Talent Ready for Business
It’s a gap that can be catastrophic
to your organization.
Your mid-level leaders play a critical role in achieving your strategic
goals. Yet there is no assessment that provides a clear picture of
their readiness to execute and lead. How long do you think you can
hang on if you fail to close that gap?
That’s why we’ve developed Leader3 Ready®, a virtual assessment
designed for mid-level leaders.
What if you could gain:
1. Deeper insights to make crucial hiring and promotion decisions?
2. A development catalyst to ensure leaders are successful in their
current roles while accelerating their development?
3. Greater reach into your mid-level leader population resulting in
more leaders ready faster?
With the right assessment, you’ll have actionable data to inform the
real-time talent and business decisions you need to make today.
Learn how you can close the gap and jumpstart your mid-level
leaders now with Leader3 Ready®.
Leader3 Ready®. It’s about time. Visit www.ddiworld.com/L3-TD
The difference between hoping and knowing your next generation of leaders is ready.
in InFocus. “[HR] provided a lot of
insight and direction in ensuring that the
programs are meaningful and target the
Reward the Unexpected
Among the biggest pitfalls of setting
up incentive or reward programs that
extend beyond the workplace is that
some reward employees for avoiding
injuries, says Maureen Johnson, chair of
the HR branch of the American Society of
Safety Engineers, based in Park Ridge, Ill.
“OSHA actively discourages that
because of the concern that people won’t
report injuries,” she says. “Imagine a
work group that has gone 1,000 hours
without a work-related injury and [then
an employee] sustains an injury. [The
group] thinks if it reports this, it will lose
its pizza party or chance to be in the raffle
for a flat-screen TV.”
Likewise, Johnson adds, all safety
reward-and-recognition programs need to
be tied to continuous-improvement goals
and focus on positive and above-and-
beyond safe employee behaviors versus
expected ones such as wearing protective
personal equipment in designated areas.
“Start this by collecting employee
observations,” Johnson says. “When
this program or process works well or is
delivering the right results, raise the bar
a little bit.”
For example, she says, initially
recognize employees who report trip
hazards. As the program grows, reward
those who identify trip hazards and
suggest ways to fix them.
Then, measure the maturation
process along the way. Track the
amount of employee suggestions or
safety observations and then tie them
to HR and safety improvements within
a specific time frame. For example,
were ergonomic cases or worker’s
compensation cases reported since
you’ve implemented multiple ergonomic
improvements? Has employee turnover
or absenteeism dropped? Has employee
morale or engagement risen?
By having HR and safety working
together, Johnson says, the two functions
can create sustainable reward-and-recognition programs that “really bear
Although they share mutual goals,
safety recognition and award programs
typically operate independently from
health or wellness initiatives.
The National Institute for
Occupational Safety and Health prepared
“We [didn't] want
our employees to
for proposing fixes
to a hazardous