In [1]:

    

import pandas


    

In [4]:

    

core_inspirations = pandas.read_csv('./data/core_inspirations.csv', skiprows=1, names=['title', 'excerpt', 'description', 'id', 'created_at', 'updated_at', 'question', 'factor', 'code'])
core_inspirations = core_inspirations.fillna('')
core_inspirations.T.to_dict().values()


    

    
Out[4]:





dict_values([{'title': 'One company conference', 'excerpt': 'Host an employee conference to facilitate sharing across offices', 'description': "One company holds a four-day conference touching on themes from the common drivers of engagement. The first day is about the company's future, the second day is about the employees and their development, and the third day is for learning about each other and how employees work together. Bringing together people from multiple offices allows people to connect, share experiences and form bonds that aren't organically cultivated in geographically dispersed teams.", 'id': '123692a3-236e-47b3-8cea-14b4fa2a7ec1', 'created_at': '2017-08-17T11:00:12.033117', 'updated_at': '2018-01-25T04:20:45.763997', 'question': 'I have been provided an opportunity to see and discuss recent employee survey results', 'factor': '', 'code': 'ACT.1'}, {'title': 'Manager lotteries', 'excerpt': 'Connect managers across the business to talk about action', 'description': 'Pair managers across the organization so that they can meet over lunch or coffee to discuss opportunities and what actions their teams are taking. One company pairs managers who have similar opportunities (identified from recent employee survey results) so that they can learn from each other and break down organizational boundaries. ', 'id': 'c52aefeb-54c5-46fe-b8c6-9285f89e461e', 'created_at': '2017-08-17T11:00:07.009575', 'updated_at': '2018-01-25T04:20:45.762100', 'question': 'I have seen positive changes taking place based on recent employee survey results', 'factor': '', 'code': 'ACT.3'}, {'title': 'Courage to share action stories', 'excerpt': 'Share what your team is doing to address feedback', 'description': "To maintain momentum, it's essential that the actions taken as a result of survey feedback are visible to employees. At one company, individual and team actions resulting from feedback are shared at regular state-of-the-business all hands meetings by leaders from each team.", 'id': 'd987ecd5-5e79-4246-aac1-1c3ee4a5f489', 'created_at': '2017-08-17T11:00:08.696655', 'updated_at': '2018-01-25T04:20:45.781829', 'question': 'I have seen positive changes taking place based on recent employee survey results', 'factor': '', 'code': 'ACT.3'}, {'title': 'Action update emails', 'excerpt': 'Communicate progress addressing feedback', 'description': 'Communicate often and regularly about what is being done based on employee feedback. One company set up a monthly email update from each leader in the business. The content and format of the email is driven by the leader with no predefined formats or approaches. Leaders get creative in their communications but always make sure to link back to the original feedback and associated action.', 'id': '00e41e9a-d260-49ad-98b5-f70f6c92a258', 'created_at': '2017-08-17T11:00:10.401494', 'updated_at': '2018-01-25T04:20:45.763193', 'question': 'I have seen positive changes taking place based on recent employee survey results', 'factor': '', 'code': 'ACT.3'}, {'title': 'Internal communications channels', 'excerpt': 'Using internal communication channels to align on decisions', 'description': 'Use internal communications channels to align on decisions. One company uses internal collaboration channels to help team members feel more involved in decision making. Individual channels are created for specific projects and teams to support cross-communication. All key decisions are shared and debated in the relevant channels, ensuring that team members are involved in outcomes that affect day-to-day work activities. Team members are not required to be involved in the conversation, but are welcome to participate if they choose to.', 'id': '4ef79dcb-02b0-494e-a5f4-9ea05cab571b', 'created_at': '2017-08-17T11:00:29.159373', 'updated_at': '2018-01-25T04:20:45.769092', 'question': 'I am appropriately involved in decisions that affect my work', 'factor': '', 'code': 'ALI.1'}, {'title': 'Team retrospectives and planning', 'excerpt': 'Using team retrospectives and planning to learn', 'description': 'Achieve role clarity through team retrospectives and planning. Retrospective and planning meetings can be held with managers and team leads to align and improve processes. The meetings provide an opportunity to reflect on previous goals, work and processes; discuss what worked well and what could be improved and plan, redirect and align efforts to company goals. At the meeting decisions can be made and alignment on key priorities and roles improved.', 'id': '207205f9-8a8b-4903-937e-288b80d4dca2', 'created_at': '2017-08-17T11:00:31.741760', 'updated_at': '2018-01-25T04:20:45.769780', 'question': 'I am appropriately involved in decisions that affect my work', 'factor': '', 'code': 'ALI.1'}, {'title': 'Decision-making framework', 'excerpt': 'Include consulting others in your decision-making framework', 'description': 'Making consultation part of the formal decision-making process facilitates transparency and clarity. One company shares who has been consulted on a decision whenever a decision is shared. By highlighting the names of people who were consulted, reviewers of the decision can quickly identify the basis for the decision. This practice is particularly helpful in global organizations. It is not to demonstrate consensus, but to show that decision-makers considered other perspectives and implications.', 'id': 'ef4cdbe2-439e-43a7-a198-895e32847b30', 'created_at': '2017-08-17T11:01:00.420301', 'updated_at': '2018-01-25T04:20:45.790682', 'question': 'I am appropriately involved in decisions that affect my work', 'factor': '', 'code': 'ALI.1'}, {'title': 'Shark tank style competition', 'excerpt': 'Cross-functional teams pitch award ideas', 'description': 'Encourage employees to pitch ideas to executives in a "Shark Tank-style" competition. At one company cross-fuctional teams were formed to build ideas to pitch to the "Sharks" - a collection of senior leaders. This program encouraged cross-functional collaboration, healthy competition and recognition of great ideas. Once an idea was selected, resources were made available to implement.', 'id': '58f77db6-d764-4827-9c13-ada9d996f512', 'created_at': '2017-08-17T11:03:14.763822', 'updated_at': '2018-01-25T04:20:45.882793', 'question': 'I am appropriately involved in decisions that affect my work', 'factor': '', 'code': 'ALI.1'}, {'title': 'Realistic job preview', 'excerpt': 'Aligning expectations of new hires', 'description': "Be intentional about setting expectations for newcomers. One company enhances alignment and establishes trust during the recruiting and onboarding processes through Realistic Job Previews (RJPs). RJPs are communicated through video, sound bites, text and graphics and highlight the positive aspects of the role, organization and values. They provide specific examples of what's expected within the first six months of employment. Of equal importance, the RJP covers the challenging aspects of the role, reasons people left in the past and potential challenges new people may face.", 'id': 'b36cb2af-00ac-43bf-9a54-a83a5cc9fa7c', 'created_at': '2017-08-17T11:00:22.575293', 'updated_at': '2018-01-25T04:20:45.766938', 'question': 'I am happy with my current role relative to what was described to me', 'factor': '', 'code': 'ALI.2'}, {'title': 'Swap worst tasks', 'excerpt': 'Swap your least favorite tasks and see if they can be improved', 'description': "Create empathy and understanding by 'working in someone else's shoes'. Encourage employees to swap their least favorite tasks for a week. The goal is for each person to identify a better way of getting the task done by the end of the week. People get better visibility into the not-so-pleasant parts of each role. Additionally, fresh eyes can often lead to new ideas.", 'id': '3d227a78-2002-4ef4-98c6-03347faa866c', 'created_at': '2017-08-17T11:00:35.852625', 'updated_at': '2018-01-25T04:20:45.771215', 'question': 'I am happy with my current role relative to what was described to me', 'factor': '', 'code': 'ALI.2'}, {'title': 'LinkedIn makeover', 'excerpt': 'Manager and employee work together on description', 'description': "Encourage employees to work with their manager to make over the employees' LinkedIn profile. The goal is to identify gaps in how employees and managers describe the job. Additionally, managers have an opportunity to review peoples' experience and identify how they might utilize their skills and strengths in their current role.", 'id': 'bbd0f858-7537-433d-9113-c2d5fafb85d5', 'created_at': '2017-08-17T11:00:38.313556', 'updated_at': '2018-01-25T04:20:45.772650', 'question': 'I am happy with my current role relative to what was described to me', 'factor': '', 'code': 'ALI.2'}, {'title': 'Job description time capsules', 'excerpt': 'Closing the feedback loop on job expectations', 'description': "Ensure there is alignment in job expectations and requirements. At one company employees write down their understanding of the job expectations on the first day at work and put their note aside to be reviewed later. A month later, employees write their job description. In this second instance the question posed is, 'If we were to hire someone like you in this role in the future how would you describe the activities?'. They discuss the expectations document written on day one and the recently written job description with their manager. Where there is significant misalignment, the manager and employee are encouraged to discuss any adjustments that can be made. The manager is also encouraged to share back with HR any significant discrepancies so that adjustments can be made to the hiring process and job descriptions as appropriate.", 'id': 'af6f68b7-814c-484e-b0c2-fc9991bd4dcb', 'created_at': '2017-08-17T11:00:40.831195', 'updated_at': '2018-01-25T04:20:45.779591', 'question': 'I am happy with my current role relative to what was described to me', 'factor': '', 'code': 'ALI.2'}, {'title': 'Reverse interview', 'excerpt': 'Making dedicated time and formalizing', 'description': "Try reverse-interviewing to help prospective employees understand the job expectations and ensure the job is a match for them. The prospect interviews the people who would be their colleagues about the job, the culture and anything else they're interested in. The employees being interviewed don't ask questions, but focus on responding to the prospect. These sessions usually last 30-45 minutes.", 'id': '4873cbf7-44c0-44e2-9702-a7216daab121', 'created_at': '2017-08-17T11:00:42.482001', 'updated_at': '2018-01-25T04:20:45.785283', 'question': 'I am happy with my current role relative to what was described to me', 'factor': '', 'code': 'ALI.2'}, {'title': 'Day in the life', 'excerpt': "A candidate's 'A day in the life'", 'description': 'Give candidates an opportunity to test the job for a day. To ensure that prospects truly understood what the job would be like and what it would feel like to work in the office with their new colleagues, after receiving an offer and prior to accepting they are invited to shadow someone in the role and ask questions. The goal is to give the prospect a truly realistic representation for what the work will be like before they accept the offer. This reduces miscommunication about the job.', 'id': 'cc1f1457-226a-46fd-8898-d30daf6de6af', 'created_at': '2017-08-17T11:00:44.108050', 'updated_at': '2018-01-25T04:20:45.789352', 'question': 'I am happy with my current role relative to what was described to me', 'factor': '', 'code': 'ALI.2'}, {'title': 'Reward transparency', 'excerpt': 'Enable greater understanding of pay decisions', 'description': 'Create greater transparency and understanding for how pay raises and bonuses are applied. At one company, during the performance review process each employee was given a packet with their feedback and details on their merit increases and bonus; it explained the precise formula for how their bonus and merit raise was calculated. Because the formula was the same for everyone, it increased the perceived fairness of company-wide compensation.', 'id': '6da11d9e-edb5-4ff5-a528-a350f15cf958', 'created_at': '2017-08-17T11:03:10.674993', 'updated_at': '2018-01-25T04:20:45.889646', 'question': 'I believe my total compensation (base salary+any bonuses+benefits+equity) is fair, relative to similar roles at other companies', 'factor': '', 'code': 'ALI.3'}, {'title': 'Frequent pay calibrations', 'excerpt': 'Increase the cadence of calibrations', 'description': 'Instead of yearly pay calibrations, consider more frequent check-ins. This approach of more frequent salary checks is based on the thinking that the moment you realize an employee deserves a raise, they should receive it. The longer between that realization and the raise, the more time the employee has to feel that their contributions are not being fairly compensated. In a highly competitive job market this can lead to regrettable turnover that could have otherwise been addressed.', 'id': '4747dcbb-eb90-4f9c-8e83-50d583757ca4', 'created_at': '2017-08-17T11:03:38.125572', 'updated_at': '2018-01-25T04:20:45.897757', 'question': 'I believe my total compensation (base salary+any bonuses+benefits+equity) is fair, relative to similar roles at other companies', 'factor': '', 'code': 'ALI.3'}, {'title': 'Vacation discounts', 'excerpt': 'Help make vacations a financial reality for your employees', 'description': 'Make special vacations a reality for employees. To incentivize taking vacations, one company partners with travel agencies and hotels to provide their employees with discounts on vacation packages. They advertise these discounts internally and have setup channels on their internal communications software for employees to share their experience on the trips and to encourage others to take advantage of opportunities.', 'id': '905e2ce6-cfae-4be0-aaf0-55b914abfcde', 'created_at': '2017-08-17T11:07:24.636819', 'updated_at': '2018-01-25T04:20:46.018383', 'question': 'I believe my total compensation (base salary+any bonuses+benefits+equity) is fair, relative to similar roles at other companies', 'factor': '', 'code': 'ALI.3'}, {'title': 'Alignment workshops', 'excerpt': 'Align work to organization change efforts and growth strategy', 'description': 'Align company work processes to company change efforts. One company holds regular alignment workshops where mid-level managers, the ones responsible for making processes run efficiently and effectively, are asked to reflect on existing operational and people practices to identify how their current systems and processes might block achievement of the company strategy. Outputs include a cost-impact analysis (matrix format) where high impact, low cost items are candidates for immediate action.', 'id': 'f6acf8c7-e8ff-4299-97cd-347bbcacf989', 'created_at': '2017-08-17T11:00:15.264839', 'updated_at': '2018-01-25T04:20:45.764726', 'question': 'I know how my work contributes to the goals of %ACCOUNT_NAME%', 'factor': '', 'code': 'ALI.4'}, {'title': 'Capability and team profiles', 'excerpt': 'Map roles to organization capabilities that drive strategy', 'description': "Create a visual summary of your organization's strategic capabilities and map each role and team to the capabilities. One company does this to help people understand how they contribute and who to go to for input on specific projects.", 'id': '9b191317-764d-4132-bcbc-ccd321636de6', 'created_at': '2017-08-17T11:00:17.697505', 'updated_at': '2018-01-25T04:20:45.765439', 'question': 'I know how my work contributes to the goals of %ACCOUNT_NAME%', 'factor': '', 'code': 'ALI.4'}, {'title': 'Level-up alignment sessions', 'excerpt': 'Connect employees to organization mission, vision, and brand', 'description': "Connect employees to the organization's mission using level-up alignment sessions. One company delivers these sessions at annual all-hands conferences focused on their vision, mission, and brand. Every employee is encouraged to collaborate on what the vision, mission, and brand mean, and to align on key messaging. Internal keynote speakers drum up excitement for the mission, providing fresh perspectives.", 'id': 'eb0aa1a9-0aaf-4009-a985-167c8780aaa7', 'created_at': '2017-08-17T11:00:19.352075', 'updated_at': '2018-01-25T04:20:45.766170', 'question': 'I know how my work contributes to the goals of %ACCOUNT_NAME%', 'factor': '', 'code': 'ALI.4'}, {'title': 'Onboarding at headquarters', 'excerpt': 'Give new hires time at headquarters ', 'description': 'To get employees onboarded and contributing quickly in a way that best aligns with company goals, one company brings all new employees (regardless of distance) to company headquarters as a part of their orientation. As part of this, new hires hear speeches from the executive team, experience a live product demo, and meet with colleagues from other functions who they will be working and collaborating with in their roles.', 'id': '1a1ac666-87a8-46bc-8511-04157a9c9a72', 'created_at': '2017-08-17T11:00:24.195319', 'updated_at': '2018-01-25T04:20:45.767683', 'question': 'I know how my work contributes to the goals of %ACCOUNT_NAME%', 'factor': '', 'code': 'ALI.4'}, {'title': 'In-person project kickoff', 'excerpt': 'Get the entire team together to kickoff a new project', 'description': 'Bring every team member to a central location anytime there is a kick-off for a new project. One company has found this helps align the team on the goals of the project and strengthens team member relationships from the beginning.', 'id': '3d82ef92-0ffa-4d3d-81e4-b950c1d4ae37', 'created_at': '2017-08-17T11:00:26.629452', 'updated_at': '2018-01-25T04:20:45.768361', 'question': 'I know how my work contributes to the goals of %ACCOUNT_NAME%', 'factor': '', 'code': 'ALI.4'}, {'title': 'Coffeehouse meetings', 'excerpt': 'Enable casual cross-business current work sharing', 'description': 'Create casual forums for cross-team sharing. One company designed "Coffeehouse" meetings where cross functional teams can share what they are working on. The company that started the monthly team "Coffeehouse" meeting did so to connect employees to key pieces of information and encourage cross-business sharing. It is a casual, 90 minute meeting where various senior leaders explain what their teams are working on and how it links to organizational objectives. With high participation among employees and the most senior leaders, it was an innovative way to communicate.', 'id': 'fcc8b1f2-d92c-48de-a08d-dffde6d83431', 'created_at': '2017-08-17T11:00:33.388453', 'updated_at': '2018-01-25T04:20:45.770476', 'question': 'I know how my work contributes to the goals of %ACCOUNT_NAME%', 'factor': '', 'code': 'ALI.4'}, {'title': 'Team growth exercise', 'excerpt': 'Align on what the team can achieve', 'description': 'To facilitate team alignment on goals, one company encourages each team to hold a quarterly team growth exercise where the teams state what they can accomplish in the short term (3-6 months), what they want to accomplish strategically in the long term (1-2 years) and what resources are needed from the organization to achieve those goals.', 'id': 'cd6c7724-5da6-4a10-aff2-7f0e29a3ba73', 'created_at': '2017-08-17T11:01:45.077382', 'updated_at': '2018-01-25T04:20:45.829898', 'question': 'I know how my work contributes to the goals of %ACCOUNT_NAME%', 'factor': '', 'code': 'ALI.4'}, {'title': 'LinkedIn makeover', 'excerpt': 'Manager and employee work together on description', 'description': "Encourage employees to work with their manager to make over the employees' LinkedIn profile. The goal is to identify gaps in how employees and managers describe the job. Additionally, managers have an opportunity to review peoples' experience and identify how they might utilize their skills and strengths in their current role.", 'id': 'bbd0f858-7537-433d-9113-c2d5fafb85d5', 'created_at': '2017-08-17T11:00:38.313556', 'updated_at': '2018-01-25T04:20:45.772650', 'question': 'I know what I need to do to be successful in my role', 'factor': '', 'code': 'ALI.5'}, {'title': 'Expanded career conversations', 'excerpt': 'Hold mid-year career conversations', 'description': 'Hold more regular career-focused conversations with employees. One company has mid-year career conversations that focus solely on development and career planning. These conversations are led by the employee so that they are encouraged to take ownership of their development. They are provided with a simple template to complete as a guide for the conversation. The employees are encouraged to include a discussion of their personal and job-related goals so the manager can give recommendations for individual skills development opportunities.', 'id': 'fade6361-3514-45f9-8ad7-9be84dafb609', 'created_at': '2017-08-17T11:04:35.065515', 'updated_at': '2018-01-25T04:20:45.913654', 'question': 'I know what I need to do to be successful in my role', 'factor': '', 'code': 'ALI.5'}, {'title': 'Career jungle gym', 'excerpt': 'Communicate role descriptions and opportunities', 'description': 'Create a clear way to communicate all development opportunities. One company developed what they call a Career Jungle Gym, which is a career pathing document that clearly lays out opportunities across the organization. The Career Jungle Gym will often differ depending on function and role and covers topics such as expected behaviors, scope, responsibilities, leadership traits, and independence/autonomy. This can also be used as a foundation to talk about new opportunities where an employee is not the right fit for a given role.', 'id': 'b02af541-1830-4e81-805c-f946389d9f85', 'created_at': '2017-08-17T11:04:42.655216', 'updated_at': '2018-01-25T04:20:45.924199', 'question': 'I know what I need to do to be successful in my role', 'factor': '', 'code': 'ALI.5'}, {'title': 'Customized career templates', 'excerpt': 'Use customized templates for focused career conversations', 'description': "Providing customized career conversation templates helps facilitate career development conversations between managers and employees. Templates are customized depending on the employee's goals (e.g. gain leadership skills or transfer to a new department). Career conversation templates are useful to guide both performance reviews and employee check-ins.", 'id': '5e60d313-dc64-4d30-a7d0-16401f4863f9', 'created_at': '2017-08-17T11:04:50.188388', 'updated_at': '2018-01-25T04:20:45.937619', 'question': 'I know what I need to do to be successful in my role', 'factor': '', 'code': 'ALI.5'}, {'title': 'More frequent feedback', 'excerpt': 'Increase the cadence of feedback for employees', 'description': 'Increase the cadence of feedback for employees. One company has decided to abandon performance ratings. They have created a more frequent and feedback-focused performance management process. Every quarter, every employee sits down with their manager to give and receive feedback and discuss goals from the quarter prior and upcoming quarter. They can also discuss career pathing.', 'id': 'a4ad8230-e1e5-41d8-a5ca-88851c032190', 'created_at': '2017-08-17T11:05:24.952641', 'updated_at': '2018-01-25T04:20:45.927009', 'question': 'I know what I need to do to be successful in my role', 'factor': '', 'code': 'ALI.5'}, {'title': 'Better one-on-one meetings', 'excerpt': 'Create more effective one-on-one meetings', 'description': "Embedding a consistent practice of one-on-one meetings throughout an organization is a key component of performance management. At one company, managers and individual contributors are trained on what how to run effective one-on-one meetings. This company formed a team to help develop new content to help managers in their one-on-one meetings, including: what makes a great one-on-one meeting, what types of conversations to have, a manager checklist, dos and don'ts, and a bank of questions to use to stimulate the right conversations. Geographically dispersed organizations may want to ensure there are one-on-one meeting champions in each location to assist managers with new training and tools. Executives should also be encouraged to role-model effective one-on-one practices.", 'id': '36461586-c18f-415c-9c4c-932f83088838', 'created_at': '2017-08-17T11:05:28.287519', 'updated_at': '2018-01-25T04:20:45.927706', 'question': 'I know what I need to do to be successful in my role', 'factor': '', 'code': 'ALI.5'}, {'title': 'Internal communications channels', 'excerpt': 'Using internal communication channels to align on decisions', 'description': 'Use internal communications channels to align on decisions. One company uses internal collaboration channels to help team members feel more involved in decision making. Individual channels are created for specific projects and teams to support cross-communication. All key decisions are shared and debated in the relevant channels, ensuring that team members are involved in outcomes that affect day-to-day work activities. Team members are not required to be involved in the conversation, but are welcome to participate if they choose to.', 'id': '4ef79dcb-02b0-494e-a5f4-9ea05cab571b', 'created_at': '2017-08-17T11:00:29.159373', 'updated_at': '2018-01-25T04:20:45.769092', 'question': 'At %ACCOUNT_NAME% there is open and honest two-way communication', 'factor': '', 'code': 'COL.1'}, {'title': 'Improved conversations', 'excerpt': 'Facilitating better dialogue in meetings', 'description': "Improve meeting effectiveness with clearly-defined opportunities to contribute. After receiving survey feedback that employees didn't feel they could be open and honest, the executive team at one company instituted a practice called 'elephants, dead fish and vomit' at regular meetings. Elephants are the big things in the room nobody is talking about, dead fish are the things from the past people can't let go of and vomit is for those situations when someone just needs to be heard. Allocating time for this facilitates dialogue because time is set aside for people to share views that could align with the ideas of elephants, dead fish and/or vomit.", 'id': '2c4f398f-161e-4f66-bb23-b5514355d477', 'created_at': '2017-08-17T11:00:48.154054', 'updated_at': '2018-01-25T04:20:45.798787', 'question': 'At %ACCOUNT_NAME% there is open and honest two-way communication', 'factor': '', 'code': 'COL.1'}, {'title': 'Skip level meetings', 'excerpt': 'Fostering open communication', 'description': 'Foster open communication and alignment using skip-level meetings. One company has regular skip-level meetings, where directors skip their direct report and meet with their team, often one-on-one with individual contributors. The manager who reports to the director is not involved in these meetings. This fosters an open environment where employees feel included in important decisions. The directors have an opportunity to ensure that the mission and objectives of the team are clear and that the team is being fully enabled by the organization to meet its objectives.', 'id': '622179d7-b06b-4493-9b17-9f8d5ff5b7b0', 'created_at': '2017-08-17T11:00:49.831106', 'updated_at': '2018-01-25T04:20:45.809673', 'question': 'At %ACCOUNT_NAME% there is open and honest two-way communication', 'factor': '', 'code': 'COL.1'}, {'title': 'No triangles', 'excerpt': 'Encouraging open and direct feedback', 'description': "Encourage open and honest feedback within your organization. One leader implemented a no-triangle rule in her team after finding that people were not being up front and honest with one another. The 'no-triangle' rule states that if you have feedback for an individual, then you must go directly to that individual and not to a third party. Everyone has permission to call someone out on the rule.", 'id': 'a0bb9c26-5c3e-4b45-9514-c673f9abf978', 'created_at': '2017-08-17T11:00:52.262116', 'updated_at': '2018-01-25T04:20:45.790021', 'question': 'At %ACCOUNT_NAME% there is open and honest two-way communication', 'factor': '', 'code': 'COL.1'}, {'title': 'Anonymous questions', 'excerpt': 'Create anonymous comms channel for employees ', 'description': 'Make space for feedback and questions from all employees. To facilitate questions at all hands meetings, one company created an anonymous communications channel (using its internal comms software). Employees ask questions anonymously prior to all hands meetings. The questions are then answered by leadership at these meetings. Employees feel that their voices are heard and they can express their opinions without connecting their name to the question. This could also be done at a team level prior to team meetings.', 'id': '4e1e81a2-9f33-4473-83dc-c6b8e4917a93', 'created_at': '2017-08-17T11:01:07.333956', 'updated_at': '2018-01-25T04:20:45.787361', 'question': 'At %ACCOUNT_NAME% there is open and honest two-way communication', 'factor': '', 'code': 'COL.1'}, {'title': 'Project FAQs', 'excerpt': 'Answer and archive cross-department FAQs', 'description': "Create living FAQs for each project and ask employees outside of the team what they want to know. One company uses this approach to ensure all relevant information is easily accessible. The project owner answers questions in the living document as they're asked, keeping the document up-to-date.", 'id': 'aef097ea-4280-4fc9-a5dc-447d62f31d55', 'created_at': '2017-08-17T11:01:14.637568', 'updated_at': '2018-01-25T04:20:45.810377', 'question': 'At %ACCOUNT_NAME% there is open and honest two-way communication', 'factor': '', 'code': 'COL.1'}, {'title': 'Information flows exercise', 'excerpt': 'Identify information flow blockers', 'description': 'The information flows exercise focuses on identifying blockers. One company teams get together regularly and look at their daily operations and opportunities for greater efficiency. They identify specific information blockers in the process. The team first asks, "When was our own team the blocker for another team, whether it was information withheld or taking too long to complete a task?" Then, they discuss when their own team was blocked and how they can ask others to do things differently to prevent it from happening. Summaries from these meetings are published publicly within the company and groups where blockers are identified are approached to design solutions.', 'id': '3dc4a7cb-8908-4581-8d17-b19702df1de8', 'created_at': '2017-08-17T11:01:50.189557', 'updated_at': '2018-01-25T04:20:45.791329', 'question': 'At %ACCOUNT_NAME% there is open and honest two-way communication', 'factor': '', 'code': 'COL.1'}, {'title': 'Directly responsible individual', 'excerpt': 'A decision-making framework', 'description': 'Make better decisions by clarifying who owns the decision and providing transparency about the process. One organization uses DRI (Directly Responsible Individual) grids to facilitate more open and clear decision-making. The DRI grid is shared with everyone in the organization and records who owns each decision, key stakeholders, their feedback and possible alternative decisions. This framework empowers the DRI and enables everyone to understand and support important decisions.', 'id': '89bf6653-bd98-41fa-94c7-ae1484c21e75', 'created_at': '2017-08-17T11:02:20.284676', 'updated_at': '2018-01-25T04:20:45.837197', 'question': 'At %ACCOUNT_NAME% there is open and honest two-way communication', 'factor': '', 'code': 'COL.1'}, {'title': 'Synthesis sessions', 'excerpt': 'In-person leader facilitated discussions', 'description': "Hold open forums to share information about the current state of the organization with employees. One company has 'Synthesis sessions' which are monthly meetings where a leader discusses current business