one organization that knows the importance of talent and people offers plenty to celebrate by maintaining a jerk-free workplace.

Photo Courtesy: iStockPhoto

The concept goes back many years, to when Frank Moran, co-founder of what’s now the nation’s 12th-largest CPA firm, Plante & Moran, PLLC, was adamant that the firm wouldn’t hire or tolerate jerks.  Managing Partner Gordon Krater, who was hired at Plante & Moran in 1980, right out of college, recalls being intrigued by the “jerk-free” policy in the firm’s employee manual. To this day, the concept of a jerk-free work environment infuses Plante & Moran’s hiring practices.

As more companies seek ways to create a winning workplace culture and build toward the future, they see the value in ensuring a positive environment in which collaboration helps foster people’s best work.  This is often achieved by establishing clear expectations in people-management practices about the desired behaviors that support organizational values. A collaborative leadership structure that upholds these standards is key to creating such an environment.

Common attributes  of a jerk-free policy may include:

  • Purpose Statement
  • Core Values (including Respect for Individuals)
  • Outline of Applicable People-Management Practices
  • Behavior Expectations Written in Clear Language
  • Reporting and Investigative Process
  • Benefits

Does It Pay?

Plante & Moran has been on Fortune magazine’s “Best Places to Work” list since 1999. Back then, the firm’s staff numbered 900.  Now it has 1,600 employees and has opened several more offices in the U.S. and overseas.

The value for many organization’s achieving Fortune’s “Best Places to Work” recognition is often high, ranging from increases in employee and client satisfaction, reputational capital, better shareholder returns and volume of highly qualified talent pools.

Despite growing continuously and expanding service offerings, the firm has preserved its professional-leading staff retention rate and unparalleled client satisfaction levels. In recent surveys, 100% of clients said Plante & Moran staff were competent in their fields of discipline; further, nearly 100% of clients said Plante & Moran could use them as a reference and that the firm was proactive in meeting their needs, according to a press release.

Plante & Moran and a growing number of organizations, including Success Factors, Red Door Interactives, and others, are demonstrating a commitment to jerk-free practices and a healthier workplace culture.

It look’s like taking a bold action on having jerk-free workplace has allowed Plante & Moran employees and leaders to stay focused on doing what matters most, and doing it well.

For additional resources on how to optimize your workplace in the new world of work, visit our new community, become a member – - by registering here, it’s FREE!

© 2011 All Rights Reserved. The Infusion Group LLC. Judy White, SPHR, GPHR, HCS is the President of The Infusion Group, LLC, a people management consulting and coaching firm located in Raleigh/Durham, North Carolina.  Optimizing workplace solutions, www.theinfusiongroupllc.com  Follow: @TheInfusionGrpLLC   To request reprint permission, please contact the Infusion Group™

 

 

 

 

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Honoring and Remembering 9/11

Today, The Infuison Group™ pays special tribute to honoring our nation’s fallen heroes of 9/11. The men and women who demonstrated the highest level of compassion and humanity on that day and to those who serve and continue to serve our country, we salute you.
We will remember that day when our lives changed and our country set a new course that would change us forever.  We honor the heroes who make us feel proud to be an American.

Paying Tribute:  Slideshow - America Remembers

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