challenges and successes as well as changes in market positions. The first 15 minutes of the session focus on the leader sharing current opportunities and discussing future possibilities. The remaining time is devoted to open discussion on any questions employees have about the business and concerns that individuals on the team may have about blockers to their ability to help the business achieve its goals.", 'id': '7222a089-95dc-4eed-a181-500d5e1711b2', 'created_at': '2017-08-17T11:04:16.082798', 'updated_at': '2018-01-25T04:20:45.863483', 'question': 'At %ACCOUNT_NAME% there is open and honest two-way communication', 'factor': '', 'code': 'COL.1'}, {'title': 'Round the Room', 'excerpt': 'Include and give all team members a voice in meetings', 'description': 'Adopt practices that encourage diversity and inclusion. One company uses a technique called "Round the Room" in which they go around the room during a meeting to give every attendee a chance to give their opinions or feedback, thereby encouraging more than just a singular point of view.', 'id': '91ef8d88-9492-4311-968c-cb3735f2242c', 'created_at': '2018-02-22T22:31:12.828369', 'updated_at': '2018-02-22T22:31:12.841603', 'question': 'At %ACCOUNT_NAME% there is open and honest two-way communication', 'factor': '', 'code': 'COL.1'}, {'title': 'Universal Storytelling', 'excerpt': 'Share stories across your company', 'description': "Encourage opportunities for team members to share stories about themselves and their work experiences to create understanding at a deeper level. By applying the concept of universal storytelling, you can build an approach that doesn't deny differences but rather celebrates similarities, and brings people together in a shared experience that wouldn't have existed otherwise. Research has shown that this form of sharing creates social bonds and a feeling of belonging.", 'id': '2f240d47-981a-4bfa-8c2c-69e9fe60fbaf', 'created_at': '2018-02-22T22:31:25.817561', 'updated_at': '2018-02-22T22:31:25.833510', 'question': 'At %ACCOUNT_NAME% there is open and honest two-way communication', 'factor': '', 'code': 'COL.1'}, {'title': 'Meeting Manifesto', 'excerpt': 'Improve meeting effectiveness', 'description': 'Improve meeting effectiveness using clear guidelines. One company developed a meeting manifesto which outlines what a quality meeting looks like and keeps the end goal and objective of the meeting in mind. For each meeting, the meeting owner is challenged to identify the purpose, key decision makers and clearly state why each person has been invited.', 'id': '2110915a-35aa-4f18-9efc-e18e8a814f89', 'created_at': '2017-08-17T11:00:45.739845', 'updated_at': '2018-01-25T04:20:45.794087', 'question': 'Most people here make a good effort to consult other staff where appropriate', 'factor': '', 'code': 'COL.2'}, {'title': 'Seat shuffle', 'excerpt': 'Get to know others in the business', 'description': 'Encouraging employees to get to know others outside their team, the seat shuffle moves employees around the office and introduces them to other people in the organization. One company shuffles seats every three months. Not all teams are required to participate and some teams that need to work closely in person each day prefer to keep the shuffle within the team.', 'id': '6b0d0bd5-ce50-480c-b937-7faab0026b19', 'created_at': '2017-08-17T11:00:53.884463', 'updated_at': '2018-01-25T04:20:45.794741', 'question': 'Most people here make a good effort to consult other staff where appropriate', 'factor': '', 'code': 'COL.2'}, {'title': 'Decision-making framework', 'excerpt': 'Include consulting others in your decision-making framework', 'description': 'Making consultation part of the formal decision-making process facilitates transparency and clarity. One company shares who has been consulted on a decision whenever a decision is shared. By highlighting the names of people who were consulted, reviewers of the decision can quickly identify the basis for the decision. This practice is particularly helpful in global organizations. It is not to demonstrate consensus, but to show that decision-makers considered other perspectives and implications.', 'id': 'ef4cdbe2-439e-43a7-a198-895e32847b30', 'created_at': '2017-08-17T11:01:00.420301', 'updated_at': '2018-01-25T04:20:45.790682', 'question': 'Most people here make a good effort to consult other staff where appropriate', 'factor': '', 'code': 'COL.2'}, {'title': "Who's who in the zoo", 'excerpt': 'Keeping employees connected', 'description': "Growing quickly can result in newcomers finding it difficult to feel part of a team. To help people get to know each other, one company developed a 'who's who in the zoo' program. A quiz and competitions in each region with questions such as, 'If you make a change to the pricing, who do you need to involve?' and 'Which team do you go to for advice on contracts?' provide fun ways to get to know people and procedures. The quiz also includes more general questions such as, 'Where is the all staff directory', and fun facts like 'Which team member has nine brothers?' and 'Which customer coach was a finalist in American Idol?'.", 'id': '0826f61d-c88d-4842-b6c2-5ed20fd172d1', 'created_at': '2017-08-17T11:01:02.865682', 'updated_at': '2018-01-25T04:20:45.773347', 'question': 'Most people here make a good effort to consult other staff where appropriate', 'factor': '', 'code': 'COL.2'}, {'title': 'Living org chart', 'excerpt': 'Learn where your colleagues live', 'description': 'Develop a living org chart so people can see where their co-workers are located across geographies and teams. One company that uses a living org chart finds it enhances connections between employees. People are more likely to consult each other and reach out to one another to collaborate.', 'id': 'f7c90506-c288-47a6-9740-f522f8ee24f2', 'created_at': '2017-08-17T11:01:04.507478', 'updated_at': '2018-01-25T04:20:45.799446', 'question': 'Most people here make a good effort to consult other staff where appropriate', 'factor': '', 'code': 'COL.2'}, {'title': 'Project service announcements', 'excerpt': 'Broadcast new projects to get input', 'description': 'Implement PSAs (Project Service Announcements) that inform the organization of a new project kicking off and asks stakeholders to provide relevant background information or necessary resources. One company developed this program to ensure the right people were being consulted and historical context was being given prior to starting a project.', 'id': '4636f5d1-6d91-4a99-8c83-07760c3db3ae', 'created_at': '2017-08-17T11:01:12.193888', 'updated_at': '2018-01-25T04:20:45.828576', 'question': 'Most people here make a good effort to consult other staff where appropriate', 'factor': '', 'code': 'COL.2'}, {'title': 'Project FAQs', 'excerpt': 'Answer and archive cross-department FAQs', 'description': "Create living FAQs for each project and ask employees outside of the team what they want to know. One company uses this approach to ensure all relevant information is easily accessible. The project owner answers questions in the living document as they're asked, keeping the document up-to-date.", 'id': 'aef097ea-4280-4fc9-a5dc-447d62f31d55', 'created_at': '2017-08-17T11:01:14.637568', 'updated_at': '2018-01-25T04:20:45.810377', 'question': 'Most people here make a good effort to consult other staff where appropriate', 'factor': '', 'code': 'COL.2'}, {'title': 'Go-to badges', 'excerpt': 'Increase knowledge sharing', 'description': "Increase knowledge sharing by highlighting peoples' expertise. The organization that came up with this idea nominates individuals to 'wear' badges on their desks with topics they know a lot about. Each employee is encouraged to have at least two work-related badges (examples include 'brand marketing' and 'Ruby on Rails') and a personal badge (anything from 'woodworking' to 'raising twins'). As a result, informal knowledge-sharing has increased and people have learned new things about their colleagues.", 'id': '21224bfa-857e-41dd-896a-86603cc12e13', 'created_at': '2017-08-17T11:01:58.435342', 'updated_at': '2018-01-25T04:20:45.792018', 'question': 'Most people here make a good effort to consult other staff where appropriate', 'factor': '', 'code': 'COL.2'}, {'title': 'Product advisory group', 'excerpt': 'Cross-team oversight to get a fresh perspective', 'description': 'Enable cross-functional input into product development through a Product Advisory Board. At one organization a representative from each team has a place on the Product Advisory Board. The board meets once a week with the product manager and designer to discuss the evolution of the product, provide feedback on key decision points and help develop internal and external content. A similar group could be implemented at the team level with collaboration from other teams. Another lightweight alternative would be to invite members from other teams to your team planning meeting to get a fresh perspective.', 'id': '33b35e97-4627-4e79-92bb-64a7842ed118', 'created_at': '2017-08-17T11:06:04.039401', 'updated_at': '2018-01-25T04:20:45.958893', 'question': 'Most people here make a good effort to consult other staff where appropriate', 'factor': '', 'code': 'COL.2'}, {'title': 'Coffee lottery', 'excerpt': "Set up meetings with employees that don't know each other", 'description': "Use a coffee lottery to connect employees who don't often speak to each other. One company used an automated lottery 'bot' in its internal communications system. The company titled its bot 'Donut'. This bot matches employees with a partner to have coffee with, either in person or via videoconference, every two weeks. Following the coffee meeting, employees are encouraged to post a picture in a dedicated communication channel and let everyone know what they learned about each other. Help encourage involvement by reimbursing the cost of the coffee.", 'id': '7c144a98-d41e-491c-b425-64b8ca0851eb', 'created_at': '2017-08-17T11:06:56.491025', 'updated_at': '2018-01-25T04:20:46.015392', 'question': 'Most people here make a good effort to consult other staff where appropriate', 'factor': '', 'code': 'COL.2'}, {'title': 'Seat shuffle', 'excerpt': 'Get to know others in the business', 'description': 'Encouraging employees to get to know others outside their team, the seat shuffle moves employees around the office and introduces them to other people in the organization. One company shuffles seats every three months. Not all teams are required to participate and some teams that need to work closely in person each day prefer to keep the shuffle within the team.', 'id': '6b0d0bd5-ce50-480c-b937-7faab0026b19', 'created_at': '2017-08-17T11:00:53.884463', 'updated_at': '2018-01-25T04:20:45.794741', 'question': 'Other departments at %ACCOUNT_NAME% collaborate well with us to get the job done', 'factor': '', 'code': 'COL.3'}, {'title': 'Insight days', 'excerpt': 'Experience a day in the role of someone else', 'description': "Enabling employees to experience a different role for a day helps to develop empathy across functions and break down barriers. One company developed a program where all employees are required to do at least one day in someone else's role each quarter. To make it easier and minimize disruption, this company also allocated specific days when a larger group of people could switch roles. They created a rough guide for hosts to help them structure their day with minimal preparation. This initiative not only creates empathy for other roles, it also reduces silos and increases collaboration.", 'id': '5c241e78-50fd-43bc-a509-49f6dbd6d557', 'created_at': '2017-08-17T11:00:57.152787', 'updated_at': '2018-01-25T04:20:45.780478', 'question': 'Other departments at %ACCOUNT_NAME% collaborate well with us to get the job done', 'factor': '', 'code': 'COL.3'}, {'title': 'Living org chart', 'excerpt': 'Learn where your colleagues live', 'description': 'Develop a living org chart so people can see where their co-workers are located across geographies and teams. One company that uses a living org chart finds it enhances connections between employees. People are more likely to consult each other and reach out to one another to collaborate.', 'id': 'f7c90506-c288-47a6-9740-f522f8ee24f2', 'created_at': '2017-08-17T11:01:04.507478', 'updated_at': '2018-01-25T04:20:45.799446', 'question': 'Other departments at %ACCOUNT_NAME% collaborate well with us to get the job done', 'factor': '', 'code': 'COL.3'}, {'title': 'Department liaison', 'excerpt': 'Create a customer Liaison role to help the product teams prioritize ', 'description': 'Create a role that facilitates communication between key parts of the organization. In order to ensure customer feedback was getting to the product team, one company developed a liaison role. This individual discusses feedback and perceived priorities with several customer teams. Then they summarize the feedback and take it to the product team. Customer facing employees are happy that they can take the feedback directly to the product team in a formalized way and appreciate that the product team has a pulse on where customer priorities are.', 'id': '9b4bca01-674d-4864-a501-d94d3e190c27', 'created_at': '2017-08-17T11:01:09.761932', 'updated_at': '2018-01-25T04:20:45.819326', 'question': 'Other departments at %ACCOUNT_NAME% collaborate well with us to get the job done', 'factor': '', 'code': 'COL.3'}, {'title': 'Project service announcements', 'excerpt': 'Broadcast new projects to get input', 'description': 'Implement PSAs (Project Service Announcements) that inform the organization of a new project kicking off and asks stakeholders to provide relevant background information or necessary resources. One company developed this program to ensure the right people were being consulted and historical context was being given prior to starting a project.', 'id': '4636f5d1-6d91-4a99-8c83-07760c3db3ae', 'created_at': '2017-08-17T11:01:12.193888', 'updated_at': '2018-01-25T04:20:45.828576', 'question': 'Other departments at %ACCOUNT_NAME% collaborate well with us to get the job done', 'factor': '', 'code': 'COL.3'}, {'title': 'Watch me work', 'excerpt': 'Give employees an opportunity to describe their work to others', 'description': "Develop a Watch Me Work segment at meetings where a team explains what their work is and how they complete it. The goal is to enable understanding of other teams' goals, processes and impact, and to develop empathy. Depending on the size of the team, each team member could outline their role and how it contributes to the larger organizational goals. At one company, they also included what tools they use to complete their work and how people could track project progression. Additional topics that could be covered include: how to put in requests, or their most used resources.", 'id': '820fdbcf-79f4-493f-b6f3-e5acede37d9d', 'created_at': '2017-08-17T11:01:18.082455', 'updated_at': '2018-01-25T04:20:45.820017', 'question': 'Other departments at %ACCOUNT_NAME% collaborate well with us to get the job done', 'factor': '', 'code': 'COL.3'}, {'title': 'World clocks', 'excerpt': 'Enable global team awareness', 'description': 'Create greater understanding of the geographic dispersion of the organization. Every office in this global company has a clock for every time zone their colleagues work in up on the walls. This simple initiative not only helps colleagues choose meeting times that are more time zone friendly, they are also reminded on a daily basis that they have teams around the world to work together with on projects.', 'id': 'fa06ec88-7199-4b42-87cc-ba773db7dda1', 'created_at': '2017-08-17T11:01:19.737319', 'updated_at': '2018-01-25T04:20:45.774017', 'question': 'Other departments at %ACCOUNT_NAME% collaborate well with us to get the job done', 'factor': '', 'code': 'COL.3'}, {'title': 'Information flows exercise', 'excerpt': 'Identify information flow blockers', 'description': 'The information flows exercise focuses on identifying blockers. One company teams get together regularly and look at their daily operations and opportunities for greater efficiency. They identify specific information blockers in the process. The team first asks, "When was our own team the blocker for another team, whether it was information withheld or taking too long to complete a task?" Then, they discuss when their own team was blocked and how they can ask others to do things differently to prevent it from happening. Summaries from these meetings are published publicly within the company and groups where blockers are identified are approached to design solutions.', 'id': '3dc4a7cb-8908-4581-8d17-b19702df1de8', 'created_at': '2017-08-17T11:01:50.189557', 'updated_at': '2018-01-25T04:20:45.791329', 'question': 'Other departments at %ACCOUNT_NAME% collaborate well with us to get the job done', 'factor': '', 'code': 'COL.3'}, {'title': 'Project-based recognition norms', 'excerpt': 'Establish recognition norms based on projects', 'description': 'Establish reward and recognition programs at a project level. Project-based recognition programs enable more real-time and intentional praise/recognition from project leaders and/or peers. This can be shared during or at the conclusion of a project, and is always communicated to all project team members and relevant managers. This approach encourages collaboration across teams and ensures peer and project lead recognition for performance.', 'id': '6008dc8e-fc71-4731-9b27-f6036b0cea20', 'created_at': '2017-08-17T11:03:29.726948', 'updated_at': '2018-01-25T04:20:45.896903', 'question': 'Other departments at %ACCOUNT_NAME% collaborate well with us to get the job done', 'factor': '', 'code': 'COL.3'}, {'title': 'Project week', 'excerpt': 'See a project through end-to-end working cross-functionally', 'description': 'Focus on project implementation from design to delivery in a single week. One company holds a project week once a year where teams with diferent functions work together to design, pitch and implement work that is achievable in a single week and requires cross-functional involvement. Project week encourages cross-functional collaboration and enables implementation of innovative ideas.', 'id': '932ead36-5b15-454b-bef5-ff3e5ff5d9e3', 'created_at': '2017-08-17T11:03:51.392359', 'updated_at': '2018-01-25T04:20:45.862157', 'question': 'Other departments at %ACCOUNT_NAME% collaborate well with us to get the job done', 'factor': '', 'code': 'COL.3'}, {'title': 'Cross-business opportunities', 'excerpt': 'Break down silos to enable cross business unit migration', 'description': 'Break down silos by providing opportunities for people to move into roles throughout the organization. One company developed a program to encourage cross-business movement of employees by bringing together managers from different departments to do talent reviews. They identify strong candidates for transfer to different departments and provide networking opportunities for people with similar disciplines across the organization.', 'id': '1aae63c3-e453-4456-8d12-e6904bed87f0', 'created_at': '2017-08-17T11:04:38.546501', 'updated_at': '2018-01-25T04:20:45.914344', 'question': 'Other departments at %ACCOUNT_NAME% collaborate well with us to get the job done', 'factor': '', 'code': 'COL.3'}, {'title': 'Project day', 'excerpt': 'Work together on short term projects', 'description': 'Work together across departments and functions to bring projects to life. One company has project day which is an opportunity for employees to work together in small teams to incubate a project that can be prototyped in one day. At the end of the day, everyone shares their project, what they accomplished and what still needs to be done. This fosters a sense of teamwork by working on new and exciting projects with interdepartmental teams.', 'id': '62f2e979-0332-438e-9f6c-f4679c419879', 'created_at': '2017-08-17T11:06:39.394172', 'updated_at': '2018-01-25T04:20:46.002699', 'question': 'Other departments at %ACCOUNT_NAME% collaborate well with us to get the job done', 'factor': '', 'code': 'COL.3'}, {'title': 'Coffee lottery', 'excerpt': "Set up meetings with employees that don't know each other", 'description': "Use a coffee lottery to connect employees who don't often speak to each other. One company used an automated lottery 'bot' in its internal communications system. The company titled its bot 'Donut'. This bot matches employees with a partner to have coffee with, either in person or via videoconference, every two weeks. Following the coffee meeting, employees are encouraged to post a picture in a dedicated communication channel and let everyone know what they learned about each other. Help encourage involvement by reimbursing the cost of the coffee.", 'id': '7c144a98-d41e-491c-b425-64b8ca0851eb', 'created_at': '2017-08-17T11:06:56.491025', 'updated_at': '2018-01-25T04:20:46.015392', 'question': 'Other departments at %ACCOUNT_NAME% collaborate well with us to get the job done', 'factor': '', 'code': 'COL.3'}, {'title': 'Customer wins', 'excerpt': 'Highlight impact from customers', 'description': 'Share the value that customers experience with employees on a regular basis. One company invites a panel of customers to be a part of their all hands meetings. Each customer explains how using their product has positively impacted their business and shares some things they wish the product could do (or ways the product has failed them). An employee moderates a Q&A session between the customer panel and attendees. Team Level: The team lead can invite a panel of internal customers to be a part of their team meeting. The internal customers can explain how the team helps them achieve their goals, but also highlight some difficulties in working together.', 'id': '77889ada-36c8-4727-8f8a-500d1a9ef1ca', 'created_at': '2017-08-17T11:01:23.796810', 'updated_at': '2018-01-25T04:20:45.786051', 'question': 'The products and services %ACCOUNT_NAME% provides are as good as, or better than, our main competitors', 'factor': '', 'code': 'CON.1'}, {'title': 'Capabilities gap assessment', 'excerpt': 'Identify and build key org capabilities for competitive advantage', 'description': "Conduct an organizational capabilities gap assessment. One company assesses capabilities of team members against near and long-term strategic objectives. Through one-on-one and group interviews with leaders a shared understanding of peoples' strengths and weaknesses and the impact on the organization's objectives are established. The leaders then identify and agree on gaps in key capabilities that need to be acquired or developed. They align on and prioritize hiring pipeline efforts, people practices and rewards structures.", 'id': 'd0c64ba7-8990-4917-b7eb-60bbcb8539b5', 'created_at': '2017-08-17T11:01:27.016783', 'updated_at': '2018-01-25T04:20:45.795392', 'question': 'The products and services %ACCOUNT_NAME% provides are as good as, or better than, our main competitors', 'factor': '', 'code': 'CON.1'}, {'title': 'Win of the week', 'excerpt': 'Celebrate the wins of other teams', 'description': 'Celebrate the wins of others by highlighting a win each week to the whole organization. One company starts all hands meetings by announcing the win of the week (selected by an internal communications team). They highlight how that win impacts the company’s overall objectives. Examples include the engineering team releasing an innovative feature, the sales team winning over a large client, or finance completing an infrastructure project. This process of sharing key wins starts the meeting on a positive note and highlights progress towards organizational goals.\n\nTeam Level: The team starts their meetings by going around the table and announcing a "win of the week". Each team member chooses a win from another team to share how it impacts their own team.', 'id': 'e8cd6e09-051a-421c-8a9c-e23329b7761c', 'created_at': '2017-08-17T11:01:29.454261', 'updated_at': '2018-01-25T04:20:45.803537', 'question': 'The products and services %ACCOUNT_NAME% provides are as good as, or better than, our main competitors', 'factor': '', 'code': 'CON.1'}, {'title': 'Team scorecard', 'excerpt': 'Grade yourself on dealing with outside forces', 'description': 'One team created a team scorecard to monitor how they address outside forces such as vendor relationships, competitors and economic pressures. The scorecard keeps issues top-of-mind and provides a structure for the team to discuss and align their progress addressing issues.', 'id': 'cd28e17d-935e-4856-b120-ecb02928d52b', 'created_at': '2017-08-17T11:01:32.688937', 'updated_at': '2018-01-25T04:20:45.835217', 'question': 'The products and services %ACCOUNT_NAME% provides are as good as, or better than, our main competitors', 'factor': '', 'code': 'CON.1'}, {'title': 'Open NPS survey', 'excerpt': 'Give your employees more insight into what your customers are saying', 'description': 'Help people understand what matters to customers. One organization communicates the complete results from their Customer NPS survey. A raw feed of the answers is posted in an internal communications channel. A weekly email which discusses changes in scores over time is sent to everyone in the company. This helps people understand what customers think about the product. It is also a great way of highlighting individual impact when employees are called out by customers for excellent work.', 'id': 'e0d33e54-6b68-4cde-b34c-72b70bcc4aa6', 'created_at': '2017-08-17T11:05:57.993479', 'updated_at': '2018-01-25T04:20:45.931761', 'question': 'The products and services %ACCOUNT_NAME% provides are as good as, or better than, our main competitors', 'factor': '', 'code': 'CON.1'}, {'title': 'Product teardowns', 'excerpt': 'Forum to analyze and criticize a new product offering', 'description': "Create ways for people to provide formal feedback on product/service offerings. One company has product teardowns where following the launch of a new product, all employees are invited to 'roast' (or criticize) the product. The meetings start with breaking the product or service into its component parts. Then, the people discuss what is positive and what could be improved. Last, they brainstorm how to make those improvements and take ownership. ", 'id': '104812dd-8e4e-4a3e-8ae1-6f371ad9bebf', 'created_at': '2017-08-17T11:06:12.447106', 'updated_at': '2018-01-25T04:20:45.959564', 'question': 'The products and services %ACCOUNT_NAME% provides are as good as, or better than, our main competitors', 'factor': '', 'code': 'CON.1'}, {'title': 'Customer events', 'excerpt': 'Connect employees with the community more formally', 'description': "Connect employees to the customers in your community in a formal in-person way to build empathy and engagement. One company hosts community events, inviting customers as well as prospects. The event usually includes a panel discussion or a keynote speaker about a topic related to their product. It's a great way for employees to engage with customers and see the impact of the product or service they offer. Additionally, employees get useful feedback on requested changes to the product (or service delivery model) and how it compares to competitors' offerings.", 'id': '2ba55fb5-6ce0-467f-aff5-f15be370cbba', 'created_at': '2017-08-17T11:06:18.093269', 'updated_at': '2018-01-25T04:20:45.995472', 'question': 'The products and services %ACCOUNT_NAME% provides are as good as, or better than, our main competitors', 'factor': '', 'code': 'CON.1'}, {'title': 'Alignment workshops', 'excerpt': 'Align work to organization change efforts and growth strategy', 'description': 'Align company work processes to company change efforts. One company holds regular alignment workshops where mid-level managers, the ones responsible for making processes run efficiently and effectively, are asked to reflect on existing operational and people practices to identify how their current systems and processes might block achievement of the company strategy. Outputs include a cost-impact analysis (matrix format) where high impact, low cost items are candidates for immediate action.', 'id': 'f6acf8c7-e8ff-4299-97cd-347bbcacf989', 'created_at': '2017-08-17T11:00:15.264839', 'updated_at': '2018-01-25T04:20:45.764726', 'question': '%ACCOUNT_NAME% effectively directs resources (funding, people and effort) towards company goals', 'factor': '', 'code': 'CON.2'}, {'title': 'Capabilities gap assessment', 'excerpt': 'Identify and build key org capabilities for competitive advantage', 'description': "Conduct an organizational capabilities gap assessment. One company assesses capabilities of team members against near and long-term strategic objectives. Through one-on-one and group interviews with leaders a shared understanding of peoples' strengths and weaknesses and the impact on the organization's objectives are established. The leaders then identify and agree on gaps in key capabilities that need to be acquired or developed. They align on and prioritize hiring pipeline efforts, people practices and rewards structures.", 'id': 'd0c64ba7-8990-4917-b7eb-60bbcb8539b5', 'created_at': '2017-08-17T11:01:27.016783', 'updated_at': '2018-01-25T04:20:45.795392', 'question': '%ACCOUNT_NAME% effectively directs resources (funding, people and effort) towards company goals', 'factor': '', 'code': 'CON.2'}, {'title': 'Transparency report', 'excerpt': 'Increase understanding of company resources', 'description': 'Increase employee understanding of how resources are allocated using a transparency report. One company uses their report, which includes ROI where possible, to start constructive discussions about whether the resources allocated to each initiative are appropriate. Employees are often surprised by how much money is spent on compensation and employee benefits.', 'id': '21fb2238-3a03-4170-83ed-45a87ca2aed9', 'created_at': '2017-08-17T11:01:35.139018', 'updated_at': '2018-01-25T04:20:45.796098', 'question': '%ACCOUNT_NAME% effectively directs resources (funding, people and effort) towards company goals', 'factor': '', 'code': 'CON.2'}, {'title': 'Visit other team meetings', 'excerpt': 'Increase visibility into and empathy between other teams', 'description': "Increase executive visibility and empathy between teams by having leaders visit other team meetings regularly. At one organization each VP joins another team's meeting each quarter. Sometimes they play an active role and other times they just observe, but they always report back to their own teams at the next team meeting. This increases visibility and understanding around what other teams are working on, interdepartmental dependencies and how work aligns across teams. Team Level: A representative from your team could join another team's weekly meeting and bring insights back to your team.", 'id': '49c02d4c-512a-4637-a49e-201992d522a4', 'created_at': '2017-08-17T11:01:36.773565', 'updated_at': '2018-01-25T04:20:45.829231', 'question': '%ACCOUNT_NAME% effectively directs resources (funding, people and effort) towards company goals', 'factor': '', 'code': 'CON.2'}, {'title': 'Trade-offs exercise', 'excerpt': 'Evaluate team priorities', 'description': 'Evaluate team priorities using trade-offs exercises. One organization holds trade-offs meetings each quarter. At the meetings, projects which compete for resources are discussed and prioritized, then the team works together to scope out and allocate the resources needed.', 'id': 'b1936077-d548-4cf2-9989-dc40591ef00f', 'created_at': '2017-08-17T11:01:38.509007', 'updated_at': '2018-01-25T04:20:45.781139', 'question': '%ACCOUNT_NAME% effectively directs resources (funding, people and effort) towards company goals', 'factor': '', 'code': 'CON.2'}, {'title': 'Consistent strategy communications', 'excerpt': 'Aligning executive messaging on strategic direction', 'description': "Improving communication of a company's strategic direction and ensuring executive alignment are essential to gaining employee support and maintaining employee motivation. One company's communications department supports executives in delivering frequent updates to employees. Communications from executives celebrate wins and tie the wins to specific employee effort and the overall business strategy. Having a representative from the communications department work with each executive results in regular communication about the direction of the organization. The message, tone and voice are consistent and communications are clear and easy to understand.", 'id': '3f283de8-b1ac-4582-8fa1-7fd6b85a8182', 'created_at': '2017-08-17T11:01:21.365898', 'updated_at': '2018-01-25T04:20:45.800765', 'question': '%ACCOUNT_NAME% is in a position to really succeed over the next three years', 'factor': '', 'code': 'CON.3'}, {'title': 'Our vision of the future', 'excerpt': "Frame leadership's vision for the future", 'description': "To frame the long-term vision of the company and provide a coherent view for all employees to support, each leader on the  leadership team crafts a statement about the specific vision their team is pursuing. It addresses the future goals of their team and how those fit into the mission of the entire organization. It's not meant to address current business metrics or projects, but rather how the company will have an industry-wide impact in three years time.", 'id': '0cc33224-093a-4026-9bb7-29691825b3be', 'created_at': '2017-08-17T11:01:40.948938', 'updated_at': '2018-01-25T04:20:45.835894', 'question': '%ACCOUNT_NAME% is in a position to really succeed over the next three years', 'factor': '', 'code': 'CON.3'}, {'title': 'Managing the press cycle', 'excerpt': 'Separate fact from fiction', 'description': "Address grapevine gossip and untrue stories in the press by holding all hands meetings to help employees separate fact from fiction. One organization that is regularly featured in media has a 'Managing the Press Cycle' program to squash rumors that surface about the company's performance and future. At the meeting, leaders provide appropriate detail on the underlying truths (if any) behind stories.", 'id': 'a550033a-17e1-4cf4-bf10-8614d0e34de5', 'created_at': '2017-08-17T11:01:43.377851', 'updated_at': '2018-01-25T04:20:45.796763', 'question': '%ACCOUNT_NAME% is in a position to really succeed over the next three years', 'factor': '', 'code': 'CON.3'}, {'title': 'Team growth exercise', 'excerpt': 'Align on what the team can achieve', 'description': 'To facilitate team alignment on goals, one company encourages each team to hold a quarterly team growth exercise where the teams state what they can accomplish in the short term (3-6 months), what they want to accomplish strategically in the long term (1-2 years) and what resources are needed from the organization to achieve those goals.', 'id': 'cd6c7724-5da6-4a10-aff2-7f0e29a3ba73', 'created_at': '2017-08-17T11:01:45.077382', 'updated_at': '2018-01-25T04:20:45.829898', 'question': '%ACCOUNT_NAME% is in a position to really succeed over the next three years', 'factor': '', 'code': 'CON.3'}, {'title': 'Employee Earnings Call', 'excerpt': 'Connect employees to company performance', 'description': 'Connect employees to company performance using employee earnings calls. One organization holds an Employee Earnings Call after each quarterly earnings call with investors and analysts. People understand that the external-facing earnings call is often communicated very carefully, prioritizing discussion of the organization strengths and opportunities over risks. The Employee Earnings Call is a private forum where everyone can speak freely about what was said in the call. It also gives employees a chance to ask candid questions.', 'id': '472dd043-3828-44b0-af9c-2da16c65ea7c', 'created_at': '2017-08-17T11:04:02.807268', 'updated_at': '2018-01-25T04:20:45.899173', 'question': '%ACCOUNT_NAME% is in a position to really succeed over the next three years', 'factor': '', 'code': 'CON.3'}, {'title': 'Team question for all hands', 'excerpt': 'Collaborate on a key question at all hands', 'description': 'Asking questions at an all hands meeting can be daunting. To encourage healthy discussion, one company launched an initiative where each team presented one question at the meeting. The team discussion prior to the meeting helped teams align on their focus areas and identify blockers.', 'id': 'e83552a4-1093-49c7-9d4b-d85852036b8e', 'created_at': '2017-08-23T06:11:53.795424', 'updated_at': '2018-01-25T04:20:46.154183', 'question': '%ACCOUNT_NAME% is in a position to really succeed over the next three years', 'factor': '', 'code': 'CON.3'}, {'title': 'Insight days', 'excerpt': 'Experience a day in the role of someone else', 'description': "Enabling employees to experience a different role for a day helps to develop empathy across functions and break down barriers. One company developed a program where all employees are required to do at least one day in someone else's role each quarter. To make it easier and minimize disruption, this company also allocated specific days when a larger group of people could switch roles. They created a rough guide for hosts to help them structure their day with minimal preparation. This initiative not only creates empathy for other roles, it also reduces silos and increases collaboration.", 'id': '5c241e78-50fd-43bc-a509-49f6dbd6d557', 'created_at': '2017-08-17T11:00:57.152787', 'updated_at': '2018-01-25T04:20:45.780478', 'question': 'I am given opportunities to develop skills relevant to my interests', 'factor': '', 'code': 'DEV.1'}, {'title': 'Expanded career conversations', 'excerpt': 'Hold mid-year career conversations', 'description': 'Hold more regular career-focused conversations with employees. One company has mid-year career conversations that focus solely on development and career planning. These conversations are led by the employee so that they are encouraged to take ownership of their development. They are provided with a simple template to complete as a guide for the conversation. The employees are encouraged to include a discussion of their personal and job-related goals so the manager can give recommendations for individual skills development opportunities.', 'id': 'fade6361-3514-45f9-8ad7-9be84dafb609', 'created_at': '2017-08-17T11:04:35.065515', 'updated_at': '2018-01-25T04:20:45.913654', 'question': 'I am given opportunities to develop skills relevant to my interests', 'factor': '', 'code': 'DEV.1'}, {'title': 'Cross-business opportunities', 'excerpt': 'Break down silos to enable cross business unit migration', 'description': 'Break down silos by providing opportunities for people to move into roles throughout the organization. One company developed a program to encourage cross-business movement of employees by bringing together managers from different departments to do talent reviews. They identify strong candidates for transfer to different departments and provide networking opportunities for people with similar disciplines across the organization.', 'id': '1aae63c3-e453-4456-8d12-e6904bed87f0', 'created_at': '2017-08-17T11:04:38.546501', 'updated_at': '2018-01-25T04:20:45.914344', 'question': 'I am given opportunities to develop skills relevant to my interests', 'factor': '', 'code': 'DEV.1'}, {'title': 'Learning passport', 'excerpt': 'Fully reimbursed self development programs', 'description': 'Give people the opportunity to develop skills relevant to their work. One organization has a learning passport program. Each person receives up to $1000 each year towards courses to help them learn and grow. Their direct manager is responsible for signing off on the course and then the employee receives full reimbursement. They are creating a database of learning opportunities funded by the organization to help generate ideas for other employees and to highlight in employer branding. This organization also plans to connect the training to a Learning Management System. Team Level: Implement skill-sharing sessions within your department. First, develop a skills inventory where individuals can document what topics they are willing to teach. Second, plan brown-bag style lunches so employees can learn new skills from each other.', 'id': '3a61033b-429c-42ee-aa32-f51d18dfffce', 'created_at': '2017-08-17T11:04:41.027519', 'updated_at': '2018-01-25T04:20:45.915032', 'question': 'I am given opportunities to develop skills relevant to my interests', 'factor': '', 'code': 'DEV.1'}, {'title': 'Job exchange', 'excerpt': 'Enable employees to test different roles', 'description': 'Give employees a chance to test out different jobs within the business. One company set up a job exchange program which enables employees to expand their experience and develop skills outside core capabilities. Job exchanges ensure people are given an opportunity to learn and develop even if there are not new roles to move into. At this company, the exchange is generally initiated by an employee and facilitated by the manager and human resources team to ensure employees exchanging roles are set up to succeed.', 'id': 'f1ec4fdc-c8e9-4b17-871b-e636811420ff', 'created_at': '2017-08-17T11:04:57.800695', 'updated_at': '2018-01-25T04:20:45.956825', 'question': 'I am given opportunities to develop skills relevant to my interests', 'factor': '', 'code': 'DEV.1'}, {'title': 'Company designed courses', 'excerpt': 'Providing courses beyond core job responsibilities', 'description': "Provide learning opportunities outside core job responsibilities. One organization has a 'company university' where both required content and optional classes for employees are delivered. The optional classes include topics that are both relevant and secondary to the mission of the company. The relevant courses foster an understanding of what other employees do on a daily basis, while the extracurricular classes provide a creative outlet.", 'id': 'b39bceb2-c5f8-4e42-a90b-c6862a835ca8', 'created_at': '2017-08-17T11:05:04.344286', 'updated_at': '2018-01-25T04:20:45.948189', 'question': 'I am given opportunities to develop skills relevant to my interests', 'factor': '', 'code': 'DEV.1'}, {'title': 'Employee-driven education', 'excerpt': 'Enabling employees to educate each other across a wide range of skills', 'description': 'Give employees an opportunity to learn from each other. One company has created a learning and development program where employees teach classes and workshops that range from extracurricular skills to those that are essential to their roles. This has proven to be a formalized way for employees to share their skills and interests with others in the organization. The community aspect fosters collaboration and team support.', 'id': 'd7602323-22ad-4508-964f-0fb8a62dcc22', 'created_at': '2017-08-17T11:05:05.957828', 'updated_at': '2018-01-25T04:20:45.957451', 'question': 'I am given opportunities to develop skills relevant to my interests', 'factor': '', 'code': 'DEV.1'}, {'title': 'Fireside Chats', 'excerpt': 'Learning from external industry leaders', 'description': 'Learn from leaders outside the business. One company has started Fireside Chats - a program to bring in industry leaders to discuss their insights on particular topics. All employees are invited to these discussions but are not required to attend. To enable employees around the world to get access, the chats are recorded and posted in a library on the company intranet for viewing at any time.', 'id': '849be3b2-aa77-4a74-b983-3783fd371bfc', 'created_at': '2017-08-17T11:05:11.843204', 'updated_at': '2018-01-25T04:20:45.925612', 'question': 'I am given opportunities to develop skills relevant to my interests', 'factor': '', 'code': 'DEV.1'}, {'title': 'Skills sessions', 'excerpt': 'Employee skills sharing sessions', 'description': 'Hold brown-bag employee skill sharing sessions. One company has created a program for employees to present and teach skills to interested employees in other departments. This program takes the form of brown bag/lunch and learn sessions as well as more formal presentations. These sessions are optional and recorded to create a comprehensive library of past skills sessions that can be accessed by all employees for viewing at any time. This leverages the skills that are already present within the organization.', 'id': '36f86eea-f614-4ef6-8abf-5b277eb76b2f', 'created_at': '2017-08-17T11:05:13.481185', 'updated_at': '2018-01-25T04:20:45.933701', 'question': 'I am given opportunities to develop skills relevant to my interests', 'factor': '', 'code': 'DEV.1'}, {'title': 'Development day', 'excerpt': 'Rotating (by team) reserved 5% time (=1 full day/month) for skills development', 'description': 'Give individuals opportunities to develop their skills. At one organization a different team each month is allotted a development day (=5% time) to dedicate to skills development however they deem fit. Some teams do online training courses, others commit time to reading.', 'id': '8cb8fd75-e4a6-4dde-90ba-a0f1a979003b', 'created_at': '2017-08-17T11:05:15.121082', 'updated_at': '2018-01-25T04:20:45.915738', 'question': 'I am given opportunities to develop skills relevant to my interests', 'factor': '', 'code': 'DEV.1'}, {'title': 'Cross-training', 'excerpt': 'Train employees across positions to ensure adequate coverage', 'description': "Train employees across positions to ensure adequate coverage. One organization uses a cross-training program to ensure every role has adequate coverage if an employee leaves the organization or just needs to take time off. An inventory of high risk roles and associated tasks is created and people are given the opportunity to identify tasks they are most interested in learning. The training typically starts as shadowing and culminates in a small project to make sure the person can successfully perform the task. Team Level: Within your team you can initiate cross-training by encouraging team members to shadow each other, particularly when one individual is starting a new project. You can also incorporate cross-training opportunities into your one-on-one meetings to help achieve team members' developmental goals.", 'id': '065c067a-8127-4290-b9e0-695ef5ebb2b3', 'created_at': '2017-08-17T11:07:36.509771', 'updated_at': '2018-01-25T04:20:46.047436', 'question': 'I am given opportunities to develop skills relevant to my interests', 'factor': '', 'code': 'DEV.1'}, {'title': 'Cross Mentorship Program', 'excerpt': 'Establish cross department/experience mentoring', 'description': 'Create a mentoring program where team members are connected with another employee in the company who has different experiences. These mentor programs can inspire both the mentor and the mentee with new ideas and can encourage new, collaborative ways of working. They can also break down silos across departments/teams.', 'id': '3520b27a-c418-4e2e-b8df-78b10ff2481b', 'created_at': '2018-02-22T22:31:22.668640', 'updated_at': '2018-02-22T22:31:22.675297', 'question': 'I am given opportunities to develop skills relevant to my interests', 'factor': '', 'code': 'DEV.1'}, {'title': 'Workshop Presenting Up', 'excerpt': 'Train employees present to senior leaders', 'description': "Create a workshop for those looking to effectively present to senior team members. A 'Speaking-Up' one-day program can be designed specifically for employees who need to be effective in presenting their ideas to senior managers, decision makers or executives in their organization.", 'id': 'd3d3c102-cbd7-46f2-bcba-63f8c326be0d', 'created_at': '2018-02-22T22:31:23.672797', 'updated_at': '2018-02-22T22:31:23.677707', 'question': 'I am given opportunities to develop skills relevant to my interests', 'factor': '', 'code': 'DEV.1'}, {'title': 'Influencing Skills Workshop', 'excerpt': 'Equip employees to influence without positional power', 'description': 'Hold a workshop for employees looking to develop skills to influence others. The workshop can teach you on how to sell your ideas and influence people without relying on positional authority. For example, a day long program might focus on building skills for communicating ideas in a way that will lead others to support them through highly interactive and discovery based methods including plenty of simulated practice.', 'id': 'c395efe3-cf3f-406f-99f9-99644b1bb7c0', 'created_at': '2018-02-22T22:31:29.828934', 'updated_at': '2018-02-22T22:31:29.834083', 'question': 'I am given opportunities to develop skills relevant to my interests', 'factor': '', 'code': 'DEV.1'}, {'title': 'Insight days', 'excerpt': 'Experience a day in the role of someone else', 'description': "Enabling employees to experience a different role for a day helps to develop empathy across functions and break down barriers. One company developed a program where all employees are required to do at least one day in someone else's role each quarter. To make it easier and minimize disruption, this company also allocated specific days when a larger group of people could switch roles. They created a rough guide for hosts to help them structure their day with minimal preparation. This initiative not only creates empathy for other roles, it also reduces silos and increases collaboration.", 'id': '5c241e78-50fd-43bc-a509-49f6dbd6d557', 'created_at': '2017-08-17T11:00:57.152787', 'updated_at': '2018-01-25T04:20:45.780478', 'question': 'I believe there are good career opportunities for me at %ACCOUNT_NAME%', 'factor': '', 'code': 'DEV.2'}, {'title': 'Career jungle gym', 'excerpt': 'Communicate role descriptions and opportunities', 'description': 'Create a clear way to communicate all development opportunities. One company developed what they call a Career Jungle Gym, which is a career pathing document that clearly lays out opportunities across the organization. The Career Jungle Gym will often differ depending on function and role and covers topics such as expected behaviors, scope, responsibilities, leadership traits, and independence/autonomy. This can also be used as a foundation to talk about new opportunities where an employee is not the right fit for a given role.', 'id': 'b02af541-1830-4e81-805c-f946389d9f85', 'created_at': '2017-08-17T11:04:42.655216', 'updated_at': '2018-01-25T04:20:45.924199', 'question': 'I believe there are good career opportunities for me at %ACCOUNT_NAME%', 'factor': '', 'code': 'DEV.2'}, {'title': 'Women in leadership', 'excerpt': 'Develop and train women to be leaders', 'description': 'Develop a program for women in leadership. One company started a Women in Business program each woman in the program has an executive mentor, works with an external coach and gets experience leading an area of the business. Any woman can apply for entry and applications are reviewed based on skills, experience and business needs.', 'id': '0b4f4735-1a35-4762-835e-90d575e931c0', 'created_at': '2017-08-17T11:04:45.932736', 'updated_at': '2018-01-25T04:20:45.924930', 'question': 'I believe there are good career opportunities for me at %ACCOUNT_NAME%', 'factor': '', 'code': 'DEV.2'}, {'title': 'Stay interviews', 'excerpt': 'Learn through pre-emptive exit interviews', 'description': 'Learn before employees churn. One company uses stay interviews as a way for the organization to re-engage with employees that are at risk of leaving. Stay interviews can be held at specific times in the employee lifecycle where employees are encouraged to discuss their career development needs as well as any blockers to their long-term success at the organization. In departments where there are higher rates of turnover, it can be helpful to have a skip level meeting with someone more senior in the organization intermittently throughout the employee lifecycle. Team Level: Have stay interviews with your employees when they hit their one year mark so you know what is important to that employee and most likely to influence their decision to stay committed.', 'id': 'b9e72a8c-7c2f-4e0c-bc75-ea59cd20cde5', 'created_at': '2017-08-17T11:04:47.547784', 'updated_at': '2018-01-25T04:20:45.933040', 'question': 'I believe there are good career opportunities for me at %ACCOUNT_NAME%', 'factor': '', 'code': 'DEV.2'}, {'title': 'Job exchange', 'excerpt': 'Enable employees to test different roles', 'description': 'Give employees a chance to test out different jobs within the business. One company set up a job exchange program which enables employees to expand their experience and develop skills outside core capabilities. Job exchanges ensure people are given an opportunity to learn and develop even if there are not new roles to move into. At this company, the exchange is generally initiated by an employee and facilitated by the manager and human resources team to ensure employees exchanging roles are set up to succeed.', 'id': 'f1ec4fdc-c8e9-4b17-871b-e636811420ff', 'created_at': '2017-08-17T11:04:57.800695', 'updated_at': '2018-01-25T04:20:45.956825', 'question': 'I believe there are good career opportunities for me at %ACCOUNT_NAME%', 'factor': '', 'code': 'DEV.2'}, {'title': 'Stretch roles', 'excerpt': 'Support learning through stretch roles', 'description': 'Support learning by providing stretch roles. Placing employees in roles that are slightly outside of their current capabilities gives them an opportunity to develop new skills more quickly. For achievement-driven employees this can be viewed as a reward. By clearly labeling it as a stretch role, expectations are set for everyone working with the employee (including the employee themselves). Managers and employees work together to find the right stretch role - which requires a healthy level of commitment, honesty, and communication from all parties involved.', 'id': '1f766426-738e-4b8c-a486-1dfbc8ff5430', 'created_at': '2017-08-17T11:05:01.053951', 'updated_at': '2018-01-25T04:20:45.967313', 'question': 'I believe there are good career opportunities for me at %ACCOUNT_NAME%', 'factor': '', 'code': 'DEV.2'}, {'title': 'Manage expectations', 'excerpt': 'Highlight ambiguous nature of work before hiring', 'description': 'Communicate that career paths can be unpredictable and new roles and opportunities often emerge with changes in the organization when you meet a candidate at their interview (pre-hire). If your work environment is fast-changing and relatively unstructured, setting expectations early that individuals need to own their career pathing is vital. Give recruiters and hiring managers talking points about how people best thrive in the organization, or in your department or team. A good way to do this is to tell stories of teams or roles that did not exist six months or a year ago.', 'id': 'fdc41d0b-2bfe-4364-b368-c782474cc3d0', 'created_at': '2017-08-17T11:05:16.732744', 'updated_at': '2018-01-25T04:20:45.926316', 'question': 'I believe there are good career opportunities for me at %ACCOUNT_NAME%', 'factor': '', 'code': 'DEV.2'}, {'title': 'Internal job board', 'excerpt': 'Post big and small opportunities internally prior to publicly', 'description': 'Ensure all employees are given a fair chance to move into new roles within the organization. After receiving feedback that opportunities were not being made available to employees on merit, one company set up a jobs board. All open jobs are posted internally, enabling employees to apply based on perceived skill fit. All applicants are considered before external recruitment is commenced.', 'id': '9ab28f2f-428b-4340-9aed-aba370107d02', 'created_at': '2017-08-17T11:05:18.383468', 'updated_at': '2018-01-25T04:20:45.975638', 'question': 'I believe there are good career opportunities for me at %ACCOUNT_NAME%', 'factor': '', 'code': 'DEV.2'}, {'title': 'Cocktails and careers event', 'excerpt': 'Connect employees to internal opportunities in a structured event', 'description': "Share opportunities for development within your organization. To do this, one company holds cocktails and careers event quarterly. At the event each department shares open jobs and employees are encouraged to peruse the opportunities, even if they aren't currently considering a transfer. The event enables employees to learn about career opportunities and to speak with people in their target roles to get a sense of what it is like to be in that role.", 'id': '386dd496-a6a0-4778-a78b-5fd19a56fd20', 'created_at': '2017-08-17T11:05:20.905865', 'updated_at': '2018-01-25T04:20:45.948838', 'question': 'I believe there are good career opportunities for me at %ACCOUNT_NAME%', 'factor': '', 'code': 'DEV.2'}, {'title': 'Internal transfers program', 'excerpt': 'Define the process for making lateral moves', 'description': 'Define the process for internal transfers. One company set up an internal transfers program that clarifies how employees can move throughout the organization. They have created a booklet for employees that defines the step-by-step process to initiating a lateral move within the company. This program has increased open communication between managers and their direct reports about transfer opportunities, and has made it clear when internal recruiters should get involved in the process.', 'id': '0fe32d08-24c4-46a9-b2df-5987c6ca947f', 'created_at': '2017-08-17T11:05:23.325558', 'updated_at': '2018-01-25T04:20:45.916495', 'question': 'I believe there are good career opportunities for me at %ACCOUNT_NAME%', 'factor': '', 'code': 'DEV.2'}, {'title': 'Evaluate the Promotion Process', 'excerpt': 'Calibrate promotion processes across demographics', 'description': 'Calibrate all processes involved during a promotion evaluation. Many companies calibrate by department, team, and location. Progressive calibration processes also evaluate across gender, race/ethnicity, remote workers and other demographics. The main point is to promote employees based on a more comprehensive picture of your company structure, and to make sure to include those on parental leave and careers leave.', 'id': 'c6ab9266-a729-4614-8019-e1250559f030', 'created_at': '2018-02-22T22:31:15.676187', 'updated_at': '2018-02-22T22:31:15.689085', 'question': 'I believe there are good career opportunities for me at %ACCOUNT_NAME%', 'factor': '', 'code': 'DEV.2'}, {'title': 'Leadership Cocktails and Careers', 'excerpt': 'Career themed social events with leaders and employees', 'description': 'Hold a social event to discuss career paths focussed on leadership. By creating a casual, social event ending in a happy hour with cocktails, members of your leadership team can talk about their career paths and open up the floor for a less formal Q and A session. This can be done twice a year, or as team schedules allow.', 'id': '8afd766d-8c82-4af5-b62a-51b731ea755b', 'created_at': '2018-02-22T22:31:28.842342', 'updated_at': '2018-02-22T22:31:28.853682', 'question': 'I believe there are good career opportunities for me at %ACCOUNT_NAME%', 'factor': '', 'code': 'DEV.2'}, {'title': 'Bootcamp onboarding', 'excerpt': 'Setup ongoing learning opportunities from day one', 'description': 'Encourage effective onboarding and continued learning. One company uses a boot camp as part of the onboarding process and continuous learning for current employees. The bootcamp is a monthly lecture/activity about a topic of interest that includes "check your understanding" components where employees can test their understanding of the topic and engage in discussion.', 'id': '8a20647b-6eb7-4a88-94d3-6ef6b09ac15e', 'created_at': '2017-08-17T11:02:17.636703', 'updated_at': '2018-01-25T04:20:45.776865', 'question': 'I have access to the learning and development I need to do my job well', 'factor': '', 'code': 'DEV.3'}, {'title': 'Unconscious bias training', 'excerpt': 'Unconscious bias training', 'description': 'Address bias in the workplace by training individuals to become more aware of their subconscious biases. One company has its workforce participate in unconscious bias training to become aware of how stereotypes affect behavior. All managers are required to go through the training. As part of the training, everyone has breakout discussions to talk about what they have learned about unconscious biases and how they might impact their workplace, employees and candidates.', 'id': 'b9367ce3-454d-4fe1-bc80-3e5b53910aad', 'created_at': '2017-08-17T11:03:40.772677', 'updated_at': '2018-01-25T04:20:45.847360', 'question': 'I have access to the learning and development I need to do my job well', 'factor': '', 'code': 'DEV.3'}, {'title': 'Mixed mode training', 'excerpt': 'Customize training through mixed mode delivery', 'description': "Create custom training modules to fit the unique needs and interests of different employee populations. To provide more customized training, one company transitioned from 100% face-to-face onboarding training to a mix of face-to-face and eLearning. Employees can watch sessions as they need and eLearning modules can be customized for different audiences - reducing the burden on trainers and enabling employees to be able to focus on what is most important for their jobs. Follow-up pulse surveys measure the perceived impact of the training program on employee experience and connection to the organization's culture.", 'id': '92da9780-1a46-4a6c-8015-05c4dc1db6d9', 'created_at': '2017-08-17T11:04:56.186188', 'updated_at': '2018-01-25T04:20:45.947501', 'question': 'I have access to the learning and development I need to do my job well', 'factor': '', 'code': 'DEV.3'}, {'title': 'Emotion focused training', 'excerpt': 'Help managers become more emotionally intelligent', 'description': "Train on more than just skills to help employees become more self aware. One company sends their emerging leaders to manager essentials training that focuses on helping people with high potential to become more emotionally intelligent. This training, which focuses on developing self-awareness and empathy, enables managers to build stronger relationships with their direct reports. Team Level: To apply this to smaller groups or teams, you could have your entire team have emotional intelligence training. It does not have to be just the leader that does the training. A low-cost option would be to have your team members read a recognized book on the topic (e.g., Dan Goleman's book on Emotional Intelligence) and discuss learnings and takeaways as a team.", 'id': 'd95e6eff-410a-422f-a66a-9177f26adc11', 'created_at': '2017-08-17T11:05:07.578651', 'updated_at': '2018-01-25T04:20:45.938251', 'question': 'I have access to the learning and development I need to do my job well', 'factor': '', 'code': 'DEV.3'}, {'title': 'Cross Mentorship Program', 'excerpt': 'Establish cross department/experience mentoring', 'description': 'Create a mentoring program where team members are connected with another employee in the company who has different experiences. These mentor programs can inspire both the mentor and the mentee with new ideas and can encourage new, collaborative ways of working. They can also break down silos across departments/teams.', 'id': '3520b27a-c418-4e2e-b8df-78b10ff2481b', 'created_at': '2018-02-22T22:31:22.668640', 'updated_at': '2018-02-22T22:31:22.675297', 'question': 'I have access to the learning and development I need to do my job well', 'factor': '', 'code': 'DEV.3'}, {'title': 'Workshop Presenting Up', 'excerpt': 'Train employees present to senior leaders', 'description': "Create a workshop for those looking to effectively present to senior team members. A 'Speaking-Up' one-day program can be designed specifically for employees who need to be effective in presenting their ideas to senior managers, decision makers or executives in their organization.", 'id': 'd3d3c102-cbd7-46f2-bcba-63f8c326be0d', 'created_at': '2018-02-22T22:31:23.672797', 'updated_at': '2018-02-22T22:31:23.677707', 'question': 'I have access to the learning and development I need to do my job well', 'factor': '', 'code': 'DEV.3'}, {'title': 'Influencing Skills Workshop', 'excerpt': 'Equip employees to influence without positional power', 'description': 'Hold a workshop for employees looking to develop skills to influence others. The workshop can teach you on how to sell your ideas and influence people without relying on positional authority. For example, a day long program might focus on building skills for communicating ideas in a way that will lead others to support them through highly interactive and discovery based methods including plenty of simulated practice.', 'id': 'c395efe3-cf3f-406f-99f9-99644b1bb7c0', 'created_at': '2018-02-22T22:31:29.828934', 'updated_at': '2018-02-22T22:31:29.834083', 'question': 'I have access to the learning and development I need to do my job well', 'factor': '', 'code': 'DEV.3'}, {'title': 'Expanded career conversations', 'excerpt': 'Hold mid-year career conversations', 'description': 'Hold more regular career-focused conversations with employees. One company has mid-year career conversations that focus solely on development and career planning. These conversations are led by the employee so that they are encouraged to take ownership of their development. They are provided with a simple template to complete as a guide for the conversation. The employees are encouraged to include a discussion of their personal and job-related goals so the manager can give recommendations for individual skills development opportunities.', 'id': 'fade6361-3514-45f9-8ad7-9be84dafb609', 'created_at': '2017-08-17T11:04:35.065515', 'updated_at': '2018-01-25T04:20:45.913654', 'question': 'My manager (or someone in management) has shown a genuine interest in my career aspirations', 'factor': '', 'code': 'DEV.4'}, {'title': 'Customized career templates', 'excerpt': 'Use customized templates for focused career conversations', 'description': "Providing customized career conversation templates helps facilitate career development conversations between managers and employees. Templates are customized depending on the employee's goals (e.g. gain leadership skills or transfer to a new department). Career conversation templates are useful to guide both performance reviews and employee check-ins.", 'id': '5e60d313-dc64-4d30-a7d0-16401f4863f9', 'created_at': '2017-08-17T11:04:50.188388', 'updated_at': '2018-01-25T04:20:45.937619', 'question': 'My manager (or someone in management) has shown a genuine interest in my career aspirations', 'factor': '', 'code': 'DEV.4'}, {'title': 'Stretch roles', 'excerpt': 'Support learning through stretch roles', 'description': 'Support learning by providing stretch roles. Placing employees in roles that are slightly outside of their current capabilities gives them an opportunity to develop new skills more quickly. For achievement-driven employees this can be viewed as a reward. By clearly labeling it as a stretch role, expectations are set for everyone working with the employee (including the employee themselves). Managers and employees work together to find the right stretch role - which requires a healthy level of commitment, honesty, and communication from all parties involved.', 'id': '1f766426-738e-4b8c-a486-1dfbc8ff5430', 'created_at': '2017-08-17T11:05:01.053951', 'updated_at': '2018-01-25T04:20:45.967313', 'question': 'My manager (or someone in management) has shown a genuine interest in my career aspirations', 'factor': '', 'code': 'DEV.4'}, {'title': 'Publicizing aspirations', 'excerpt': 'Share career aspirations publicly', 'description': 'Make career goals public within the company. At one company, employees display their career goals and objectives in a company Trello board. Examples of goals include moving to another department, or transitioning into a people leader role. Managers use this information as a conversation starter during one-on-one meetings. They also facilitate involvement in projects and introductions to people within the business that might help employees achieve their goals.', 'id': 'c02e3dfc-85f6-4d51-b209-4f0876ee61bd', 'created_at': '2017-08-17T11:05:10.214250', 'updated_at': '2018-01-25T04:20:45.974990', 'question': 'My manager (or someone in management) has shown a genuine interest in my career aspirations', 'factor': '', 'code': 'DEV.4'}, {'title': 'More frequent feedback', 'excerpt': 'Increase the cadence of feedback for employees', 'description': 'Increase the cadence of feedback for employees. One company has decided to abandon performance ratings. They have created a more frequent and feedback-focused performance management process. Every quarter, every employee sits down with their manager to give and receive feedback and discuss goals from the quarter prior and upcoming quarter. They can also discuss career pathing.', 'id': 'a4ad8230-e1e5-41d8-a5ca-88851c032190', 'created_at': '2017-08-17T11:05:24.952641', 'updated_at': '2018-01-25T04:20:45.927009', 'question': 'My manager (or someone in management) has shown a genuine interest in my career aspirations', 'factor': '', 'code': 'DEV.4'}, {'title': 'Leadership Cocktails and Careers', 'excerpt': 'Career themed social events with leaders and employees', 'description': 'Hold a social event to discuss career paths focussed on leadership. By creating a casual, social event ending in a happy hour with cocktails, members of your leadership team can talk about their career paths and open up the floor for a less formal Q and A session. This can be done twice a year, or as team schedules allow.', 'id': '8afd766d-8c82-4af5-b62a-51b731ea755b', 'created_at': '2018-02-22T22:31:28.842342', 'updated_at': '2018-02-22T22:31:28.853682', 'question': 'My manager (or someone in management) has shown a genuine interest in my career aspirations', 'factor': '', 'code': 'DEV.4'}, {'title': 'Mentorship program', 'excerpt': 'Lightweight coaching for junior level employees', 'description': 'Create a mentorship program for junior and mid-level employees (a cohort that is often left out of formal mentorship opportunities). One organization implemented a lightweight program that provides coaching through electronic channels, including email and texting. This pilot is an alternative to immediately investing in more heavyweight learning and development initiatives like facilitated classes.', 'id': 'd370ded5-bf4a-4fb4-95e3-12b30903fc76', 'created_at': '2017-08-17T11:02:34.396377', 'updated_at': '2018-01-25T04:20:46.397131', 'question': '%ACCOUNT_NAME% is a great company for me to make a contribution to my development', 'factor': '', 'code': 'DEV.5'}, {'title': 'Reverse mentoring program', 'excerpt': 'New employees mentor leaders', 'description': 'Introduce a reverse mentoring program to facilitate junior employees mentoring senior-level leaders. One company that tested this approach selected junior mentors based on their desire to effect change within the organization as well as their performance. Each mentor is given a mentee profile to understand their needs. This program focuses on teaching digital literacy (e.g. social media) and cross-generational conversations. Over time, it helps align employees across the hierarchy and has been shown to lead to more innovative ideas.', 'id': '8113d3e4-9f4e-4beb-b8b4-bbd7a2dcc72c', 'created_at': '2017-08-17T11:04:30.880775', 'updated_at': '2018-01-25T04:20:45.911500', 'question': '%ACCOUNT_NAME% is a great company for me to make a contribution to my development', 'factor': '', 'code': 'DEV.5'}, {'title': 'Personal coaching', 'excerpt': 'Employee-driven personal coaching', 'description': 'Enable lifelong learning. One organization provides personal coaching for every employee. The coach is selected by the employee and can be for personal or professional development. There is an allocated budget and number of sessions covered and the content of the coaching remains between the coach and the employee. Team Level: Include typical coaching questions in your one-on-one meetings. You could ask questions like: "What do you want to be doing that you aren\'t currently doing?" ; "What are the three most important things you would like to accomplish right now?" ; "What do you need that\'s preventing you from reaching those goals?"  or "How can I best support you to achieve those goals?" ', 'id': 'efef48c1-6639-4a9d-b343-6f14f2f5568d', 'created_at': '2017-08-17T11:04:33.421931', 'updated_at': '2018-01-25T04:20:45.912943', 'question': '%ACCOUNT_NAME% is a great company for me to make a contribution to my development', 'factor': '', 'code': 'DEV.5'}, {'title': 'Improving internal moves', 'excerpt': 'Making it easier to enable internal mobility', 'description': 'Enable internal transfers. One organization has a database with resources to where people can flag interest and track open positions. Leaders are informed about potential fits for open opportunities automatically using the database and can access summary statistics on cross-organization transfers.', 'id': 'efad6551-c50c-4c4b-8dd8-a94d1781ebde', 'created_at': '2017-08-17T11:04:53.472348', 'updated_at': '2018-01-25T04:20:45.942328', 'question': '%ACCOUNT_NAME% is a great company for me to make a contribution to my development', 'factor': '', 'code': 'DEV.5'}, {'title': 'Job exchange', 'excerpt': 'Enable employees to test different roles', 'description': 'Give employees a chance to test out different jobs within the business. One company set up a job exchange program which enables employees to expand their experience and develop skills outside core capabilities. Job exchanges ensure people are given an opportunity to learn and develop even if there are not new roles to move into. At this company, the exchange is generally initiated by an employee and facilitated by the manager and human resources team to ensure employees exchanging roles are set up to succeed.', 'id': 'f1ec4fdc-c8e9-4b17-871b-e636811420ff', 'created_at': '2017-08-17T11:04:57.800695', 'updated_at': '2018-01-25T04:20:45.956825', 'question': '%ACCOUNT_NAME% is a great company for me to make a contribution to my development', 'factor': '', 'code': 'DEV.5'}, {'title': 'Stretch roles', 'excerpt': 'Support learning through stretch roles', 'description': 'Support learning by providing stretch roles. Placing employees in roles that are slightly outside of their current capabilities gives them an opportunity to develop new skills more quickly. For achievement-driven employees this can be viewed as a reward. By clearly labeling it as a stretch role, expectations are set for everyone working with the employee (including the employee themselves). Managers and employees work together to find the right stretch role - which requires a healthy level of commitment, honesty, and communication from all parties involved.', 'id': '1f766426-738e-4b8c-a486-1dfbc8ff5430', 'created_at': '2017-08-17T11:05:01.053951', 'updated_at': '2018-01-25T04:20:45.967313', 'question': '%ACCOUNT_NAME% is a great company for me to make a contribution to my development', 'factor': '', 'code': 'DEV.5'}, {'title': 'Cocktails and careers event', 'excerpt': 'Connect employees to internal opportunities in a structured event', 'description': "Share opportunities for development within your organization. To do this, one company holds cocktails and careers event quarterly. At the event each department shares open jobs and employees are encouraged to peruse the opportunities, even if they aren't currently considering a transfer. The event enables employees to learn about career opportunities and to speak with people in their target roles to get a sense of what it is like to be in that role.", 'id': '386dd496-a6a0-4778-a78b-5fd19a56fd20', 'created_at': '2017-08-17T11:05:20.905865', 'updated_at': '2018-01-25T04:20:45.948838', 'question': '%ACCOUNT_NAME% is a great company for me to make a contribution to my development', 'factor': '', 'code': 'DEV.5'}, {'title': 'Leadership Cocktails and Careers', 'excerpt': 'Career themed social events with leaders and employees', 'description': 'Hold a social event to discuss career paths focussed on leadership. By creating a casual, social event ending in a happy hour with cocktails, members of your leadership team can talk about their career paths and open up the floor for a less formal Q and A session. This can be done twice a year, or as team schedules allow.', 'id': '8afd766d-8c82-4af5-b62a-51b731ea755b', 'created_at': '2018-02-22T22:31:28.842342', 'updated_at': '2018-02-22T22:31:28.853682', 'question': '%ACCOUNT_NAME% is a great company for me to make a contribution to my development', 'factor': '', 'code': 'DEV.5'}, {'title': 'Go-to badges', 'excerpt': 'Increase knowledge sharing', 'description': "Increase knowledge sharing by highlighting peoples' expertise. The organization that came up with this idea nominates individuals to 'wear' badges on their desks with topics they know a lot about. Each employee is encouraged to have at least two work-related badges (examples include 'brand marketing' and 'Ruby on Rails') and a personal badge (anything from 'woodworking' to 'raising twins'). As a result, informal knowledge-sharing has increased and people have learned new things about their colleagues.", 'id': '21224bfa-857e-41dd-896a-86603cc12e13', 'created_at': '2017-08-17T11:01:58.435342', 'updated_at': '2018-01-25T04:20:45.792018', 'question': 'I have access to the things I need to do my job well', 'factor': '', 'code': 'ENA.1'}, {'title': "What's in the toolshed?", 'excerpt': 'Take inventory of tools', 'description': 'Take inventory of the tools and resources people use to identify those that are most valuable. One organization documents all the systems being used and each department gives a rating on each tool. Based on the rating they decide which tools to start, stop and continue using. This could be rolled out to frequently-used resources as well.', 'id': 'ee56489b-1a43-4028-9c8f-9bbd80dfe5b8', 'created_at': '2017-08-17T11:02:11.153881', 'updated_at': '2018-01-25T04:20:45.802149', 'question': 'I have access to the things I need to do my job well', 'factor': '', 'code': 'ENA.1'}, {'title': 'Bootcamp onboarding', 'excerpt': 'Setup ongoing learning opportunities from day one', 'description': 'Encourage effective onboarding and continued learning. One company uses a boot camp as part of the onboarding process and continuous learning for current employees. The bootcamp is a monthly lecture/activity about a topic of interest that includes "check your understanding" components where employees can test their understanding of the topic and engage in discussion.', 'id': '8a20647b-6eb7-4a88-94d3-6ef6b09ac15e', 'created_at': '2017-08-17T11:02:17.636703', 'updated_at': '2018-01-25T04:20:45.776865', 'question': 'I have access to the things I need to do my job well', 'factor': '', 'code': 'ENA.1'}, {'title': 'Internal tools teams', 'excerpt': 'Clarifying tools needed to enable efficient work', 'description': 'Assess and acquire the right tools. One organization has an internal tools team to evaluate and acquire tools. The team improves processes and buys software to reduce manual labor, facilitate employee and organizational growth and reduce employee burnout.', 'id': '2b5eb144-16ff-4f3b-9f44-c65677384a70', 'created_at': '2017-08-17T11:02:23.561600', 'updated_at': '2018-01-25T04:20:45.837858', 'question': 'I have access to the things I need to do my job well', 'factor': '', 'code': 'ENA.1'}, {'title': 'Collaboration software', 'excerpt': 'Make the most up-to-date information accessible for all', 'description': 'Ensure employees have most accurate information. One company had a third party vendor create an intranet. Information is clearly organized and easily accessible for all employees. There is dynamic file storage so that people can always see the most up-to-date information. It also acts as a forum for employees to give feedback through comments and likes.', 'id': 'b550475e-0731-417e-af41-8e046e7b3a39', 'created_at': '2017-08-17T11:02:26.047713', 'updated_at': '2018-01-25T04:20:45.838528', 'question': 'I have access to the things I need to do my job well', 'factor': '', 'code': 'ENA.1'}, {'title': 'Mentorship program', 'excerpt': 'Lightweight coaching for junior level employees', 'description': 'Create a mentorship program for junior and mid-level employees (a cohort that is often left out of formal mentorship opportunities). One organization implemented a lightweight program that provides coaching through electronic channels, including email and texting. This pilot is an alternative to immediately investing in more heavyweight learning and development initiatives like facilitated classes.', 'id': 'd370ded5-bf4a-4fb4-95e3-12b30903fc76', 'created_at': '2017-08-17T11:02:34.396377', 'updated_at': '2018-01-25T04:20:46.397131', 'question': 'I have access to the things I need to do my job well', 'factor': '', 'code': 'ENA.1'}, {'title': 'Resource scavenger hunt', 'excerpt': 'Competition to find need-to-know information', 'description': 'Implement a resource scavenger hunt, where employees search for specific pieces of information. The hunt could be organization-wide or just for people who are part of an onboarding process. This helps employees learn how to find information when they need it and provides useful feedback on information that is not easily accessible.', 'id': '68db8942-84c7-441d-871b-e0b020b8fb0f', 'created_at': '2017-08-17T11:02:37.676246', 'updated_at': '2018-01-25T04:20:45.841202', 'question': 'I have access to the things I need to do my job well', 'factor': '', 'code': 'ENA.1'}, {'title': 'Hack the halls', 'excerpt': 'Decorate collaboratively', 'description': 'Get employees involved in improving their workspace. One company conducts a decorating event after hours in each office. Food and beverages are supplied by the internal experience team and the decorating theme is chosen to match the brand promise of the company. The kickoff gathering clarifies guidelines and ensures art and decorating is in line with company values. Teams spend a few hours decorating and moving furniture. A limited budget is available to purchase things that make the office more enjoyable.', 'id': '6c2fdcd1-596d-4716-82e2-bc45b0ed6abb', 'created_at': '2017-08-17T11:02:02.576407', 'updated_at': '2018-01-25T04:20:45.801486', 'question': 'Our physical workspace is enjoyable to work in', 'factor': '', 'code': 'ENA.2'}, {'title': 'Adopt a plant', 'excerpt': 'Foster team commitment by keeping a plant alive', 'description': 'Foster team commitment and engagement. One company encourages teammates across each pod of desks to choose a plant to purchase. They are encouraged to do research based on how much light and water is needed - and also to name their plant creatively. Keeping the plant alive is a team activity and they also decorate the plants during festive holidays.', 'id': 'ba678913-7756-49d6-9351-40680df96bc6', 'created_at': '2017-08-17T11:02:05.043047', 'updated_at': '2018-01-25T04:20:45.786697', 'question': 'Our physical workspace is enjoyable to work in', 'factor': '', 'code': 'ENA.2'}, {'title': 'Meditation room', 'excerpt': 'Create a quiet space', 'description': 'Create a quiet space for employees to work or reset. One company turned an unused space in the office into a meditation room. Employees often volunteer to lead meditation sessions and invite the entire office.', 'id': '1af7c22d-6bea-455c-90bd-0ce129ddde22', 'created_at': '2017-08-17T11:02:07.775923', 'updated_at': '2018-01-25T04:20:45.820765', 'question': 'Our physical workspace is enjoyable to work in', 'factor': '', 'code': 'ENA.2'}, {'title': 'Communal Space', 'excerpt': 'Facilitate informal employee meetings across departments', 'description': 'Help employees find ways to connect across teams by creating spaces that encourage collaboration and teamwork. Consider creating a communal space with lounge chairs, books, arcade games and snacks for employees to use when they want to take a casual break. Choose a location for the space that situates it between multiple departments to encourage conversations between employees that might not otherwise interact.', 'id': '504d0c52-554c-45f4-a5ab-db619306b0e7', 'created_at': '2017-08-17T11:06:34.437903', 'updated_at': '2018-01-25T04:20:46.001218', 'question': 'Our physical workspace is enjoyable to work in', 'factor': '', 'code': 'ENA.2'}, {'title': 'Rotate and Create', 'excerpt': 'Change the workspace for better thinking and creativity.', 'description': "Make regular changes to the physical work space. Without recognizing it, the physical environment we are in creates a certain mindset. Always sitting at the same desk, same view, same walls, same neighbors leads to 'same ideas/thoughts'. By radically changing the physical set up, you can change the mental set up. This includes thinking outside the box to change the environment, like making the office pet friendly.", 'id': '3695738b-ce45-47b8-a5bf-3936db3a52ad', 'created_at': '2018-02-22T22:31:33.792673', 'updated_at': '2018-02-22T22:31:33.797460', 'question': 'Our physical workspace is enjoyable to work in', 'factor': '', 'code': 'ENA.2'}, {'title': 'Project FAQs', 'excerpt': 'Answer and archive cross-department FAQs', 'description': "Create living FAQs for each project and ask employees outside of the team what they want to know. One company uses this approach to ensure all relevant information is easily accessible. The project owner answers questions in the living document as they're asked, keeping the document up-to-date.", 'id': 'aef097ea-4280-4fc9-a5dc-447d62f31d55', 'created_at': '2017-08-17T11:01:14.637568', 'updated_at': '2018-01-25T04:20:45.810377', 'question': 'The information I need to do my job effectively is readily available', 'factor': '', 'code': 'ENA.3'}, {'title': 'Information flows exercise', 'excerpt': 'Identify information flow blockers', 'description': 'The information flows exercise focuses on identifying blockers. One company teams get together regularly and look at their daily operations and opportunities for greater efficiency. They identify specific information blockers in the process. The team first asks, "When was our own team the blocker for another team, whether it was information withheld or taking too long to complete a task?" Then, they discuss when their own team was blocked and how they can ask others to do things differently to prevent it from happening. Summaries from these meetings are published publicly within the company and groups where blockers are identified are approached to design solutions.', 'id': '3dc4a7cb-8908-4581-8d17-b19702df1de8', 'created_at': '2017-08-17T11:01:50.189557', 'updated_at': '2018-01-25T04:20:45.791329', 'question': 'The information I need to do my job effectively is readily available', 'factor': '', 'code': 'ENA.3'}, {'title': 'Decision making due dates', 'excerpt': 'Increasing the speed of decision making', 'description': 'Make decisions more efficiently. One organization has due dates for all major decisions which they map out at the beginning of each quarter as part of their OKR process. The due date forces more efficient decision-making and less reliance on consensus. To facilitate transparency and close the loop on deadlines being met, decisions are posted publicly. Team Level: Due dates are mapped out at the beginning of a project launch.', 'id': '7ebb81e1-7e7e-4e07-95d2-1c3ac6fe75bf', 'created_at': '2017-08-17T11:01:53.460734', 'updated_at': '2018-01-25T04:20:45.830565', 'question': 'The information I need to do my job effectively is readily available', 'factor': '', 'code': 'ENA.3'}, {'title': 'Retrospective awards', 'excerpt': 'Encouraging more learning from past processes', 'description': "To ensure learnings are shared across teams, one organization's product managers report the results of retrospective exercises to the entire organization. Originally introduced to improve information sharing, this initiative has resulted in solutions being discussed by everyone and prevention of having to learn the same lesson twice.", 'id': '8b4897fb-8bae-4b6e-a4c9-c55ed535c07d', 'created_at': '2017-08-17T11:01:55.947753', 'updated_at': '2018-01-25T04:20:45.811839', 'question': 'The information I need to do my job effectively is readily available', 'factor': '', 'code': 'ENA.3'}, {'title': "What's in the toolshed?", 'excerpt': 'Take inventory of tools', 'description': 'Take inventory of the tools and resources people use to identify those that are most valuable. One organization documents all the systems being used and each department gives a rating on each tool. Based on the rating they decide which tools to start, stop and continue using. This could be rolled out to frequently-used resources as well.', 'id': 'ee56489b-1a43-4028-9c8f-9bbd80dfe5b8', 'created_at': '2017-08-17T11:02:11.153881', 'updated_at': '2018-01-25T04:20:45.802149', 'question': 'The information I need to do my job effectively is readily available', 'factor': '', 'code': 'ENA.3'}, {'title': 'Resource scavenger hunt', 'excerpt': 'Competition to find need-to-know information', 'description': 'Implement a resource scavenger hunt, where employees search for specific pieces of information. The hunt could be organization-wide or just for people who are part of an onboarding process. This helps employees learn how to find information when they need it and provides useful feedback on information that is not easily accessible.', 'id': '68db8942-84c7-441d-871b-e0b020b8fb0f', 'created_at': '2017-08-17T11:02:37.676246', 'updated_at': '2018-01-25T04:20:45.841202', 'question': 'The information I need to do my job effectively is readily available', 'factor': '', 'code': 'ENA.3'}, {'title': 'Team digests', 'excerpt': 'List of new and updated resources', 'description': 'Send out team digests monthly or quarterly outlining resources that have been added or updated. Employees can be confident that they have the most recent version, are aware of what is available to them and where to find those resources. Team digests can be shared within the team, or with the entire organization.', 'id': '4c9b3239-6987-40bc-847f-c2b669b3c75f', 'created_at': '2017-08-17T11:02:46.900345', 'updated_at': '2018-01-25T04:20:45.844615', 'question': 'The information I need to do my job effectively is readily available', 'factor': '', 'code': 'ENA.3'}, {'title': 'Resource themes', 'excerpt': 'Linking information to the job description', 'description': 'Organize information in line with job description themes or specific tasks. The goal is to ensure employees know where to find information and how that information relates to their role. People can be introduced to the information during onboarding and then be prompted to revisit and update information regularly. For example, every six months is a great cadence to adjust job descriptions.', 'id': 'b20cbfcf-f6d6-4049-a25d-c737ade3f5a0', 'created_at': '2017-08-17T11:02:40.249926', 'updated_at': '2018-01-25T04:20:45.841908', 'question': 'The information I need to do my job effectively is readily available', 'factor': '', 'code': 'ENA.3'}, {'title': 'Knowledge database', 'excerpt': 'Internal wiki for each role or team', 'description': 'Develop a knowledge database for each role or team. The content can be crowd-sourced from individuals in the role or team. To ensure the information is always up to date, one organization has a nominated person maintain the database for a quarterly stint, before passing the duty on to another team member.', 'id': '58f87136-6974-404a-96c7-6004e0c2a384', 'created_at': '2017-08-17T11:02:41.883630', 'updated_at': '2018-01-25T04:20:45.842614', 'question': 'The information I need to do my job effectively is readily available', 'factor': '', 'code': 'ENA.3'}, {'title': 'Knowledge database', 'excerpt': 'Set standards for document storage', 'description': "Decide as an organization (or team) norms for where and how information will be stored. For example, you might decide that documents that are still being worked on always have 'WIP' in the title and are stored on a collaborative tool. One organization includes a notation of the owner of the document and when it was last updated. Canonical resources that have not been updated recently but are still impactful due to their historical significance are labelled OSOT (Original Source of Truth).", 'id': '7eb5eaaf-77f3-486b-9bf9-f9118dd77341', 'created_at': '2017-08-17T11:02:43.538163', 'updated_at': '2018-01-25T04:20:45.843287', 'question': 'The information I need to do my job effectively is readily available', 'factor': '', 'code': 'ENA.3'}, {'title': 'Organizational table of content', 'excerpt': 'Where to find what across the organization', 'description': 'Create a living Organizational Table of Content outlining where each department stores their work and where to find particular projects. Each entry has a link to the document so the information is easily accessible to everyone.', 'id': '5b92697b-4adc-474f-9ef7-31b08a4c2e9c', 'created_at': '2017-08-17T11:02:45.200857', 'updated_at': '2018-01-25T04:20:45.843941', 'question': 'The information I need to do my job effectively is readily available', 'factor': '', 'code': 'ENA.3'}, {'title': 'Trade-offs exercise', 'excerpt': 'Evaluate team priorities', 'description': 'Evaluate team priorities using trade-offs exercises. One organization holds trade-offs meetings each quarter. At the meetings, projects which compete for resources are discussed and prioritized, then the team works together to scope out and allocate the resources needed.', 'id': 'b1936077-d548-4cf2-9989-dc40591ef00f', 'created_at': '2017-08-17T11:01:38.509007', 'updated_at': '2018-01-25T04:20:45.781139', 'question': 'We have enough autonomy to perform our jobs effectively', 'factor': '', 'code': 'ENA.4'}, {'title': 'Decision making due dates', 'excerpt': 'Increasing the speed of decision making', 'description': 'Make decisions more efficiently. One organization has due dates for all major decisions which they map out at the beginning of each quarter as part of their OKR process. The due date forces more efficient decision-making and less reliance on consensus. To facilitate transparency and close the loop on deadlines being met, decisions are posted publicly. Team Level: Due dates are mapped out at the beginning of a project launch.', 'id': '7ebb81e1-7e7e-4e07-95d2-1c3ac6fe75bf', 'created_at': '2017-08-17T11:01:53.460734', 'updated_at': '2018-01-25T04:20:45.830565', 'question': 'We have enough autonomy to perform our jobs effectively', 'factor': '', 'code': 'ENA.4'}, {'title': 'Remote week', 'excerpt': 'Establish clear goal-setting & team trust', 'description': "Enable autonomy and build trust by scheduling one week during a project where every team member works from home. One organization calls this initiative 'WFH Week' and finds that it enables team members to focus on their individual contributions to achieving the overall goal. The week before WFH Week, clear goals, timelines and objectives are established. During WFH Week each employee completes their assigned tasks independently and autonomously. They can reach out for help when needed and there is a mid-week check-in call.", 'id': '3378d375-5f2a-4e63-a0b9-b049942d8545', 'created_at': '2017-08-17T11:02:00.913050', 'updated_at': '2018-01-25T04:20:45.774662', 'question': 'We have enough autonomy to perform our jobs effectively', 'factor': '', 'code': 'ENA.4'}, {'title': 'Directly responsible individual', 'excerpt': 'A decision-making framework', 'description': 'Make better decisions by clarifying who owns the decision and providing transparency about the process. One organization uses DRI (Directly Responsible Individual) grids to facilitate more open and clear decision-making. The DRI grid is shared with everyone in the organization and records who owns each decision, key stakeholders, their feedback and possible alternative decisions. This framework empowers the DRI and enables everyone to understand and support important decisions.', 'id': '89bf6653-bd98-41fa-94c7-ae1484c21e75', 'created_at': '2017-08-17T11:02:20.284676', 'updated_at': '2018-01-25T04:20:45.837197', 'question': 'We have enough autonomy to perform our jobs effectively', 'factor': '', 'code': 'ENA.4'}, {'title': 'No meeting Wednesdays', 'excerpt': "Free up time for the 'makers' to make", 'description': 'Provide employees with the time to focus on execution. One company uses "No Meeting Wednesdays" to make sure employees have the time to focus on getting things done. The company acknowledges that managers spend most of their time in meetings while other employees, that they called "makers," need uninterrupted time to make.', 'id': 'cd794049-d6a0-4e59-ada2-ecbe932dada1', 'created_at': '2017-08-17T11:02:28.519474', 'updated_at': '2018-01-25T04:20:45.839175', 'question': 'We have enough autonomy to perform our jobs effectively', 'factor': '', 'code': 'ENA.4'}, {'title': 'Swap worst tasks', 'excerpt': 'Swap your least favorite tasks and see if they can be improved', 'description': "Create empathy and understanding by 'working in someone else's shoes'. Encourage employees to swap their least favorite tasks for a week. The goal is for each person to identify a better way of getting the task done by the end of the week. People get better visibility into the not-so-pleasant parts of each role. Additionally, fresh eyes can often lead to new ideas.", 'id': '3d227a78-2002-4ef4-98c6-03347faa866c', 'created_at': '2017-08-17T11:00:35.852625', 'updated_at': '2018-01-25T04:20:45.771215', 'question': 'Most of the systems and processes here support us getting our work done effectively', 'factor': '', 'code': 'ENA.5'}, {'title': 'Meeting Manifesto', 'excerpt': 'Improve meeting effectiveness', 'description': 'Improve meeting effectiveness using clear guidelines. One company developed a meeting manifesto which outlines what a quality meeting looks like and keeps the end goal and objective of the meeting in mind. For each meeting, the meeting owner is challenged to identify the purpose, key decision makers and clearly state why each person has been invited.', 'id': '2110915a-35aa-4f18-9efc-e18e8a814f89', 'created_at': '2017-08-17T11:00:45.739845', 'updated_at': '2018-01-25T04:20:45.794087', 'question': 'Most of the systems and processes here support us getting our work done effectively', 'factor': '', 'code': 'ENA.5'}, {'title': "What's in the toolshed?", 'excerpt': 'Take inventory of tools', 'description': 'Take inventory of the tools and resources people use to identify those that are most valuable. One organization documents all the systems being used and each department gives a rating on each tool. Based on the rating they decide which tools to start, stop and continue using. This could be rolled out to frequently-used resources as well.', 'id': 'ee56489b-1a43-4028-9c8f-9bbd80dfe5b8', 'created_at': '2017-08-17T11:02:11.153881', 'updated_at': '2018-01-25T04:20:45.802149', 'question': 'Most of the systems and processes here support us getting our work done effectively', 'factor': '', 'code': 'ENA.5'}, {'title': 'Swimlane planning', 'excerpt': 'Process mapping exercise', 'description': 'Share how internal processes are working (or not working) and collaborate on improvements. One organization maps out their most common processes in swimlane diagrams (see https://en.wikipedia.org/wiki/Swim_lane). They take care to map processes that have previously not worked well. With the diagram as a guide, they discuss them in all hands meetings and other organization-wide forums so that all employees can provide input into ways to improve.', 'id': '5e41e005-e16b-464b-9969-77d560d8c6f5', 'created_at': '2017-08-17T11:02:14.381111', 'updated_at': '2018-01-25T04:20:45.836556', 'question': 'Most of the systems and processes here support us getting our work done effectively', 'factor': '', 'code': 'ENA.5'}, {'title': 'Process hackathon', 'excerpt': 'Use diverse perspectives to improve processes', 'description': 'Bring together diverse perspectives to improve company processes. One organization holds an annual hackathon to improve processes. Each department chooses their least-favorite process (large departments can choose more than one). Cross-functional teams are formed with people from different departments and each team discusses how to improve one process. In addition to helping to improve efficiency, this also leads to greater empathy with colleagues.', 'id': '8967feca-5e3f-4239-9c55-91abb8a1e9e5', 'created_at': '2017-08-17T11:02:16.008224', 'updated_at': '2018-01-25T04:20:45.821444', 'question': 'Most of the systems and processes here support us getting our work done effectively', 'factor': '', 'code': 'ENA.5'}, {'title': 'Internal tools teams', 'excerpt': 'Clarifying tools needed to enable efficient work', 'description': 'Assess and acquire the right tools. One organization has an internal tools team to evaluate and acquire tools. The team improves processes and buys software to reduce manual labor, facilitate employee and organizational growth and reduce employee burnout.', 'id': '2b5eb144-16ff-4f3b-9f44-c65677384a70', 'created_at': '2017-08-17T11:02:23.561600', 'updated_at': '2018-01-25T04:20:45.837858', 'question': 'Most of the systems and processes here support us getting our work done effectively', 'factor': '', 'code': 'ENA.5'}, {'title': 'Collaboration software', 'excerpt': 'Make the most up-to-date information accessible for all', 'description': 'Ensure employees have most accurate information. One company had a third party vendor create an intranet. Information is clearly organized and easily accessible for all employees. There is dynamic file storage so that people can always see the most up-to-date information. It also acts as a forum for employees to give feedback through comments and likes.', 'id': 'b550475e-0731-417e-af41-8e046e7b3a39', 'created_at': '2017-08-17T11:02:26.047713', 'updated_at': '2018-01-25T04:20:45.838528', 'question': 'Most of the systems and processes here support us getting our work done effectively', 'factor': '', 'code': 'ENA.5'}, {'title': 'No meeting Wednesdays', 'excerpt': "Free up time for the 'makers' to make", 'description': 'Provide employees with the time to focus on execution. One company uses "No Meeting Wednesdays" to make sure employees have the time to focus on getting things done. The company acknowledges that managers spend most of their time in meetings while other employees, that they called "makers," need uninterrupted time to make.', 'id': 'cd794049-d6a0-4e59-ada2-ecbe932dada1', 'created_at': '2017-08-17T11:02:28.519474', 'updated_at': '2018-01-25T04:20:45.839175', 'question': 'Most of the systems and processes here support us getting our work done effectively', 'factor': '', 'code': 'ENA.5'}, {'title': "Office hacker' team", 'excerpt': 'A team focused on resolving issues quickly', 'description': "Create a team that identifies blockers and has the remit to address them. One organization has an 'office hacker' team. Their sole responsibility is to find out what's not working and make it work. They track employee requests via an electronic ticketing system and have tackled large and small projects. One project was measuring company waste to better understand and improve sustainability.", 'id': 'edd951fc-5865-419a-b61d-7fc22dc68b06', 'created_at': '2017-08-17T11:02:31.952757', 'updated_at': '2018-01-25T04:20:45.839857', 'question': 'Most of the systems and processes here support us getting our work done effectively', 'factor': '', 'code': 'ENA.5'}, {'title': 'Inclusivity check for tools and systems', 'excerpt': 'Ensuring fairness in internal tools and systems', 'description': 'Ensure that internal tools and systems are designed to support everyone equally. One company set up a team to evaluate their internal systems to ensure that their tools and processes were fair and accessible to everyone. Their compensation and promotion systems have been configured to show pay differences and promotion density by ethnicity, gender and other demographics. They check all of their tools, systems, and internal processes regularly to make sure everyone is included.', 'id': '3764677a-79a7-4239-a506-6fbbc18ebdb6', 'created_at': '2017-08-17T11:06:52.462179', 'updated_at': '2018-01-25T04:20:46.007151', 'question': 'Most of the systems and processes here support us getting our work done effectively', 'factor': '', 'code': 'ENA.5'}, {'title': 'Lapel pins', 'excerpt': 'Visibly recognize progress toward meeting objectives', 'description': 'Institute a program of visible recognition for employees and teams that have met certain business objectives. Lapel or lanyard pins, medals, even stickers can be used to visibly signify that an employee has accomplished a specific objective, such as going 100 days without a safety incident, exhibiting a company value, or having a 90% or above perfect order rate. Badges on internal networking pages can also be used to recognize publicly the work of an employee.', 'id': '01b60e18-6da6-4740-9718-657907e7e16f', 'created_at': '2017-08-17T11:02:50.965246', 'updated_at': '2018-01-25T04:20:45.845953', 'question': 'I receive appropriate recognition for good work at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.1'}, {'title': 'Consider employee preferences', 'excerpt': 'Align recognition approach with employee preference', 'description': 'Investigate and understand how employees want to be recognized and design reward programs to align with their interests. One company has a committee that gathers feedback from employees on meaningful types of recognition and then identifies rewards within a set budget that align to employee values and interests. In getting to know what is important and valuable to employees, the organization ensures that rewards have the intended motivational impact.', 'id': 'b6ec8ba0-118b-4581-888f-affb0eafe09b', 'created_at': '2017-08-17T11:02:53.388603', 'updated_at': '2018-01-25T04:20:45.860815', 'question': 'I receive appropriate recognition for good work at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.1'}, {'title': 'Recognizing progress', 'excerpt': 'Recognize progress publicly', 'description': 'Recognize support in achieving key business objectives through a simple public notice system. With the help of your employees, determine several business objectives that could be met by each employee this quarter. Utilize a public display (an office whiteboard, bulletin board or intranet site) where you add stars or some marker of success for each employee (and the group as a whole) when they hit their objectives.', 'id': '2d7030d8-89ad-4c91-acda-798a866186da', 'created_at': '2017-08-17T11:02:55.037237', 'updated_at': '2018-01-25T04:20:45.870212', 'question': 'I receive appropriate recognition for good work at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.1'}, {'title': 'Public recognition', 'excerpt': 'Reward exceptional effort', 'description': 'During all company meetings this company gives out awards to recognize exceptional employees. Prior to the meeting, the awards are developed and communicated. Employees are then asked to send in nominations. Those nominations are compiled and the executives make the final decision and announcement during the all company meeting. Team Level: During department or team level meetings this company gives out awards to recognize exceptional employees. Prior to the meeting, the awards are developed and communicated. Employees are then asked to send in nominations. Those nominations are compiled and the department manager or team lead communicates the final selection.', 'id': '8ff31550-73ea-4708-9f46-259d127dff09', 'created_at': '2017-08-17T11:03:01.552493', 'updated_at': '2018-01-25T04:20:45.864146', 'question': 'I receive appropriate recognition for good work at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.1'}, {'title': 'Employee of the month', 'excerpt': 'Nominate an employee of the month', 'description': "Nominate an employee each month. One company's engagement committee created a voting process where anyone in the organization can nominate a colleague for an employee of the month award. The leadership team then selects a winner from the nominees.", 'id': '21bb0b81-eb3e-412a-a17d-8e6faae0a3ce', 'created_at': '2017-08-17T11:03:04.005269', 'updated_at': '2018-01-25T04:20:45.871556', 'question': 'I receive appropriate recognition for good work at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.1'}, {'title': 'Everyday peer recognition', 'excerpt': 'Recognize employees using internal communication software', 'description': "Recognize employees every day using internal communication software. One company uses a 'Shoutout' channel on their internal office communication software that provides an outlet for a quick thank you and recognition to anyone else in the company. It has become their most popular channel.", 'id': '8867e326-fa43-407a-abd4-7fa06e589989', 'created_at': '2017-08-17T11:03:06.432689', 'updated_at': '2018-01-25T04:20:45.881022', 'question': 'I receive appropriate recognition for good work at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.1'}, {'title': 'Recognition via personal experiences', 'excerpt': 'Recognize top performance through story telling', 'description': "Tell stories to recognize top performance. One company uses a 'praise' channel on their internal communication platform to facilitate quick and visible recognition. A formal reward/recognition program follows based on 'praise' callouts in the form of a quarterly nomination progress (nominations by peers). Those nominating employees for rewards need to clearly articulate which company value the person embodies through a story.", 'id': 'ae3fbeba-a43a-4f8b-9223-6f0b284338b5', 'created_at': '2017-08-17T11:03:09.063644', 'updated_at': '2018-01-25T04:20:45.881723', 'question': 'I receive appropriate recognition for good work at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.1'}, {'title': 'Personalized recognition', 'excerpt': 'Ask your employees about how they prefer to be recognized', 'description': 'Get to know how each employee prefers to receive recognition, and then document and store these preferences for when an employee is to be recognized. This includes understanding how they like to receive recognition (e.g. in public or one-on-one) and how they like to be rewarded (e.g. vacation days, bonus, dinner, flowers, gifts). This information is stored across the company, so as employees move teams, their recognition preferences go with them.', 'id': '1ea5dcec-a94d-42df-8104-1f85f43c22d9', 'created_at': '2017-08-17T11:03:24.660313', 'updated_at': '2018-01-25T04:20:45.904245', 'question': 'I receive appropriate recognition for good work at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.1'}, {'title': 'Thank you round', 'excerpt': 'End each meeting with a quick thank you round', 'description': "Give employees a chance to recognize others in the business in a simple and public way. One company ends each meeting with a lightning thank you round. It's a quick and easy way to thank individuals for their great work while also celebrating successes.", 'id': 'ed12a30a-26cd-45be-a777-10acf36a57a9', 'created_at': '2017-08-17T11:03:26.276492', 'updated_at': '2018-01-25T04:20:45.861490', 'question': 'I receive appropriate recognition for good work at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.1'}, {'title': 'Project-based recognition norms', 'excerpt': 'Establish recognition norms based on projects', 'description': 'Establish reward and recognition programs at a project level. Project-based recognition programs enable more real-time and intentional praise/recognition from project leaders and/or peers. This can be shared during or at the conclusion of a project, and is always communicated to all project team members and relevant managers. This approach encourages collaboration across teams and ensures peer and project lead recognition for performance.', 'id': '6008dc8e-fc71-4731-9b27-f6036b0cea20', 'created_at': '2017-08-17T11:03:29.726948', 'updated_at': '2018-01-25T04:20:45.896903', 'question': 'I receive appropriate recognition for good work at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.1'}, {'title': 'Rewarding V2.0', 'excerpt': 'Setup an employee committee to find creative ways to reward top performance', 'description': 'Find new and creative ways to reward top performance at your company that fits your culture and employee interests. The more aligned rewards are with employee interests the more successful the reward program will be. One company set up a "rewards committee" made up of interested employees across functions to evaluate available rewards. Some companies reward employees with adventurous experiences, some by donating to an employee\'s selected social cause, or providing work time to give back to community, and even (extra) work time for personal development. The most important thing is having employees involved in the selection process to ensure alignment of possible rewards that will fit with employee interests.', 'id': '5bc61e87-87db-4829-bff5-401802755e0a', 'created_at': '2017-08-17T11:03:33.022397', 'updated_at': '2018-01-25T04:20:45.905014', 'question': 'I receive appropriate recognition for good work at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.1'}, {'title': 'Team-level awards', 'excerpt': 'Recognize teams as a group, not individuals', 'description': 'Encourage teamwork by recognizing team effort above individual effort. One company awards teams that surpass business objectives, or come up with the most creative solution to difficult business problems. The awards are presented in public forums and are associated with a clear description of what the team achieved and how they worked together to achieve it. Recognizing the team as a whole incentivizes collaboration and effective teamwork.', 'id': 'a4bf8897-26fc-40d0-ae76-2f9c8e72790a', 'created_at': '2017-08-17T11:06:44.314163', 'updated_at': '2018-01-25T04:20:46.004349', 'question': 'I receive appropriate recognition for good work at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.1'}, {'title': 'Wall of Compliments', 'excerpt': 'Give kudos and feedback to colleagues in a public space', 'description': 'Build a wall of compliments in the center of your workspace. Use the wall as an opportunity to give kudos to a colleague for work well done, and to open up the room to also include constructive feedback. To ensure a nurturing atmosphere, one company encourages giving positive praise in public, while reserving negative yet constructive feedback for a private conversation.', 'id': 'cddc7801-da6a-440f-9a12-6a58f0ef4be2', 'created_at': '2018-02-22T22:31:13.743993', 'updated_at': '2018-02-22T22:31:13.758182', 'question': 'I receive appropriate recognition for good work at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.1'}, {'title': 'Reward transparency', 'excerpt': 'Enable greater understanding of pay decisions', 'description': 'Create greater transparency and understanding for how pay raises and bonuses are applied. At one company, during the performance review process each employee was given a packet with their feedback and details on their merit increases and bonus; it explained the precise formula for how their bonus and merit raise was calculated. Because the formula was the same for everyone, it increased the perceived fairness of company-wide compensation.', 'id': '6da11d9e-edb5-4ff5-a528-a350f15cf958', 'created_at': '2017-08-17T11:03:10.674993', 'updated_at': '2018-01-25T04:20:45.889646', 'question': 'My job performance is evaluated fairly', 'factor': '', 'code': 'FEE.2'}, {'title': 'Frequent pay calibrations', 'excerpt': 'Increase the cadence of calibrations', 'description': 'Instead of yearly pay calibrations, consider more frequent check-ins. This approach of more frequent salary checks is based on the thinking that the moment you realize an employee deserves a raise, they should receive it. The longer between that realization and the raise, the more time the employee has to feel that their contributions are not being fairly compensated. In a highly competitive job market this can lead to regrettable turnover that could have otherwise been addressed.', 'id': '4747dcbb-eb90-4f9c-8e83-50d583757ca4', 'created_at': '2017-08-17T11:03:38.125572', 'updated_at': '2018-01-25T04:20:45.897757', 'question': 'My job performance is evaluated fairly', 'factor': '', 'code': 'FEE.2'}, {'title': 'Unconscious bias training', 'excerpt': 'Unconscious bias training', 'description': 'Address bias in the workplace by training individuals to become more aware of their subconscious biases. One company has its workforce participate in unconscious bias training to become aware of how stereotypes affect behavior. All managers are required to go through the training. As part of the training, everyone has breakout discussions to talk about what they have learned about unconscious biases and how they might impact their workplace, employees and candidates.', 'id': 'b9367ce3-454d-4fe1-bc80-3e5b53910aad', 'created_at': '2017-08-17T11:03:40.772677', 'updated_at': '2018-01-25T04:20:45.847360', 'question': 'My job performance is evaluated fairly', 'factor': '', 'code': 'FEE.2'}, {'title': 'Mentorship program', 'excerpt': 'Lightweight coaching for junior level employees', 'description': 'Create a mentorship program for junior and mid-level employees (a cohort that is often left out of formal mentorship opportunities). One organization implemented a lightweight program that provides coaching through electronic channels, including email and texting. This pilot is an alternative to immediately investing in more heavyweight learning and development initiatives like facilitated classes.', 'id': 'd370ded5-bf4a-4fb4-95e3-12b30903fc76', 'created_at': '2017-08-17T11:02:34.396377', 'updated_at': '2018-01-25T04:20:46.397131', 'question': 'When it is clear that someone is not delivering in their role we do something about it', 'factor': '', 'code': 'FEE.3'}, {'title': 'Probationary voting', 'excerpt': 'Team members vote prior to an official offer', 'description': 'Invite team members to provide input on whether new coworkers have successfully completed their probationary period. One organization has team members vote on whether the organization should make an official offer for full employment to someone completing probation. The organization believes that this approach shows current employees that their opinion is valued; and ensures people who successfully complete probation know that they are fully accepted by their teammates. This approach requires careful consideration of how it could impact employee behavior or be viewed as a popularity contest. To ensure the system is fair, have mechanisms in place for the new employee to receive feedback throughout their probationary period and require that all votes be accompanied by specific examples of behavior.', 'id': 'f36f3e90-6fc8-4152-9172-bf13d7c2ae76', 'created_at': '2017-08-17T11:03:21.397989', 'updated_at': '2018-01-25T04:20:45.896181', 'question': 'When it is clear that someone is not delivering in their role we do something about it', 'factor': '', 'code': 'FEE.3'}, {'title': 'Role refresh', 'excerpt': 'Re-engage employee through a role refresh', 'description': "Knowing how to approach an employee's underperformance can be difficult for even the most successful managers. A role refresh provides an opportunity for both manager and the person who is perceived to be underperforming to approach the issues from a different perspective. What if you were to redesign their role? By floating this idea, you'll have an opportunity to discuss with the person what might be contributing to their underperformance and how a revised set of responsibilities might help them improve. If you both decide to refresh their role, create a position description with clear performance expectations together. Set a clear timeline for implementation. Define what success looks like and record the way forward in writing. Schedule check-in dates to review progress. The overall feeling should be as if the person is starting a new job.", 'id': '276d9623-6e63-45d2-b3ba-38aa8b9cf041', 'created_at': '2017-08-17T11:03:23.036406', 'updated_at': '2018-01-25T04:20:45.884177', 'question': 'When it is clear that someone is not delivering in their role we do something about it', 'factor': '', 'code': 'FEE.3'}, {'title': 'Termination explanations', 'excerpt': 'Giving employees more information about why a termination occurred', 'description': 'Provide as much detail as possible to people at your organization on why a termination has occurred to avoid rumors and encourage the right behaviors. When an organization has to let someone go because they are not delivering, the traditional approach is to provide relatively generic communications to the team (for example, "Joe found another opportunity and we wish them all the best."). Instead, consider using clearer communications which include more detail about the reason for someone\'s departure. Communicating a reason for termination, including underperformance, can help employees understand that they are working in an organization that sets high standards.', 'id': '6f94343e-e9e5-4e69-a69d-7613e969214f', 'created_at': '2017-08-17T11:03:36.375298', 'updated_at': '2018-01-25T04:20:45.872238', 'question': 'When it is clear that someone is not delivering in their role we do something about it', 'factor': '', 'code': 'FEE.3'}, {'title': 'Career jungle gym', 'excerpt': 'Communicate role descriptions and opportunities', 'description': 'Create a clear way to communicate all development opportunities. One company developed what they call a Career Jungle Gym, which is a career pathing document that clearly lays out opportunities across the organization. The Career Jungle Gym will often differ depending on function and role and covers topics such as expected behaviors, scope, responsibilities, leadership traits, and independence/autonomy. This can also be used as a foundation to talk about new opportunities where an employee is not the right fit for a given role.', 'id': 'b02af541-1830-4e81-805c-f946389d9f85', 'created_at': '2017-08-17T11:04:42.655216', 'updated_at': '2018-01-25T04:20:45.924199', 'question': 'When it is clear that someone is not delivering in their role we do something about it', 'factor': '', 'code': 'FEE.3'}, {'title': 'Customized career templates', 'excerpt': 'Use customized templates for focused career conversations', 'description': "Providing customized career conversation templates helps facilitate career development conversations between managers and employees. Templates are customized depending on the employee's goals (e.g. gain leadership skills or transfer to a new department). Career conversation templates are useful to guide both performance reviews and employee check-ins.", 'id': '5e60d313-dc64-4d30-a7d0-16401f4863f9', 'created_at': '2017-08-17T11:04:50.188388', 'updated_at': '2018-01-25T04:20:45.937619', 'question': 'When it is clear that someone is not delivering in their role we do something about it', 'factor': '', 'code': 'FEE.3'}, {'title': 'Better one-on-one meetings', 'excerpt': 'Create more effective one-on-one meetings', 'description': "Embedding a consistent practice of one-on-one meetings throughout an organization is a key component of performance management. At one company, managers and individual contributors are trained on what how to run effective one-on-one meetings. This company formed a team to help develop new content to help managers in their one-on-one meetings, including: what makes a great one-on-one meeting, what types of conversations to have, a manager checklist, dos and don'ts, and a bank of questions to use to stimulate the right conversations. Geographically dispersed organizations may want to ensure there are one-on-one meeting champions in each location to assist managers with new training and tools. Executives should also be encouraged to role-model effective one-on-one practices.", 'id': '36461586-c18f-415c-9c4c-932f83088838', 'created_at': '2017-08-17T11:05:28.287519', 'updated_at': '2018-01-25T04:20:45.927706', 'question': 'When it is clear that someone is not delivering in their role we do something about it', 'factor': '', 'code': 'FEE.3'}, {'title': 'Retrospective awards', 'excerpt': 'Encouraging more learning from past processes', 'description': "To ensure learnings are shared across teams, one organization's product managers report the results of retrospective exercises to the entire organization. Originally introduced to improve information sharing, this initiative has resulted in solutions being discussed by everyone and prevention of having to learn the same lesson twice.", 'id': '8b4897fb-8bae-4b6e-a4c9-c55ed535c07d', 'created_at': '2017-08-17T11:01:55.947753', 'updated_at': '2018-01-25T04:20:45.811839', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'The kudos channel', 'excerpt': 'Create a channel for product/service recognition', 'description': "To acknowledge outstanding service one organization has a 'Kudos' channel on their internal communication tool. Whenever positive feedback is received about the product or a team member, it gets posted for everyone to see. This helps everyone realize the value and service they bring to customers. At the end of each quarter, the team member with the most customer kudos is given an award. Team Level: If you receive enough customer feedback, you can create a #Kudos channel for just your team.", 'id': '7b4b88d0-c3aa-4a7f-9e81-3313d25ad306', 'created_at': '2017-08-17T11:02:48.532679', 'updated_at': '2018-01-25T04:20:45.845286', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'Lapel pins', 'excerpt': 'Visibly recognize progress toward meeting objectives', 'description': 'Institute a program of visible recognition for employees and teams that have met certain business objectives. Lapel or lanyard pins, medals, even stickers can be used to visibly signify that an employee has accomplished a specific objective, such as going 100 days without a safety incident, exhibiting a company value, or having a 90% or above perfect order rate. Badges on internal networking pages can also be used to recognize publicly the work of an employee.', 'id': '01b60e18-6da6-4740-9718-657907e7e16f', 'created_at': '2017-08-17T11:02:50.965246', 'updated_at': '2018-01-25T04:20:45.845953', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'Recognizing progress', 'excerpt': 'Recognize progress publicly', 'description': 'Recognize support in achieving key business objectives through a simple public notice system. With the help of your employees, determine several business objectives that could be met by each employee this quarter. Utilize a public display (an office whiteboard, bulletin board or intranet site) where you add stars or some marker of success for each employee (and the group as a whole) when they hit their objectives.', 'id': '2d7030d8-89ad-4c91-acda-798a866186da', 'created_at': '2017-08-17T11:02:55.037237', 'updated_at': '2018-01-25T04:20:45.870212', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'Celebrate small wins', 'excerpt': 'Recognizing impact of non-customer facing roles', 'description': "Celebrate and communicate small wins that positively impact internal stakeholders using organization-wide forums. Highlight how people's accomplishments contribute to internal efficiency, improve quality and reduce internal bottlenecks. Consider this approach for employees in internal support roles like shared services.", 'id': '8300fecf-daf4-41d0-8cd7-1c65703a728c', 'created_at': '2017-08-17T11:02:57.481998', 'updated_at': '2018-01-25T04:20:45.870877', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'Recognition event', 'excerpt': 'Monthly recognition event', 'description': "Having a schedule of events where employees are recognized for their work ensures intentionality and follow-through. One organization has monthly recognition events. They recognize good work and highlight what people are working on and how it's helping the organization deliver on its mission and work toward its vision.", 'id': 'e8764c5f-e836-40c8-b50a-047a9deeba8f', 'created_at': '2017-08-17T11:02:59.108408', 'updated_at': '2018-01-25T04:20:45.846645', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'Employee of the month', 'excerpt': 'Nominate an employee of the month', 'description': "Nominate an employee each month. One company's engagement committee created a voting process where anyone in the organization can nominate a colleague for an employee of the month award. The leadership team then selects a winner from the nominees.", 'id': '21bb0b81-eb3e-412a-a17d-8e6faae0a3ce', 'created_at': '2017-08-17T11:03:04.005269', 'updated_at': '2018-01-25T04:20:45.871556', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'Everyday peer recognition', 'excerpt': 'Recognize employees using internal communication software', 'description': "Recognize employees every day using internal communication software. One company uses a 'Shoutout' channel on their internal office communication software that provides an outlet for a quick thank you and recognition to anyone else in the company. It has become their most popular channel.", 'id': '8867e326-fa43-407a-abd4-7fa06e589989', 'created_at': '2017-08-17T11:03:06.432689', 'updated_at': '2018-01-25T04:20:45.881022', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'Peer recognition', 'excerpt': 'Employees nominate individuals who exemplify company values', 'description': 'Enable employees to recognize people who exemplify company values. One organization has awards connected to their three values. Employees nominate individuals whose behaviors during that quarter demonstrate one of the company values. The previous quarter award winners then choose the winners in the current quarter. The awards are presented at the quarterly all hands meeting, along with a picture of the winner reimagined as a superhero by the creative director.', 'id': 'e17e80a1-a9a9-489f-ae95-b9b90843fa4e', 'created_at': '2017-08-17T11:03:13.137470', 'updated_at': '2018-01-25T04:20:45.895437', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'Shark tank style competition', 'excerpt': 'Cross-functional teams pitch award ideas', 'description': 'Encourage employees to pitch ideas to executives in a "Shark Tank-style" competition. At one company cross-fuctional teams were formed to build ideas to pitch to the "Sharks" - a collection of senior leaders. This program encouraged cross-functional collaboration, healthy competition and recognition of great ideas. Once an idea was selected, resources were made available to implement.', 'id': '58f77db6-d764-4827-9c13-ada9d996f512', 'created_at': '2017-08-17T11:03:14.763822', 'updated_at': '2018-01-25T04:20:45.882793', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'Thank you cards', 'excerpt': 'Facilitate peer-to-peer thank yous via values templates', 'description': 'Facilitate a peer recognition program using thank you cards. One organization provides cards for people to complete and hand-deliver. The HR team creates templates that link to the company values and current organizational objectives so that cards clearly call out exemplary behaviors.', 'id': '5944a9a3-5be0-4841-aad1-4e5da9ebe34d', 'created_at': '2017-08-17T11:03:17.210649', 'updated_at': '2018-01-25T04:20:45.883469', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'Wow! Wall', 'excerpt': 'Develop a physical space to recognize your exceptional employees', 'description': 'Develop a physical space where you can recognize people. One company has a Wow! Wall where people can post stories when coworkers have gone above and beyond. The wall is in a high-traffic area so everyone can casually pass by and read about the great work of their colleagues.', 'id': '5980ce2c-a789-4ce5-a55c-d92a5d1ab9c7', 'created_at': '2017-08-17T11:03:18.955911', 'updated_at': '2018-01-25T04:20:45.890377', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'Rewarding V2.0', 'excerpt': 'Setup an employee committee to find creative ways to reward top performance', 'description': 'Find new and creative ways to reward top performance at your company that fits your culture and employee interests. The more aligned rewards are with employee interests the more successful the reward program will be. One company set up a "rewards committee" made up of interested employees across functions to evaluate available rewards. Some companies reward employees with adventurous experiences, some by donating to an employee\'s selected social cause, or providing work time to give back to community, and even (extra) work time for personal development. The most important thing is having employees involved in the selection process to ensure alignment of possible rewards that will fit with employee interests.', 'id': '5bc61e87-87db-4829-bff5-401802755e0a', 'created_at': '2017-08-17T11:03:33.022397', 'updated_at': '2018-01-25T04:20:45.905014', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'Internal job board', 'excerpt': 'Post big and small opportunities internally prior to publicly', 'description': 'Ensure all employees are given a fair chance to move into new roles within the organization. After receiving feedback that opportunities were not being made available to employees on merit, one company set up a jobs board. All open jobs are posted internally, enabling employees to apply based on perceived skill fit. All applicants are considered before external recruitment is commenced.', 'id': '9ab28f2f-428b-4340-9aed-aba370107d02', 'created_at': '2017-08-17T11:05:18.383468', 'updated_at': '2018-01-25T04:20:45.975638', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'Team-level awards', 'excerpt': 'Recognize teams as a group, not individuals', 'description': 'Encourage teamwork by recognizing team effort above individual effort. One company awards teams that surpass business objectives, or come up with the most creative solution to difficult business problems. The awards are presented in public forums and are associated with a clear description of what the team achieved and how they worked together to achieve it. Recognizing the team as a whole incentivizes collaboration and effective teamwork.', 'id': 'a4bf8897-26fc-40d0-ae76-2f9c8e72790a', 'created_at': '2017-08-17T11:06:44.314163', 'updated_at': '2018-01-25T04:20:46.004349', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'Evaluate the Promotion Process', 'excerpt': 'Calibrate promotion processes across demographics', 'description': 'Calibrate all processes involved during a promotion evaluation. Many companies calibrate by department, team, and location. Progressive calibration processes also evaluate across gender, race/ethnicity, remote workers and other demographics. The main point is to promote employees based on a more comprehensive picture of your company structure, and to make sure to include those on parental leave and careers leave.', 'id': 'c6ab9266-a729-4614-8019-e1250559f030', 'created_at': '2018-02-22T22:31:15.676187', 'updated_at': '2018-02-22T22:31:15.689085', 'question': 'Generally, the right people are rewarded and recognized at %ACCOUNT_NAME%', 'factor': '', 'code': 'FEE.4'}, {'title': 'One day hackathon', 'excerpt': 'Engineering team focused hackathon', 'description': 'Enable teams to work on passion projects that they really care about. At one organization quarterly one-day hackathons are held and engineers are encouraged to take the day to pursue a project that is not within the scope of their normal day-to-day work. The engineers pitch their work to the others at the end of the day to share their work and identify the next steps that could be taken to see the project through.', 'id': 'dee6e4e7-a969-495e-93f8-0069e3f958f8', 'created_at': '2017-08-17T11:03:44.041026', 'updated_at': '2018-01-25T04:20:45.891156', 'question': 'At %ACCOUNT_NAME% we act on promising new or innovative ideas', 'factor': '', 'code': 'INN.1'}, {'title': 'Project week', 'excerpt': 'See a project through end-to-end working cross-functionally', 'description': 'Focus on project implementation from design to delivery in a single week. One company holds a project week once a year where teams with diferent functions work together to design, pitch and implement work that is achievable in a single week and requires cross-functional involvement. Project week encourages cross-functional collaboration and enables implementation of innovative ideas.', 'id': '932ead36-5b15-454b-bef5-ff3e5ff5d9e3', 'created_at': '2017-08-17T11:03:51.392359', 'updated_at': '2018-01-25T04:20:45.862157', 'question': 'At %ACCOUNT_NAME% we act on promising new or innovative ideas', 'factor': '', 'code': 'INN.1'}, {'title': 'Exploration day', 'excerpt': 'Stepping outside the daily work routine to learn', 'description': 'Learn something new and different to provide a unique perspective on your work. Some of the best innovations happen when people step outside their daily routines and try something completely new. One organization has an exploration day when people try something different that is not work-related. It can be done on an individual basis but many employees opt to team up and explore together so that they can share ideas and learnings. At the end of the day, everyone reports back what they did, what they learned and any new or interesting surprises along the way.', 'id': 'c4bd3c52-a215-487b-b53e-d0eda1c76e32', 'created_at': '2017-08-17T11:03:53.854896', 'updated_at': '2018-01-25T04:20:45.872890', 'question': 'At %ACCOUNT_NAME% we act on promising new or innovative ideas', 'factor': '', 'code': 'INN.1'}, {'title': 'Big idea day', 'excerpt': 'Ask your employees for their big ideas', 'description': "Invite people to provide their ideas for solving challenging business opportunities. One organization holds 'The big idea day' each year. Employees pitch innovative ideas to a panel of executives. The pitch takes five minutes and then the pitching team answers questions from the executives for another five minutes. At the end of the day, the best idea is selected and that employee is awarded budget to turn their idea into reality over the next year.", 'id': '8f46e886-2fd4-472a-8359-915f4dbde5eb', 'created_at': '2017-08-17T11:03:57.151208', 'updated_at': '2018-01-25T04:20:45.848088', 'question': 'At %ACCOUNT_NAME% we act on promising new or innovative ideas', 'factor': '', 'code': 'INN.1'}, {'title': 'Customer events', 'excerpt': 'Connect employees with the community more formally', 'description': "Connect employees to the customers in your community in a formal in-person way to build empathy and engagement. One company hosts community events, inviting customers as well as prospects. The event usually includes a panel discussion or a keynote speaker about a topic related to their product. It's a great way for employees to engage with customers and see the impact of the product or service they offer. Additionally, employees get useful feedback on requested changes to the product (or service delivery model) and how it compares to competitors' offerings.", 'id': '2ba55fb5-6ce0-467f-aff5-f15be370cbba', 'created_at': '2017-08-17T11:06:18.093269', 'updated_at': '2018-01-25T04:20:45.995472', 'question': 'At %ACCOUNT_NAME% we act on promising new or innovative ideas', 'factor': '', 'code': 'INN.1'}, {'title': "Dragon's Den Battle", 'excerpt': 'Use pitching ideas to bring about improvement and innovation', 'description': 'Organize a Dragon Den\'s battle session to create ideas for improvement or innovation. Idea owners can contribute ideas and battle each other for "best improvement" awards and "most innovative" awards. The winner gets to see their idea come to life. Advise Dragons to be open-minded, encouraging, and to challenge participants to demonstrate high quality ideas.', 'id': 'fbdde9cf-fe56-4a35-b896-c8f36aeb2171', 'created_at': '2018-02-22T22:31:34.676054', 'updated_at': '2018-02-22T22:31:34.681996', 'question': 'At %ACCOUNT_NAME% we act on promising new or innovative ideas', 'factor': '', 'code': 'INN.1'}, {'title': 'One day hackathon', 'excerpt': 'Engineering team focused hackathon', 'description': 'Enable teams to work on passion projects that they really care about. At one organization quarterly one-day hackathons are held and engineers are encouraged to take the day to pursue a project that is not within the scope of their normal day-to-day work. The engineers pitch their work to the others at the end of the day to share their work and identify the next steps that could be taken to see the project through.', 'id': 'dee6e4e7-a969-495e-93f8-0069e3f958f8', 'created_at': '2017-08-17T11:03:44.041026', 'updated_at': '2018-01-25T04:20:45.891156', 'question': 'We are encouraged to be innovative even though some of our initiatives may not succeed', 'factor': '', 'code': 'INN.2'}, {'title': 'Enabling innovative ideas', 'excerpt': 'Surfacing cross-functional innovative ideas', 'description': 'Encourage sharing of ideas across organizational boundaries. The marketing department in one organization invites input and feedback from all employees prior to releasing marketing campaigns. It uses web-based tools to help surface and prioritize ideas from everyone in the organization. This facilitates cross-functional input as well as increased employee awareness and engagement with the brand/marketing strategy and execution.', 'id': '3bfc9c46-ead5-451a-913d-c72878bac070', 'created_at': '2017-08-17T11:03:46.516240', 'updated_at': '2018-01-25T04:20:45.898459', 'question': 'We are encouraged to be innovative even though some of our initiatives may not succeed', 'factor': '', 'code': 'INN.2'}, {'title': 'Celebrating failure ', 'excerpt': 'Sharing learning from failures big and small', 'description': 'Share learning across the organization, even if the learning is that an initiative failed. One company encourages employees to send out public service announcements via email when they make a mistake. The email details what happened and why they think it happened to share learnings across the organization. Every year, the person with the most surprising failure gets a three-armed sweater as an award. Alternatives: Create a yay, we failed wall where individuals can write their failures, or an internal communications channel to post stories electronically.', 'id': 'e0a2e6a5-31b4-4991-b45e-4620f8ab9988', 'created_at': '2017-08-17T11:03:48.156722', 'updated_at': '2018-01-25T04:20:45.885505', 'question': 'We are encouraged to be innovative even though some of our initiatives may not succeed', 'factor': '', 'code': 'INN.2'}, {'title': 'Shift for a day/week', 'excerpt': 'Shift roles for a day/week to build empathy', 'description': 'Shift roles temporarily to create better understanding and empathy across functions and jobs. One organization encourages people to shift roles for a day or a week. Some people shift across functional lines, for example an engineer working with the customer success team. Not only does this build empathy for the challenges faced in other roles, but creates opportunities for people to suggest innovations or opportunities for improvement.', 'id': '01e379dc-7aa4-42b9-ac1b-25b19442ae3f', 'created_at': '2017-08-17T11:03:49.772740', 'updated_at': '2018-01-25T04:20:45.905751', 'question': 'We are encouraged to be innovative even though some of our initiatives may not succeed', 'factor': '', 'code': 'INN.2'}, {'title': 'Gold card', 'excerpt': 'The card gives an employee the ability to prioritize a project', 'description': "Find creative ways to empower your team to focus on things they care about. At one company every person in the engineering team has three 'Gold Cards' each that they can play throughout the year. Playing the card allows them to put time towards a project that they believe is important but is not currently considered a team priority. The team supports the individual to get the work done when needed.", 'id': '94a79e2b-effb-496d-8b1d-ea7550aa8448', 'created_at': '2017-08-17T11:03:55.472669', 'updated_at': '2018-01-25T04:20:45.873551', 'question': 'We are encouraged to be innovative even though some of our initiatives may not succeed', 'factor': '', 'code': 'INN.2'}, {'title': 'Celebrate New Learning', 'excerpt': 'Acknowledge team members who share lessons learned', 'description': 'Acknowledge team members who share the most lessons learned (successes and failures) from trying new ways of working. Strive to do this on a monthly basis in your weekly stand-up meetings.', 'id': '931d7762-9fa4-4a3f-85e3-f8bf75f8f903', 'created_at': '2018-02-22T22:31:11.857497', 'updated_at': '2018-02-22T22:31:11.865521', 'question': 'We are encouraged to be innovative even though some of our initiatives may not succeed', 'factor': '', 'code': 'INN.2'}, {'title': 'Wall of Failures', 'excerpt': 'Encourage learning from failures through sharing', 'description': "Construct a wall of failures with your team to celebrate learning from failures. On the wall, post a short description of the failure you experienced, but also write down what your learning was for that shortcoming. The leader of the team can encourage others by regularly documenting failures to show that downfalls don't always result in penalties but are a good opportunity to step back and learn.", 'id': '994dfabb-d49d-4072-b8ae-f6604f6567c3', 'created_at': '2018-02-22T22:31:21.639094', 'updated_at': '2018-02-22T22:31:21.644595', 'question': 'We are encouraged to be innovative even though some of our initiatives may not succeed', 'factor': '', 'code': 'INN.2'}, {'title': "Dragon's Den Battle", 'excerpt': 'Use pitching ideas to bring about improvement and innovation', 'description': 'Organize a Dragon Den\'s battle session to create ideas for improvement or innovation. Idea owners can contribute ideas and battle each other for "best improvement" awards and "most innovative" awards. The winner gets to see their idea come to life. Advise Dragons to be open-minded, encouraging, and to challenge participants to demonstrate high quality ideas.', 'id': 'fbdde9cf-fe56-4a35-b896-c8f36aeb2171', 'created_at': '2018-02-22T22:31:34.676054', 'updated_at': '2018-02-22T22:31:34.681996', 'question': 'We are encouraged to be innovative even though some of our initiatives may not succeed', 'factor': '', 'code': 'INN.2'}, {'title': 'One company conference', 'excerpt': 'Host an employee conference to facilitate sharing across offices', 'description': "One company holds a four-day conference touching on themes from the common drivers of engagement. The first day is about the company's future, the second day is about the employees and their development, and the third day is for learning about each other and how employees work together. Bringing together people from multiple offices allows people to connect, share experiences and form bonds that aren't organically cultivated in geographically dispersed teams.", 'id': '123692a3-236e-47b3-8cea-14b4fa2a7ec1', 'created_at': '2017-08-17T11:00:12.033117', 'updated_at': '2018-01-25T04:20:45.763997', 'question': 'I have confidence in the leaders at %ACCOUNT_NAME%', 'factor': '', 'code': 'LEA.1'}, {'title': 'Level-up alignment sessions', 'excerpt': 'Connect employees to organization mission, vision, and brand', 'description': "Connect employees to the organization's mission using level-up alignment sessions. One company delivers these sessions at annual all-hands conferences focused on their vision, mission, and brand. Every employee is encouraged to collaborate on what the vision, mission, and brand mean, and to align on key messaging. Internal keynote speakers drum up excitement for the mission, providing fresh perspectives.", 'id': 'eb0aa1a9-0aaf-4009-a985-167c8780aaa7', 'created_at': '2017-08-17T11:00:19.352075', 'updated_at': '2018-01-25T04:20:45.766170', 'question': 'I have confidence in the leaders at %ACCOUNT_NAME%', 'factor': '', 'code': 'LEA.1'}, {'title': 'Anonymous questions', 'excerpt': 'Create anonymous comms channel for employees ', 'description': 'Make space for feedback and questions from all employees. To facilitate questions at all hands meetings, one company created an anonymous communications channel (using its internal comms software). Employees ask questions anonymously prior to all hands meetings. The questions are then answered by leadership at these meetings. Employees feel that their voices are heard and they can express their opinions without connecting their name to the question. This could also be done at a team level prior to team meetings.', 'id': '4e1e81a2-9f33-4473-83dc-c6b8e4917a93', 'created_at': '2017-08-17T11:01:07.333956', 'updated_at': '2018-01-25T04:20:45.787361', 'question': 'I have confidence in the leaders at %ACCOUNT_NAME%', 'factor': '', 'code': 'LEA.1'}, {'title': 'Employee Earnings Call', 'excerpt': 'Connect employees to company performance', 'description': 'Connect employees to company performance using employee earnings calls. One organization holds an Employee Earnings Call after each quarterly earnings call with investors and analysts. People understand that the external-facing earnings call is often communicated very carefully, prioritizing discussion of the organization strengths and opportunities over risks. The Employee Earnings Call is a private forum where everyone can speak freely about what was said in the call. It also gives employees a chance to ask candid questions.', 'id': '472dd043-3828-44b0-af9c-2da16c65ea7c', 'created_at': '2017-08-17T11:04:02.807268', 'updated_at': '2018-01-25T04:20:45.899173', 'question': 'I have confidence in the leaders at %ACCOUNT_NAME%', 'factor': '', 'code': 'LEA.1'}, {'title': 'Captivate and connect', 'excerpt': 'Leaders tell stories about individuals living values', 'description': "Highlight how people live the company values. At one organization every leader shares a story about an employee living the organization's values at the quarterly all hands meeting. This gives leaders a chance to demonstrate that they see how people contribute to the success of the organization. It also reinforces the core values of the organization and leaders' deep understanding of and alignment with the values. Team Level: Team leaders could share similar stories at team meetings.", 'id': '9f62a6ce-8b86-4741-b977-f83773627a2c', 'created_at': '2017-08-17T11:04:13.639824', 'updated_at': '2018-01-25T04:20:45.848784', 'question': 'I have confidence in the leaders at %ACCOUNT_NAME%', 'factor': '', 'code': 'LEA.1'}, {'title': 'Synthesis sessions', 'excerpt': 'In-person leader facilitated discussions', 'description': "Hold open forums to share information about the current state of the organization with employees. One company has 'Synthesis sessions' which are monthly meetings where a leader discusses current business challenges and successes as well as changes in market positions. The first 15 minutes of the session focus on the leader sharing current opportunities and discussing future possibilities. The remaining time is devoted to open discussion on any questions employees have about the business and concerns that individuals on the team may have about blockers to their ability to help the business achieve its goals.", 'id': '7222a089-95dc-4eed-a181-500d5e1711b2', 'created_at': '2017-08-17T11:04:16.082798', 'updated_at': '2018-01-25T04:20:45.863483', 'question': 'I have confidence in the leaders at %ACCOUNT_NAME%', 'factor': '', 'code': 'LEA.1'}, {'title': 'Lunch drop-ins', 'excerpt': 'Lunch and learns with leaders', 'description': 'Increase visibility and accessibility of leaders by holding regular lunches hosted by executives. At one organization executives have one lunch a month with a team that is randomly selected. Leaders have an opportunity to meet and get to know employees outside their team. Leaders connect with employees in outside day-to-day activities and employees have a chance to get to know leaders on a more personal level.', 'id': '1c3b2531-8a92-4037-a00e-d1ab4f751b42', 'created_at': '2017-08-17T11:04:19.346593', 'updated_at': '2018-01-25T04:20:45.907196', 'question': 'I have confidence in the leaders at %ACCOUNT_NAME%', 'factor': '', 'code': 'LEA.1'}, {'title': 'Monthly webinar', 'excerpt': 'Monthly webinar hosted by different BU Exec each session', 'description': 'Keep employees connected and involved with the business direction. At one organization a different leader hosts a webinar each month on a topic relevant to their part of the organization. The webinar session is available for all employees, includes a 15 minute Q&A session, and is recorded for anyone unable to attend to accommodate time zones.', 'id': 'f8ede102-eeae-4272-8f5d-ae2b111fa26b', 'created_at': '2017-08-17T11:04:21.872922', 'updated_at': '2018-01-25T04:20:45.907889', 'question': 'I have confidence in the leaders at %ACCOUNT_NAME%', 'factor': '', 'code': 'LEA.1'}, {'title': 'Walkabouts', 'excerpt': 'Building trust and confidence through visibility and accessibility', 'description': "Develop trust and confidence in leaders and the organization's direction. One organization focuses on increasing visibility of leaders beyond the formal all hands and email communications. They have a channel in their internal communication software where leaders are present and available to answer questions. They also encourage leaders to post questions and updates in the channel to keep employees engaged with the discussion and highlight leader involvement.", 'id': 'a860ecc6-4780-4002-9e42-e4fb740297bd', 'created_at': '2017-08-17T11:04:23.572803', 'updated_at': '2018-01-25T04:20:45.908602', 'question': 'I have confidence in the leaders at %ACCOUNT_NAME%', 'factor': '', 'code': 'LEA.1'}, {'title': 'Public executive channel ', 'excerpt': 'Give employees insider access to internal conversations', 'description': 'Enable greater transparency in decision making by making executive discussions on internal communication channels available to anyone in the company. One company did this by ensuring there was no private channel, only the public (within company) channel, which gives employees greater visibility into the main topics of discussion within the organization.', 'id': 'f1f895ee-370d-4b42-b585-f50d63937c21', 'created_at': '2017-08-17T11:04:26.017488', 'updated_at': '2018-01-25T04:20:46.397795', 'question': 'I have confidence in the leaders at %ACCOUNT_NAME%', 'factor': '', 'code': 'LEA.1'}, {'title': 'Recorded executive meetings', 'excerpt': 'Add complete transparency to your executive meetings', 'description': "To provide transparency, record executive meetings and make the recordings available to everyone in the organization. If that sounds too intrusive, an alternative is to share the meeting notes during all hands meetings. This gives employees a better understanding of what executives see as important. It also provides clarity on executives' views on those topics.", 'id': 'd2cfba21-21b5-4eba-bd08-e3c2406d2ca8', 'created_at': '2017-08-17T11:04:28.457469', 'updated_at': '2018-01-25T04:20:45.910736', 'question': 'I have confidence in the leaders at %ACCOUNT_NAME%', 'factor': '', 'code': 'LEA.1'}, {'title': 'Reverse mentoring program', 'excerpt': 'New employees mentor leaders', 'description': 'Introduce a reverse mentoring program to facilitate junior employees mentoring senior-level leaders. One company that tested this approach selected junior mentors based on their desire to effect change within the organization as well as their performance. Each mentor is given a mentee profile to understand their needs. This program focuses on teaching digital literacy (e.g. social media) and cross-generational conversations. Over time, it helps align employees across the hierarchy and has been shown to lead to more innovative ideas.', 'id': '8113d3e4-9f4e-4beb-b8b4-bbd7a2dcc72c', 'created_at': '2017-08-17T11:04:30.880775', 'updated_at': '2018-01-25T04:20:45.911500', 'question': 'I have confidence in the leaders at %ACCOUNT_NAME%', 'factor': '', 'code': 'LEA.1'}, {'title': 'Diverse Leaders, Diverse Stories', 'excerpt': 'Collect and share stories from leadership', 'description': "Collect inspiring stories from leaders in your company. Many leaders often have stories of success and failure that help put a spotlight on their own passion, as well as how it relates to the company's success. By communicating these stories internally and externally, you can showcase diverse experiences and backgrounds, and encourage employees to share and get involved in the conversation.", 'id': 'e6c03bb9-282a-4ef5-b95f-4b91ae24adbe', 'created_at': '2018-02-22T22:31:18.659417', 'updated_at': '2018-02-22T22:31:18.665748', 'question': 'I have confidence in the leaders at %ACCOUNT_NAME%', 'factor': '', 'code': 'LEA.1'}, {'title': 'Onboarding at headquarters', 'excerpt': 'Give new hires time at headquarters ', 'description': 'To get employees onboarded and contributing quickly in a way that best aligns with company goals, one company brings all new employees (regardless of distance) to company headquarters as a part of their orientation. As part of this, new hires hear speeches from the executive team, experience a live product demo, and meet with colleagues from other functions who they will be working and collaborating with in their roles.', 'id': '1a1ac666-87a8-46bc-8511-04157a9c9a72', 'created_at': '2017-08-17T11:00:24.195319', 'updated_at': '2018-01-25T04:20:45.767683', 'question': "The leaders at %ACCOUNT_NAME% demonstrate that people are important to the company's success", 'factor': '', 'code': 'LEA.2'}, {'title': 'Coffeehouse meetings', 'excerpt': 'Enable casual cross-business current work sharing', 'description': 'Create casual forums for cross-team sharing. One company designed "Coffeehouse" meetings where cross functional teams can share what they are working on. The company that started the monthly team "Coffeehouse" meeting did so to connect employees to key pieces of information and encourage cross-business sharing. It is a casual, 90 minute meeting where various senior leaders explain what their teams are working on and how it links to organizational objectives. With high participation among employees and the most senior leaders, it was an innovative way to communicate.', 'id': 'fcc8b1f2-d92c-48de-a08d-dffde6d83431', 'created_at': '2017-08-17T11:00:33.388453', 'updated_at': '2018-01-25T04:20:45.770476', 'question': "The leaders at %ACCOUNT_NAME% demonstrate that people are important to the company's success", 'factor': '', 'code': 'LEA.2'}, {'title': 'Skip level meetings', 'excerpt': 'Fostering open communication', 'description': 'Foster open communication and alignment using skip-level meetings. One company has regular skip-level meetings, where directors skip their direct report and meet with their team, often one-on-one with individual contributors. The manager who reports to the director is not involved in these meetings. This fosters an open environment where employees feel included in important decisions. The directors have an opportunity to ensure that the mission and objectives of the team are clear and that the team is being fully enabled by the organization to meet its objectives.', 'id': '622179d7-b06b-4493-9b17-9f8d5ff5b7b0', 'created_at': '2017-08-17T11:00:49.831106', 'updated_at': '2018-01-25T04:20:45.809673', 'question': "The leaders at %ACCOUNT_NAME% demonstrate that people are important to the company's success", 'factor': '', 'code': 'LEA.2'}, {'title': 'Recognition event', 'excerpt': 'Monthly recognition event', 'description': "Having a schedule of events where employees are recognized for their work ensures intentionality and follow-through. One organization has monthly recognition events. They recognize good work and highlight what people are working on and how it's helping the organization deliver on its mission and work toward its vision.", 'id': 'e8764c5f-e836-40c8-b50a-047a9deeba8f', 'created_at': '2017-08-17T11:02:59.108408', 'updated_at': '2018-01-25T04:20:45.846645', 'question': "The leaders at %ACCOUNT_NAME% demonstrate that people are important to the company's success", 'factor': '', 'code': 'LEA.2'}, {'title': 'Living our values', 'excerpt': 'Ensure new hires understand and live company values', 'description': "Help employees live company values. One company created a booklet with a company value on each page and space for signatures underneath. Booklets are given to employees at the new hire orientation in their first week of work. In order to 'earn' an employee's signature on a value page, the new hire asks the employee what the value means and then paraphrases it to communicate understanding. The book is signed by the tenured employee if they feel the new employee paraphrased accurately. Each signature must be unique and the booklet is to be completed by the end of the 30-day training course. This creates additional opportunities for employees of varying tenures to interact, and for seasoned folks to regularly discuss company values with new employees.", 'id': 'ca553da7-d295-4b17-a4d4-3766f0e8a27d', 'created_at': '2017-08-17T11:03:58.766962', 'updated_at': '2018-01-25T04:20:45.884832', 'question': "The leaders at %ACCOUNT_NAME% demonstrate that people are important to the company's success", 'factor': '', 'code': 'LEA.2'}, {'title': 'In-person open forums', 'excerpt': 'Open forum presentations by CEO', 'description': "Hold open forum meetings with senior leaders when they visit new locations. At one company whenever the CEO is visiting a remote office, he presents to the entire office and answers questions. This gives the entire office a way to hear from the CEO and pose questions to him about the state of the business, when they normally don't have that access.", 'id': '8a20141e-feb8-4bc4-9b56-d47894f1d7c4', 'created_at': '2017-08-17T11:04:11.201493', 'updated_at': '2018-01-25T04:20:45.899885', 'question': "The leaders at %ACCOUNT_NAME% demonstrate that people are important to the company's success", 'factor': '', 'code': 'LEA.2'}, {'title': 'Captivate and connect', 'excerpt': 'Leaders tell stories about individuals living values', 'description': "Highlight how people live the company values. At one organization every leader shares a story about an employee living the organization's values at the quarterly all hands meeting. This gives leaders a chance to demonstrate that they see how people contribute to the success of the organization. It also reinforces the core values of the organization and leaders' deep understanding of and alignment with the values. Team Level: Team leaders could share similar stories at team meetings.", 'id': '9f62a6ce-8b86-4741-b977-f83773627a2c', 'created_at': '2017-08-17T11:04:13.639824', 'updated_at': '2018-01-25T04:20:45.848784', 'question': "The leaders at %ACCOUNT_NAME% demonstrate that people are important to the company's success", 'factor': '', 'code': 'LEA.2'}, {'title': 'Lunch drop-ins', 'excerpt': 'Lunch and learns with leaders', 'description': 'Increase visibility and accessibility of leaders by holding regular lunches hosted by executives. At one organization executives have one lunch a month with a team that is randomly selected. Leaders have an opportunity to meet and get to know employees outside their team. Leaders connect with employees in outside day-to-day activities and employees have a chance to get to know leaders on a more personal level.', 'id': '1c3b2531-8a92-4037-a00e-d1ab4f751b42', 'created_at': '2017-08-17T11:04:19.346593', 'updated_at': '2018-01-25T04:20:45.907196', 'question': "The leaders at %ACCOUNT_NAME% demonstrate that people are important to the company's success", 'factor': '', 'code': 'LEA.2'}, {'title': 'Walkabouts', 'excerpt': 'Building trust and confidence through visibility and accessibility', 'description': "Develop trust and confidence in leaders and the organization's direction. One organization focuses on increasing visibility of leaders beyond the formal all hands and email communications. They have a channel in their internal communication software where leaders are present and available to answer questions. They also encourage leaders to post questions and updates in the channel to keep employees engaged with the discussion and highlight leader involvement.", 'id': 'a860ecc6-4780-4002-9e42-e4fb740297bd', 'created_at': '2017-08-17T11:04:23.572803', 'updated_at': '2018-01-25T04:20:45.908602', 'question': "The leaders at %ACCOUNT_NAME% demonstrate that people are important to the company's success", 'factor': '', 'code': 'LEA.2'}, {'title': 'Stay interviews', 'excerpt': 'Learn through pre-emptive exit interviews', 'description': 'Learn before employees churn. One company uses stay interviews as a way for the organization to re-engage with employees that are at risk of leaving. Stay interviews can be held at specific times in the employee lifecycle where employees are encouraged to discuss their career development needs as well as any blockers to their long-term success at the organization. In departments where there are higher rates of turnover, it can be helpful to have a skip level meeting with someone more senior in the organization intermittently throughout the employee lifecycle. Team Level: Have stay interviews with your employees when they hit their one year mark so you know what is important to that employee and most likely to influence their decision to stay committed.', 'id': 'b9e72a8c-7c2f-4e0c-bc75-ea59cd20cde5', 'created_at': '2017-08-17T11:04:47.547784', 'updated_at': '2018-01-25T04:20:45.933040', 'question': "The leaders at %ACCOUNT_NAME% demonstrate that people are important to the company's success", 'factor': '', 'code': 'LEA.2'}, {'title': 'One company conference', 'excerpt': 'Host an employee conference to facilitate sharing across offices', 'description': "One company holds a four-day conference touching on themes from the common drivers of engagement. The first day is about the company's future, the second day is about the employees and their development, and the third day is for learning about each other and how employees work together. Bringing together people from multiple offices allows people to connect, share experiences and form bonds that aren't organically cultivated in geographically dispersed teams.", 'id': '123692a3-236e-47b3-8cea-14b4fa2a7ec1', 'created_at': '2017-08-17T11:00:12.033117', 'updated_at': '2018-01-25T04:20:45.763997', 'question': 'The leaders at %ACCOUNT_NAME% have communicated a vision that motivates me', 'factor': '', 'code': 'LEA.3'}, {'title': 'Level-up alignment sessions', 'excerpt': 'Connect employees to organization mission, vision, and brand', 'description': "Connect employees to the organization's mission using level-up alignment sessions. One company delivers these sessions at annual all-hands conferences focused on their vision, mission, and brand. Every employee is encouraged to collaborate on what the vision, mission, and brand mean, and to align on key messaging. Internal keynote speakers drum up excitement for the mission, providing fresh perspectives.", 'id': 'eb0aa1a9-0aaf-4009-a985-167c8780aaa7', 'created_at': '2017-08-17T11:00:19.352075', 'updated_at': '2018-01-25T04:20:45.766170', 'question': 'The leaders at %ACCOUNT_NAME% have communicated a vision that motivates me', 'factor': '', 'code': 'LEA.3'}, {'title': 'Win of the week', 'excerpt': 'Celebrate the wins of other teams', 'description': 'Celebrate the wins of others by highlighting a win each week to the whole organization. One company starts all hands meetings by announcing the win of the week (selected by an internal communications team). They highlight how that win impacts the company’s overall objectives. Examples include the engineering team releasing an innovative feature, the sales team winning over a large client, or finance completing an infrastructure project. This process of sharing key wins starts the meeting on a positive note and highlights progress towards organizational goals.\n\nTeam Level: The team starts their meetings by going around the table and announcing a "win of the week". Each team member chooses a win from another team to share how it impacts their own team.', 'id': 'e8cd6e09-051a-421c-8a9c-e23329b7761c', 'created_at': '2017-08-17T11:01:29.454261', 'updated_at': '2018-01-25T04:20:45.803537', 'question': 'The leaders at %ACCOUNT_NAME% have communicated a vision that motivates me', 'factor': '', 'code': 'LEA.3'}, {'title': 'Our vision of the future', 'excerpt': "Frame leadership's vision for the future", 'description': "To frame the long-term vision of the company and provide a coherent view for all employees to support, each leader on the  leadership team crafts a statement about the specific vision their team is pursuing. It addresses the future goals of their team and how those fit into the mission of the entire organization. It's not meant to address current business metrics or projects, but rather how the company will have an industry-wide impact in three years time.", 'id': '0cc33224-093a-4026-9bb7-29691825b3be', 'created_at': '2017-08-17T11:01:40.948938', 'updated_at': '2018-01-25T04:20:45.835894', 'question': 'The leaders at %ACCOUNT_NAME% have communicated a vision that motivates me', 'factor': '', 'code': 'LEA.3'}, {'title': 'Living our values', 'excerpt': 'Ensure new hires understand and live company values', 'description': "Help employees live company values. One company created a booklet with a company value on each page and space for signatures underneath. Booklets are given to employees at the new hire orientation in their first week of work. In order to 'earn' an employee's signature on a value page, the new hire asks the employee what the value means and then paraphrases it to communicate understanding. The book is signed by the tenured employee if they feel the new employee paraphrased accurately. Each signature must be unique and the booklet is to be completed by the end of the 30-day training course. This creates additional opportunities for employees of varying tenures to interact, and for seasoned folks to regularly discuss company values with new employees.", 'id': 'ca553da7-d295-4b17-a4d4-3766f0e8a27d', 'created_at': '2017-08-17T11:03:58.766962', 'updated_at': '2018-01-25T04:20:45.884832', 'question': 'The leaders at %ACCOUNT_NAME% have communicated a vision that motivates me', 'factor': '', 'code': 'LEA.3'}, {'title': 'Storytelling', 'excerpt': 'Develop leadership storytelling capabilities', 'description': "Help leaders communicate your organization's vision and goals and their own decisions using storytelling. One company provides coaching and skill-building opportunities for all new leaders to help them translate their vision and ideas into compelling stories. This allows them to shape conversations, and inspire action. Most coaching exercises include both writing and telling stories.", 'id': '90ea3054-c962-401e-abcc-d2697f14d0ad', 'created_at': '2017-08-17T11:04:01.198845', 'updated_at': '2018-01-25T04:20:45.874219', 'question': 'The leaders at %ACCOUNT_NAME% have communicated a vision that motivates me', 'factor': '', 'code': 'LEA.3'}, {'title': 'The Power of Reiteration', 'excerpt': 'Communicate your company and team vision multiples times', 'description': 'Communicate your company and team vision multiple times. Research shows that reiterating the vision through sufficient channels enables employees to better remember and recall it. For example, you can communicate the vision at weekly team meetings, off-sites, when new employees are onboarded, when new projects are assigned, or when wins are celebrated.', 'id': '4c4d757e-1178-497f-9af2-f7188914bbbb', 'created_at': '2018-02-22T22:31:19.587029', 'updated_at': '2018-02-22T22:31:19.592699', 'question': 'The leaders at %ACCOUNT_NAME% have communicated a vision that motivates me', 'factor': '', 'code': 'LEA.3'}, {'title': 'Consistent strategy communications', 'excerpt': 'Aligning executive messaging on strategic direction', 'description': "Improving communication of a company's strategic direction and ensuring executive alignment are essential to gaining employee support and maintaining employee motivation. One company's communications department supports executives in delivering frequent updates to employees. Communications from executives celebrate wins and tie the wins to specific employee effort and the overall business strategy. Having a representative from the communications department work with each executive results in regular communication about the direction of the organization. The message, tone and voice are consistent and communications are clear and easy to understand.", 'id': '3f283de8-b1ac-4582-8fa1-7fd6b85a8182', 'created_at': '2017-08-17T11:01:21.365898', 'updated_at': '2018-01-25T04:20:45.800765', 'question': 'The leaders at %ACCOUNT_NAME% keep people informed about what is happening', 'factor': '', 'code': 'LEA.4'}, {'title': 'Employee Earnings Call', 'excerpt': 'Connect employees to company performance', 'description': 'Connect employees to company performance using employee earnings calls. One organization holds an Employee Earnings Call after each quarterly earnings call with investors and analysts. People understand that the external-facing earnings call is often communicated very carefully, prioritizing discussion of the organization strengths and opportunities over risks. The Employee Earnings Call is a private forum where everyone can speak freely about what was said in the call. It also gives employees a chance to ask candid questions.', 'id': '472dd043-3828-44b0-af9c-2da16c65ea7c', 'created_at': '2017-08-17T11:04:02.807268', 'updated_at': '2018-01-25T04:20:45.899173', 'question': 'The leaders at %ACCOUNT_NAME% keep people informed about what is happening', 'factor': '', 'code': 'LEA.4'}, {'title': 'Virtual summit', 'excerpt': 'Keep employees informed about company direction', 'description': 'Keep leaders informed about the direction of your business. At one company directors and above (about 10% of the organization) are invited to a virtual summit each year. At the summit, content about the organization that is being presented to the Board of Directors is shared. This increases transparency and alignment.', 'id': '60448eb6-8a01-4b6d-abfb-4242496e8238', 'created_at': '2017-08-17T11:04:06.080693', 'updated_at': '2018-01-25T04:20:45.906512', 'question': 'The leaders at %ACCOUNT_NAME% keep people informed about what is happening', 'factor': '', 'code': 'LEA.4'}, {'title': 'Talent newsletters', 'excerpt': 'Informing employees about current business functions', 'description': "Help people stay connected within the organization and informed of major developments by creating a talent newsletter. One organization's employee engagement committee owns the process of aggregating content for the newsletter. The committee reviews summaries from employee focus groups and monthly roundtables where the cofounders answer questions in a casual setting. Talent Newsletters combine all the key points from the different channels and the newsletter is sent to all offices so everyone is aware of the great things going on, new faces on the team and major announcements.", 'id': '9faee938-627e-4923-ad16-cc815f966b6e', 'created_at': '2017-08-17T11:04:07.729486', 'updated_at': '2018-01-25T04:20:45.862818', 'question': 'The leaders at %ACCOUNT_NAME% keep people informed about what is happening', 'factor': '', 'code': 'LEA.4'}, {'title': 'Shared leader updates', 'excerpt': 'Department heads share updates weekly on a rotating basis', 'description': "Share department updates on the state of the business regularly to keep everyone informed on what is occurring across the organization. At one organization a leader from a different department each week shares an update. The leader is encouraged to link the team's mission and objectives to overall business objectives. However, the content of the email is completely up to the department head, resulting in interesting and creative emails (sometimes with quotes and pictures) that serve the dual purpose of updating employees and gathering feedback. This activity can be quite valuable for organizations that are growing quickly and struggling to keep people connected to the leadership team.", 'id': 'a6dd18cc-5dc4-4e07-9f89-f90f1ce343c7', 'created_at': '2017-08-17T11:04:09.544803', 'updated_at': '2018-01-25T04:20:45.874888', 'question': 'The leaders at %ACCOUNT_NAME% keep people informed about what is happening', 'factor': '', 'code': 'LEA.4'}, {'title': 'In-person open forums', 'excerpt': 'Open forum presentations by CEO', 'description': "Hold open forum meetings with senior leaders when they visit new locations. At one company whenever the CEO is visiting a remote office, he presents to the entire office and answers questions. This gives the entire office a way to hear from the CEO and pose questions to him about the state of the business, when they normally don't have that access.", 'id': '8a20141e-feb8-4bc4-9b56-d47894f1d7c4', 'created_at': '2017-08-17T11:04:11.201493', 'updated_at': '2018-01-25T04:20:45.899885', 'question': 'The leaders at %ACCOUNT_NAME% keep people informed about what is happening', 'factor': '', 'code': 'LEA.4'}, {'title': 'Synthesis sessions', 'excerpt': 'In-person leader facilitated discussions', 'description': "Hold open forums to share information about the current state of the organization with employees. One company has 'Synthesis sessions' which are monthly meetings where a leader discusses current business challenges and successes as well as changes in market positions. The first 15 minutes of the session focus on the leader sharing current opportunities and discussing future possibilities. The remaining time is devoted to open discussion on any questions employees have about the business and concerns that individuals on the team may have about blockers to their ability to help the business achieve its goals.", 'id': '7222a089-95dc-4eed-a181-500d5e1711b2', 'created_at': '2017-08-17T11:04:16.082798', 'updated_at': '2018-01-25T04:20:45.863483', 'question': 'The leaders at %ACCOUNT_NAME% keep people informed about what is happening', 'factor': '', 'code': 'LEA.4'}, {'title': 'Public executive channel ', 'excerpt': 'Give employees insider access to internal conversations', 'description': 'Enable greater transparency in decision making by making executive discussions on internal communication channels available to anyone in the company. One company did this by ensuring there was no private channel, only the public (within company) channel, which gives employees greater visibility into the main topics of discussion within the organization.', 'id': 'f1f895ee-370d-4b42-b585-f50d63937c21', 'created_at': '2017-08-17T11:04:26.017488', 'updated_at': '2018-01-25T04:20:46.397795', 'question': 'The leaders at %ACCOUNT_NAME% keep people informed about what is happening', 'factor': '', 'code': 'LEA.4'}, {'title': 'Recorded executive meetings', 'excerpt': 'Add complete transparency to your executive meetings', 'description': "To provide transparency, record executive meetings and make the recordings available to everyone in the organization. If that sounds too intrusive, an alternative is to share the meeting notes during all hands meetings. This gives employees a better understanding of what executives see as important. It also provides clarity on executives' views on those topics.", 'id': 'd2cfba21-21b5-4eba-bd08-e3c2406d2ca8', 'created_at': '2017-08-17T11:04:28.457469', 'updated_at': '2018-01-25T04:20:45.910736', 'question': 'The leaders at %ACCOUNT_NAME% keep people informed about what is happening', 'factor': '', 'code': 'LEA.4'}, {'title': 'Coffee chat', 'excerpt': 'Getting to know you chats', 'description': 'Take time out of your day to get to know your team members on a more personal level. At one organization, managers are encouraged to have monthly chats with individual team members outside the office, usually at a local coffee shop. The intention of these conversations is to meet outside the office with no agenda and chat about life, work or anything else that is top of mind. By intentionally not having an agenda, people are able to connect on a more personal level.', 'id': 'e316c932-64ea-449c-abf5-939baa2621f8', 'created_at': '2017-08-17T11:05:36.585592', 'updated_at': '2018-01-25T04:20:45.929058', 'question': 'My manager genuinely cares about my wellbeing', 'factor': '', 'code': 'MAN.1'}, {'title': 'The how sandwich', 'excerpt': 'Directing focus and attention on others vs. self', 'description': 'Guide managers to help employees communicate in their one-on-one conversations. Coaches at one company challenge managers to apply the \'how sandwich\' to all one-on-one conversations over a week\'s time. They begin every one-on-one conversation with "How are you?" and close with "How can I help?"', 'id': '9ca78a29-5580-40ce-bf73-407ffd947085', 'created_at': '2017-08-17T11:05:31.591135', 'updated_at': '2018-01-25T04:20:45.917183', 'question': 'My manager genuinely cares about my wellbeing', 'factor': '', 'code': 'MAN.1'}, {'title': 'Two-second rule', 'excerpt': 'Encouraging listening and reflection', 'description': 'Encourage listening and reflection in one-on-one conversations. Coaches at one organization challenge managers to apply the two-second rule to all one-on-one conversations with team members: waiting two seconds before responding and responding first with an open question, then with a statement (or another question). This practice is intended to help managers seek to understand an issue, rather than to provide a solution or answer, and encourage more listening and reflection.', 'id': 'a6288624-1c11-4456-96a9-0ac111cfb006', 'created_at': '2017-08-17T11:05:33.233633', 'updated_at': '2018-01-25T04:20:45.928382', 'question': 'My manager genuinely cares about my wellbeing', 'factor': '', 'code': 'MAN.1'}, {'title': 'Help me cards', 'excerpt': 'Give employees an easy way to ask for help', 'description': "Provide people with a clear and easy way to get your attention when they really need your support as a manager. Create a physical artefact, like a coffee card, that employees are given during their first week. Employees use that card whenever they really need to get their manager's attention and need immediate support.", 'id': 'aa7c8219-3a35-4a1c-b929-3cf1cee48f09', 'created_at': '2017-08-17T11:05:49.885470', 'updated_at': '2018-01-25T04:20:45.931090', 'question': 'My manager genuinely cares about my wellbeing', 'factor': '', 'code': 'MAN.1'}, {'title': 'One-on-one meeting games', 'excerpt': 'Add facilitated games to your one-on-ones', 'description': "Use facilitated games in your one-on-one meetings with a new direct report, to help them open up. Research shows that if individuals have something to focus on, they will be more likely to disclose personal information. Additionally, games can be useful for learning new things about each other. For example, a value-sort activity gives insight into the motivation behind a direct report's behavior and what you may have in common.", 'id': 'f4ae5a98-5280-496b-a1a6-009cf12d0119', 'created_at': '2017-08-17T11:05:55.563945', 'updated_at': '2018-01-25T04:20:45.958229', 'question': 'My manager genuinely cares about my wellbeing', 'factor': '', 'code': 'MAN.1'}, {'title': 'Work policy manager training', 'excerpt': 'Enable managers to role model effective work/life blend', 'description': 'Help managers role model effective work-life choices. One company developed a training program for managers to understand how they can encourage good work-life choices. The training educates managers on current policies and encourages them to make full use of vacation days and telecommuting options. Team Level: Model work positive work/life blend by making full use of vacation days and telecommuting options, and rarely sending emails outside of work hours. Ensure that people understand the options available and encourage their use.', 'id': 'e8c16520-5c1c-4183-9b6a-0644aa2940d4', 'created_at': '2017-08-17T11:07:21.298467', 'updated_at': '2018-01-25T04:20:46.027751', 'question': 'My manager genuinely cares about my wellbeing', 'factor': '', 'code': 'MAN.1'}, {'title': 'More frequent feedback', 'excerpt': 'Increase the cadence of feedback for employees', 'description': 'Increase the cadence of feedback for employees. One company has decided to abandon performance ratings. They have created a more frequent and feedback-focused performance management process. Every quarter, every employee sits down with their manager to give and receive feedback and discuss goals from the quarter prior and upcoming quarter. They can also discuss career pathing.', 'id': 'a4ad8230-e1e5-41d8-a5ca-88851c032190', 'created_at': '2017-08-17T11:05:24.952641', 'updated_at': '2018-01-25T04:20:45.927009', 'question': 'My manager gives me useful feedback on how well I am performing', 'factor': '', 'code': 'MAN.2'}, {'title': 'Positive-for-a-week challenge', 'excerpt': 'Broadening the meaning and practice of feedback', 'description': 'Help managers understand and practice providing positive feedback. One company implements a one-week feedback challenge for managers. During this week, managers give their direct reports only positive feedback. The feedback format they use is the STAR approach (situation or context, task to be carried out by employee, action taken, result or consequence of action). When managers follow the statement, "I\'d like to give you some feedback," with observations of work well done, both managers and employees develop a broader understanding, practice and appreciation of giving and receiving feedback.', 'id': '15a34a39-6da8-41b1-a2b1-f112f78f799e', 'created_at': '2017-08-17T11:05:34.861087', 'updated_at': '2018-01-25T04:20:45.976430', 'question': 'My manager gives me useful feedback on how well I am performing', 'factor': '', 'code': 'MAN.2'}, {'title': 'Better one-on-one meetings', 'excerpt': 'Create more effective one-on-one meetings', 'description': "Embedding a consistent practice of one-on-one meetings throughout an organization is a key component of performance management. At one company, managers and individual contributors are trained on what how to run effective one-on-one meetings. This company formed a team to help develop new content to help managers in their one-on-one meetings, including: what makes a great one-on-one meeting, what types of conversations to have, a manager checklist, dos and don'ts, and a bank of questions to use to stimulate the right conversations. Geographically dispersed organizations may want to ensure there are one-on-one meeting champions in each location to assist managers with new training and tools. Executives should also be encouraged to role-model effective one-on-one practices.", 'id': '36461586-c18f-415c-9c4c-932f83088838', 'created_at': '2017-08-17T11:05:28.287519', 'updated_at': '2018-01-25T04:20:45.927706', 'question': 'My manager gives me useful feedback on how well I am performing', 'factor': '', 'code': 'MAN.2'}, {'title': 'Fast feedback', 'excerpt': 'Get employee feedback more quickly', 'description': "Capture employee feedback more efficiently. A company implemented what they refer to as Fast Feedback quarterly pulse surveys. In the first survey they learned that employees desired more flexibility to be able to tend to work / life / family / hobbies, so they implemented a fully flexible work environment policy. Then in follow up 'Fast Feedback' surveys they were able to determine how people felt about the new policy.", 'id': '042def5d-b5a2-462d-877e-cf42ff9fd589', 'created_at': '2017-08-17T11:05:48.265132', 'updated_at': '2018-01-25T04:20:45.918660', 'question': 'My manager gives me useful feedback on how well I am performing', 'factor': '', 'code': 'MAN.2'}, {'title': 'Rapid feedback session', 'excerpt': 'Hold sessions focused on sharing admiration of others', 'description': "Provide employees with an opportunity to give each other feedback quickly. One company uses rapid feedback sessions. In a rapid feedback session each individual writes their name on a piece of paper and tapes it to the wall. Then, all employees walk around with post-its writing down what they most admire about that person and stick it to that individual's paper. Employees feel appreciated and the feedback can give insight into what the employee should continue doing to best support their coworkers.", 'id': '2732a32f-7c0b-4595-a1aa-55c5a81f96e9', 'created_at': '2017-08-17T11:05:51.517875', 'updated_at': '2018-01-25T04:20:45.977705', 'question': 'My manager gives me useful feedback on how well I am performing', 'factor': '', 'code': 'MAN.2'}, {'title': 'Unconscious bias training', 'excerpt': 'Unconscious bias training', 'description': 'Address bias in the workplace by training individuals to become more aware of their subconscious biases. One company has its workforce participate in unconscious bias training to become aware of how stereotypes affect behavior. All managers are required to go through the training. As part of the training, everyone has breakout discussions to talk about what they have learned about unconscious biases and how they might impact their workplace, employees and candidates.', 'id': 'b9367ce3-454d-4fe1-bc80-3e5b53910aad', 'created_at': '2017-08-17T11:03:40.772677', 'updated_at': '2018-01-25T04:20:45.847360', 'question': 'My manager is a great role model for employees', 'factor': '', 'code': 'MAN.3'}, {'title': 'Emotion focused training', 'excerpt': 'Help managers become more emotionally intelligent', 'description': "Train on more than just skills to help employees become more self aware. One company sends their emerging leaders to manager essentials training that focuses on helping people with high potential to become more emotionally intelligent. This training, which focuses on developing self-awareness and empathy, enables managers to build stronger relationships with their direct reports. Team Level: To apply this to smaller groups or teams, you could have your entire team have emotional intelligence training. It does not have to be just the leader that does the training. A low-cost option would be to have your team members read a recognized book on the topic (e.g., Dan Goleman's book on Emotional Intelligence) and discuss learnings and takeaways as a team.", 'id': 'd95e6eff-410a-422f-a66a-9177f26adc11', 'created_at': '2017-08-17T11:05:07.578651', 'updated_at': '2018-01-25T04:20:45.938251', 'question': 'My manager is a great role model for employees', 'factor': '', 'code': 'MAN.3'}, {'title': 'On leading with authenticity and style', 'excerpt': 'On developing personal leadership style', 'description': "Support new leaders with training focused on leveraging their strengths. One company has introduced a series of coaching sessions for new managers to discover and design their unique, personal style of leading teams. The definition of an individual's style combines the aspirations and attributes of individual managers with the values and desired behaviors of the organization.", 'id': '7fa5b733-0cbf-4d2b-833b-b7d30ecf2487', 'created_at': '2017-08-17T11:05:44.789217', 'updated_at': '2018-01-25T04:20:45.930427', 'question': 'My manager is a great role model for employees', 'factor': '', 'code': 'MAN.3'}, {'title': 'Management values offsite', 'excerpt': 'Give management time to define and discuss org values', 'description': 'Educate managers on the organizational values and encourage ownership by engaging in values workshops. One company holds a two-day offsite for all managers to define and discuss their values. They focus on what is authentic to their culture and values and share stories around behaviors that support the values.', 'id': 'bb72d65e-0a85-4ed5-89c8-afe89c925c3a', 'created_at': '2017-08-17T11:05:46.408085', 'updated_at': '2018-01-25T04:20:45.934995', 'question': 'My manager is a great role model for employees', 'factor': '', 'code': 'MAN.3'}, {'title': 'Feedback from employees', 'excerpt': "Ask for feedback from your direct reports on how you're performing", 'description': 'Show vulnerability and a desire to improve by asking your team members for feedback. This could be informally in a one-on-one session with questions like, "What is something I could have done better? What are the situations that I could have helped more but didn\'t?"  or "What do you like about my management style and what could be improved?"  These questions should be asked prior to the one-on-one to give time for employees to reflect. You could also solicit feedback more formally using a manager effectiveness survey or 360 feedback tool.', 'id': '7cd2ae5f-2d18-4cd4-b176-1adad173e673', 'created_at': '2017-08-17T11:05:53.955591', 'updated_at': '2018-01-25T04:20:45.949473', 'question': 'My manager is a great role model for employees', 'factor': '', 'code': 'MAN.3'}, {'title': 'One-on-one meeting games', 'excerpt': 'Add facilitated games to your one-on-ones', 'description': "Use facilitated games in your one-on-one meetings with a new direct report, to help them open up. Research shows that if individuals have something to focus on, they will be more likely to disclose personal information. Additionally, games can be useful for learning new things about each other. For example, a value-sort activity gives insight into the motivation behind a direct report's behavior and what you may have in common.", 'id': 'f4ae5a98-5280-496b-a1a6-009cf12d0119', 'created_at': '2017-08-17T11:05:55.563945', 'updated_at': '2018-01-25T04:20:45.958229', 'question': 'My manager is a great role model for employees', 'factor': '', 'code': 'MAN.3'}, {'title': 'Work policy manager training', 'excerpt': 'Enable managers to role model effective work/life blend', 'description': 'Help managers role model effective work-life choices. One company developed a training program for managers to understand how they can encourage good work-life choices. The training educates managers on current policies and encourages them to make full use of vacation days and telecommuting options. Team Level: Model work positive work/life blend by making full use of vacation days and telecommuting options, and rarely sending emails outside of work hours. Ensure that people understand the options available and encourage their use.', 'id': 'e8c16520-5c1c-4183-9b6a-0644aa2940d4', 'created_at': '2017-08-17T11:07:21.298467', 'updated_at': '2018-01-25T04:20:46.027751', 'question': 'My manager is a great role model for employees', 'factor': '', 'code': 'MAN.3'}, {'title': 'Vacation discounts', 'excerpt': 'Help make vacations a financial reality for your employees', 'description': 'Make special vacations a reality for employees. To incentivize taking vacations, one company partners with travel agencies and hotels to provide their employees with discounts on vacation packages. They advertise these discounts internally and have setup channels on their internal communications software for employees to share their experience on the trips and to encourage others to take advantage of opportunities.', 'id': '905e2ce6-cfae-4be0-aaf0-55b914abfcde', 'created_at': '2017-08-17T11:07:24.636819', 'updated_at': '2018-01-25T04:20:46.018383', 'question': 'My manager is a great role model for employees', 'factor': '', 'code': 'MAN.3'}, {'title': 'Team huddle', 'excerpt': 'Syncing up with a short daily team huddle', 'description': 'Hold quick daily sync-up meetings to ensure alignment. At one organization daily seven-minute team huddles are held to review focus areas for the day and give updates. The purpose of the huddles is not to solve problems or find solutions, but for the team to pass along and share information in a quick and digestible format.', 'id': '73eba9a0-e902-4849-b607-f921396614cf', 'created_at': '2017-08-17T11:05:43.168485', 'updated_at': '2018-01-25T04:20:45.977069', 'question': 'My manager keeps me informed about what is happening', 'factor': '', 'code': 'MAN.4'}, {'title': 'Mix it up', 'excerpt': 'Mixing up communication channels to guide and inform', 'description': 'Use a mix of communication methods to communicate with people. To improve real-time communication, managers at one organization design their own communications approach to include both formal and informal, online and in-person meetings. Previously, managers had overly relied on email communications to pass along information, but this approach made it difficult for employees to ask questions and get answers in real time. Now, managers can experiment with different mediums that work best for their team. A key step here is that team members are involved in determining many of the communication channels according to their preferences.', 'id': '630b0422-3268-4eb8-89d4-7665e9f59034', 'created_at': '2017-08-17T11:05:38.231485', 'updated_at': '2018-01-25T04:20:45.934345', 'question': 'My manager keeps me informed about what is happening', 'factor': '', 'code': 'MAN.4'}, {'title': 'The four Ds', 'excerpt': "Decisions, debates, direction, don't know", 'description': "Help managers compile and communicate the most important information accurately. One company uses the 4Ds approach to help managers organize and synthesize information to share with their team. The four D's stand for: Decisions made at leadership meetings; Debates raised in project teams for context; Direction on the goals and aspirations the company is driving toward and Disclosing what information the manager does not know yet (but will find out and share soon).", 'id': '58ee75e9-7d0c-443e-87ca-91d17ae50ff0', 'created_at': '2017-08-17T11:05:39.875102', 'updated_at': '2018-01-25T04:20:45.917856', 'question': 'My manager keeps me informed about what is happening', 'factor': '', 'code': 'MAN.4'}, {'title': 'Throw things at me', 'excerpt': 'Creating open forum to ask and answer questions', 'description': "Create open forums for managers to answer questions. At one company managers hold monthly 'Throw things at me' meetings with their teams where people ask questions about recent business decisions, projects and policies. A senior leader or key collaborator from a different part of the business often attends, depending on the theme being covered that month.", 'id': 'bdefedd9-787e-4111-8b53-8b9423d87a65', 'created_at': '2017-08-17T11:05:41.505554', 'updated_at': '2018-01-25T04:20:45.929773', 'question': 'My manager keeps me informed about what is happening', 'factor': '', 'code': 'MAN.4'}, {'title': 'Department liaison', 'excerpt': 'Create a customer Liaison role to help the product teams prioritize ', 'description': 'Create a role that facilitates communication between key parts of the organization. In order to ensure customer feedback was getting to the product team, one company developed a liaison role. This individual discusses feedback and perceived priorities with several customer teams. Then they summarize the feedback and take it to the product team. Customer facing employees are happy that they can take the feedback directly to the product team in a formalized way and appreciate that the product team has a pulse on where customer priorities are.', 'id': '9b4bca01-674d-4864-a501-d94d3e190c27', 'created_at': '2017-08-17T11:01:09.761932', 'updated_at': '2018-01-25T04:20:45.819326', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': 'Customer wins', 'excerpt': 'Highlight impact from customers', 'description': 'Share the value that customers experience with employees on a regular basis. One company invites a panel of customers to be a part of their all hands meetings. Each customer explains how using their product has positively impacted their business and shares some things they wish the product could do (or ways the product has failed them). An employee moderates a Q&A session between the customer panel and attendees. Team Level: The team lead can invite a panel of internal customers to be a part of their team meeting. The internal customers can explain how the team helps them achieve their goals, but also highlight some difficulties in working together.', 'id': '77889ada-36c8-4727-8f8a-500d1a9ef1ca', 'created_at': '2017-08-17T11:01:23.796810', 'updated_at': '2018-01-25T04:20:45.786051', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': 'Team scorecard', 'excerpt': 'Grade yourself on dealing with outside forces', 'description': 'One team created a team scorecard to monitor how they address outside forces such as vendor relationships, competitors and economic pressures. The scorecard keeps issues top-of-mind and provides a structure for the team to discuss and align their progress addressing issues.', 'id': 'cd28e17d-935e-4856-b120-ecb02928d52b', 'created_at': '2017-08-17T11:01:32.688937', 'updated_at': '2018-01-25T04:20:45.835217', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': 'Directly responsible individual', 'excerpt': 'A decision-making framework', 'description': 'Make better decisions by clarifying who owns the decision and providing transparency about the process. One organization uses DRI (Directly Responsible Individual) grids to facilitate more open and clear decision-making. The DRI grid is shared with everyone in the organization and records who owns each decision, key stakeholders, their feedback and possible alternative decisions. This framework empowers the DRI and enables everyone to understand and support important decisions.', 'id': '89bf6653-bd98-41fa-94c7-ae1484c21e75', 'created_at': '2017-08-17T11:02:20.284676', 'updated_at': '2018-01-25T04:20:45.837197', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': "Office hacker' team", 'excerpt': 'A team focused on resolving issues quickly', 'description': "Create a team that identifies blockers and has the remit to address them. One organization has an 'office hacker' team. Their sole responsibility is to find out what's not working and make it work. They track employee requests via an electronic ticketing system and have tackled large and small projects. One project was measuring company waste to better understand and improve sustainability.", 'id': 'edd951fc-5865-419a-b61d-7fc22dc68b06', 'created_at': '2017-08-17T11:02:31.952757', 'updated_at': '2018-01-25T04:20:45.839857', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': 'Track customer requests', 'excerpt': 'Keep a record of customer requests to reference when making decisions', 'description': 'Keep a public log of customer requests. One organization tracks customer feedback in a public, company-wide tool to give people greater visibility into why certain changes are prioritized and others are not. When the changes or products are completed, the product team highlights which customers requested it so customer-facing teams can reach out and share the good news!', 'id': '824d523f-8813-4af1-b0d0-b7b032e4ab58', 'created_at': '2017-08-17T11:06:00.720682', 'updated_at': '2018-01-25T04:20:45.942974', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': 'Public product roadmap', 'excerpt': 'Gather customer feedback on product direction', 'description': "Involve customers in product roadmap decisions. One company posts a public product roadmap via their community collaboration tool. Customers are able to directly comment on what changes they would like to see prioritized. Customer's comments are synthesized by community managers and taken into consideration when developing the quarterly objectives.", 'id': '7a370489-821f-44fc-aef4-017b059310a0', 'created_at': '2017-08-17T11:06:02.412936', 'updated_at': '2018-01-25T04:20:45.950116', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': 'Product advisory group', 'excerpt': 'Cross-team oversight to get a fresh perspective', 'description': 'Enable cross-functional input into product development through a Product Advisory Board. At one organization a representative from each team has a place on the Product Advisory Board. The board meets once a week with the product manager and designer to discuss the evolution of the product, provide feedback on key decision points and help develop internal and external content. A similar group could be implemented at the team level with collaboration from other teams. Another lightweight alternative would be to invite members from other teams to your team planning meeting to get a fresh perspective.', 'id': '33b35e97-4627-4e79-92bb-64a7842ed118', 'created_at': '2017-08-17T11:06:04.039401', 'updated_at': '2018-01-25T04:20:45.958893', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': 'Brains trust', 'excerpt': 'Experienced group to give solution-focused feedback to product managers', 'description': "Ensure consistent high-quality output. One fast-growing company created a 'Brains Trust' - a group of some of the most experienced and knowledgeable people they could find. Iterations of the product are reviewed by the Brains Trust regularly and the Brains Trust provide candid and open feedback to the owner. Feedback is primarily given in a way that provokes the owner to think of solutions. The Brains Trust often does not provide the solutions but instead flags aspects that may need to be improved. In this way, the Brains Trust helps to produce quality output but also ensures autonomy and creative authority for the owner of the product.", 'id': 'f060fcf2-6b41-437e-beb8-bf51d0a7ccac', 'created_at': '2017-08-17T11:06:06.490603', 'updated_at': '2018-01-25T04:20:45.932406', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': 'Project retrospectives', 'excerpt': 'Review each project with representatives from an entire department', 'description': 'Look back to learn in small and large teams. One organization holds frequent project retrospectives which allow teams to work together to identify mistakes, what went well and ultimately apply learning toward the next project. For larger teams, they scale retrospectives using a few additional steps. First, a team of facilitators are identified and trained. Then, those facilitators perform focus groups around standardized themes with project team members. Next, the facilitators get back together and compare notes. Finally, the themes are presented at an all hands meeting to share learnings and get feedback.', 'id': '565a9798-72c6-4b39-a6c9-07701af9e993', 'created_at': '2017-08-17T11:06:08.141212', 'updated_at': '2018-01-25T04:20:45.978364', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': 'Product debates', 'excerpt': 'Have an open forum where employees can debate product decisions', 'description': "Set up open forums where people are able to discuss and debate product decisions. One organization has regular debates to discuss the product roadmap. They add other debates when large decisions need to be made (for example, removing or adding features to an offering). If there are not enough team members to debate each side, people are randomly selected to play devil's advocate. This exercise builds understanding around how and why decisions have been made. People from across the company tune in to watch.", 'id': 'bf5665c2-6d23-4989-855e-04443edd82d2', 'created_at': '2017-08-17T11:06:10.789758', 'updated_at': '2018-01-25T04:20:45.950802', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': 'Product teardowns', 'excerpt': 'Forum to analyze and criticize a new product offering', 'description': "Create ways for people to provide formal feedback on product/service offerings. One company has product teardowns where following the launch of a new product, all employees are invited to 'roast' (or criticize) the product. The meetings start with breaking the product or service into its component parts. Then, the people discuss what is positive and what could be improved. Last, they brainstorm how to make those improvements and take ownership. ", 'id': '104812dd-8e4e-4a3e-8ae1-6f371ad9bebf', 'created_at': '2017-08-17T11:06:12.447106', 'updated_at': '2018-01-25T04:20:45.959564', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': 'Customer Lens Job Descriptions', 'excerpt': 'Align job descriptions with customer needs', 'description': "Challenge team members to think about their personal contribution to customer needs by taking a closer look at job profiles. Rewrite these profiles in customer terms. Write down each role's specific contribution to the customer. When not possible, skip or delete that role, or revisit at a later time.", 'id': 'acd0edd3-5f3c-4892-9b8f-662975fb21bf', 'created_at': '2018-02-22T22:31:16.635199', 'updated_at': '2018-02-22T22:31:16.641429', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': 'Project Retrospectives', 'excerpt': 'Conduct team retrospective sessions', 'description': 'Conduct post-mortems on projects with your team. Implement a practice wherein after each project is launched and/or completed, a discussion is held to reflect on what could have been done better, and what opportunities have risen to learn more. Where appropriate, involve your team members to own and run the retrospective discussion.', 'id': '1f60e471-1c2b-4ba9-8130-b4c3a0fb0956', 'created_at': '2018-02-22T22:31:20.656234', 'updated_at': '2018-02-22T22:31:20.661482', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': 'The 5 Why Analysis', 'excerpt': 'Use 5 Whys to help to identify the root cause of problems', 'description': 'Introduce a robust understanding of a problem and its impact with a 5 Whys Analysis. Begin by creating a problem statement and then ask a why question. This becomes your second problem statement to which you ask another why question. Repeat this 5 times. This practice helps teams get to the root cause of the problem at hand and create a deeper understanding rather than fixating on just one aspect.', 'id': '1cb6b11f-fc39-4f07-bb52-ff7c549b80d6', 'created_at': '2018-02-22T22:31:31.866318', 'updated_at': '2018-02-22T22:31:31.875697', 'question': 'Day-to-day decisions demonstrate that quality and improvement are top priorities', 'factor': '', 'code': 'SER.1'}, {'title': 'Win of the week', 'excerpt': 'Celebrate the wins of other teams', 'description': 'Celebrate the wins of others by highlighting a win each week to the whole organization. One company starts all hands meetings by announcing the win of the week (selected by an internal communications team). They highlight how that win impacts the company’s overall objectives. Examples include the engineering team releasing an innovative feature, the sales team winning over a large client, or finance completing an infrastructure project. This process of sharing key wins starts the meeting on a positive note and highlights progress towards organizational goals.\n\nTeam Level: The team starts their meetings by going around the table and announcing a "win of the week". Each team member chooses a win from another team to share how it impacts their own team.', 'id': 'e8cd6e09-051a-421c-8a9c-e23329b7761c', 'created_at': '2017-08-17T11:01:29.454261', 'updated_at': '2018-01-25T04:20:45.803537', 'question': 'We acknowledge people who deliver outstanding service here', 'factor': '', 'code': 'SER.2'}, {'title': 'The kudos channel', 'excerpt': 'Create a channel for product/service recognition', 'description': "To acknowledge outstanding service one organization has a 'Kudos' channel on their internal communication tool. Whenever positive feedback is received about the product or a team member, it gets posted for everyone to see. This helps everyone realize the value and service they bring to customers. At the end of each quarter, the team member with the most customer kudos is given an award. Team Level: If you receive enough customer feedback, you can create a #Kudos channel for just your team.", 'id': '7b4b88d0-c3aa-4a7f-9e81-3313d25ad306', 'created_at': '2017-08-17T11:02:48.532679', 'updated_at': '2018-01-25T04:20:45.845286', 'question': 'We acknowledge people who deliver outstanding service here', 'factor': '', 'code': 'SER.2'}, {'title': 'Public recognition', 'excerpt': 'Reward exceptional effort', 'description': 'During all company meetings this company gives out awards to recognize exceptional employees. Prior to the meeting, the awards are developed and communicated. Employees are then asked to send in nominations. Those nominations are compiled and the executives make the final decision and announcement during the all company meeting. Team Level: During department or team level meetings this company gives out awards to recognize exceptional employees. Prior to the meeting, the awards are developed and communicated. Employees are then asked to send in nominations. Those nominations are compiled and the department manager or team lead communicates the final selection.', 'id': '8ff31550-73ea-4708-9f46-259d127dff09', 'created_at': '2017-08-17T11:03:01.552493', 'updated_at': '2018-01-25T04:20:45.864146', 'question': 'We acknowledge people who deliver outstanding service here', 'factor': '', 'code': 'SER.2'}, {'title': 'Wow! Wall', 'excerpt': 'Develop a physical space to recognize your exceptional employees', 'description': 'Develop a physical space where you can recognize people. One company has a Wow! Wall where people can post stories when coworkers have gone above and beyond. The wall is in a high-traffic area so everyone can casually pass by and read about the great work of their colleagues.', 'id': '5980ce2c-a789-4ce5-a55c-d92a5d1ab9c7', 'created_at': '2017-08-17T11:03:18.955911', 'updated_at': '2018-01-25T04:20:45.890377', 'question': 'We acknowledge people who deliver outstanding service here', 'factor': '', 'code': 'SER.2'}, {'title': 'Thank you round', 'excerpt': 'End each meeting with a quick thank you round', 'description': "Give employees a chance to recognize others in the business in a simple and public way. One company ends each meeting with a lightning thank you round. It's a quick and easy way to thank individuals for their great work while also celebrating successes.", 'id': 'ed12a30a-26cd-45be-a777-10acf36a57a9', 'created_at': '2017-08-17T11:03:26.276492', 'updated_at': '2018-01-25T04:20:45.861490', 'question': 'We acknowledge people who deliver outstanding service here', 'factor': '', 'code': 'SER.2'}, {'title': 'Project-based recognition norms', 'excerpt': 'Establish recognition norms based on projects', 'description': 'Establish reward and recognition programs at a project level. Project-based recognition programs enable more real-time and intentional praise/recognition from project leaders and/or peers. This can be shared during or at the conclusion of a project, and is always communicated to all project team members and relevant managers. This approach encourages collaboration across teams and ensures peer and project lead recognition for performance.', 'id': '6008dc8e-fc71-4731-9b27-f6036b0cea20', 'created_at': '2017-08-17T11:03:29.726948', 'updated_at': '2018-01-25T04:20:45.896903', 'question': 'We acknowledge people who deliver outstanding service here', 'factor': '', 'code': 'SER.2'}, {'title': 'Open NPS survey', 'excerpt': 'Give your employees more insight into what your customers are saying', 'description': 'Help people understand what matters to customers. One organization communicates the complete results from their Customer NPS survey. A raw feed of the answers is posted in an internal communications channel. A weekly email which discusses changes in scores over time is sent to everyone in the company. This helps people understand what customers think about the product. It is also a great way of highlighting individual impact when employees are called out by customers for excellent work.', 'id': 'e0d33e54-6b68-4cde-b34c-72b70bcc4aa6', 'created_at': '2017-08-17T11:05:57.993479', 'updated_at': '2018-01-25T04:20:45.931761', 'question': 'We acknowledge people who deliver outstanding service here', 'factor': '', 'code': 'SER.2'}, {'title': 'Wall of Compliments', 'excerpt': 'Give kudos and feedback to colleagues in a public space', 'description': 'Build a wall of compliments in the center of your workspace. Use the wall as an opportunity to give kudos to a colleague for work well done, and to open up the room to also include constructive feedback. To ensure a nurturing atmosphere, one company encourages giving positive praise in public, while reserving negative yet constructive feedback for a private conversation.', 'id': 'cddc7801-da6a-440f-9a12-6a58f0ef4be2', 'created_at': '2018-02-22T22:31:13.743993', 'updated_at': '2018-02-22T22:31:13.758182', 'question': 'We acknowledge people who deliver outstanding service here', 'factor': '', 'code': 'SER.2'}, {'title': 'Customer wins', 'excerpt': 'Highlight impact from customers', 'description': 'Share the value that customers experience with employees on a regular basis. One company invites a panel of customers to be a part of their all hands meetings. Each customer explains how using their product has positively impacted their business and shares some things they wish the product could do (or ways the product has failed them). An employee moderates a Q&A session between the customer panel and attendees. Team Level: The team lead can invite a panel of internal customers to be a part of their team meeting. The internal customers can explain how the team helps them achieve their goals, but also highlight some difficulties in working together.', 'id': '77889ada-36c8-4727-8f8a-500d1a9ef1ca', 'created_at': '2017-08-17T11:01:23.796810', 'updated_at': '2018-01-25T04:20:45.786051', 'question': '%ACCOUNT_NAME% really allows us to make a positive difference', 'factor': '', 'code': 'SOC.1'}, {'title': 'Rewarding V2.0', 'excerpt': 'Setup an employee committee to find creative ways to reward top performance', 'description': 'Find new and creative ways to reward top performance at your company that fits your culture and employee interests. The more aligned rewards are with employee interests the more successful the reward program will be. One company set up a "rewards committee" made up of interested employees across functions to evaluate available rewards. Some companies reward employees with adventurous experiences, some by donating to an employee\'s selected social cause, or providing work time to give back to community, and even (extra) work time for personal development. The most important thing is having employees involved in the selection process to ensure alignment of possible rewards that will fit with employee interests.', 'id': '5bc61e87-87db-4829-bff5-401802755e0a', 'created_at': '2017-08-17T11:03:33.022397', 'updated_at': '2018-01-25T04:20:45.905014', 'question': '%ACCOUNT_NAME% really allows us to make a positive difference', 'factor': '', 'code': 'SOC.1'}, {'title': 'Team volunteering', 'excerpt': 'Facilitate volunteer efforts with company funds', 'description': 'Provide employees with funding to volunteer at the organization of their choice. Teams are encouraged to form and pitch ideas for supporting local non-profits. Ideas are voted on and the team with the most positive votes for their idea receives $1,000 to give to the organization they have promoted as well as a day to volunteer at that organization.', 'id': '26195e1f-4113-4f9e-aa35-96a108c1dad3', 'created_at': '2017-08-17T11:06:14.872190', 'updated_at': '2018-01-25T04:20:45.986206', 'question': '%ACCOUNT_NAME% really allows us to make a positive difference', 'factor': '', 'code': 'SOC.1'}, {'title': 'Customer events', 'excerpt': 'Connect employees with the community more formally', 'description': "Connect employees to the customers in your community in a formal in-person way to build empathy and engagement. One company hosts community events, inviting customers as well as prospects. The event usually includes a panel discussion or a keynote speaker about a topic related to their product. It's a great way for employees to engage with customers and see the impact of the product or service they offer. Additionally, employees get useful feedback on requested changes to the product (or service delivery model) and how it compares to competitors' offerings.", 'id': '2ba55fb5-6ce0-467f-aff5-f15be370cbba', 'created_at': '2017-08-17T11:06:18.093269', 'updated_at': '2018-01-25T04:20:45.995472', 'question': '%ACCOUNT_NAME% really allows us to make a positive difference', 'factor': '', 'code': 'SOC.1'}, {'title': 'Non-profit internship program', 'excerpt': 'Free up senior leaders at a local non-profit for a day', 'description': "Position your team to support the admin duties at a non-profit for a day so the leaders can focus on non-administrative tasks. One company works with a local non-profit children's shelter to take over the administrative and operational tasks for a full day once per quarter. The shelter's leaders use this time to hold their quarterly planning and strategy meetings offsite. The volunteer team often extends their contribution to the shelter by making additional time to decorate the classrooms and putting together creative projects for children at the shelter.", 'id': '967af01f-419c-4c64-b924-7ebca1d49938', 'created_at': '2017-08-17T11:06:21.341086', 'updated_at': '2018-01-25T04:20:45.996292', 'question': '%ACCOUNT_NAME% really allows us to make a positive difference', 'factor': '', 'code': 'SOC.1'}, {'title': 'Non-profit internship program', 'excerpt': 'Embed employees into relevant non-profit customers', 'description': "Embed employees at nonprofits to learn, connect and provide support. One outdoor adventure retailer pays full salary and benefits for one month for employees who travel to volunteer with an environmental nonprofit of their choice. The employees are encouraged to work with the nonprofits to better understand how the retailer can further help the non-profit (for example through advertising to customers or providing additional financial support), and the employees have an opportunity to act as a company spokesperson to help build trust in and support for the retailer's brand.", 'id': '9b6ade52-a423-4ad1-a67f-80c752fbb49f', 'created_at': '2017-08-17T11:06:23.773305', 'updated_at': '2018-01-25T04:20:45.996979', 'question': '%ACCOUNT_NAME% really allows us to make a positive difference', 'factor': '', 'code': 'SOC.1'}, {'title': 'What are you doing for others?', 'excerpt': 'Volunteer, help and inspire others', 'description': "Provide employees with a set number of volunteer days per year and encourage them to share stories about their experience using internal communications channels. At one company, to inspire and encourage coworkers, employees are encouraged to provide a brief synopsis of their volunteering experience after their day of service via company email, at all-hands meetings, or through a 'giving back' communications channel.", 'id': 'e18d8bdb-bbb3-4abf-bbe8-2dd187083e4b', 'created_at': '2017-08-17T11:06:26.249313', 'updated_at': '2018-01-25T04:20:45.999067', 'question': '%ACCOUNT_NAME% really allows us to make a positive difference', 'factor': '', 'code': 'SOC.1'}, {'title': 'B Corp', 'excerpt': 'Become a certified B corp', 'description': "Become a certified B corp. Numerous companies have become B corps as a way to effectively measure their impact and communicate the value they put on social and environmental impact. It's a great way to express what really matters to your business and live out your mission daily.", 'id': '9f79e155-1781-488b-8abd-da7220362348', 'created_at': '2017-08-17T11:06:28.667944', 'updated_at': '2018-01-25T04:20:45.999758', 'question': '%ACCOUNT_NAME% really allows us to make a positive difference', 'factor': '', 'code': 'SOC.1'}, {'title': 'Team service day', 'excerpt': 'Once per quarter volunteer as a team', 'description': "Volunteer once a quarter together. Each quarter, the team picks a cause that they all care about and take one day off to volunteer as a team. Employees feel like they're making a difference, and they get to know their team members outside of work. Additionally, the team practices collaboration and compromise in the selection of a volunteer activity each quarter.", 'id': '34b643d8-d36b-430e-b771-7e8093b26e46', 'created_at': '2017-08-17T11:06:31.097197', 'updated_at': '2018-01-25T04:20:46.000517', 'question': '%ACCOUNT_NAME% really allows us to make a positive difference', 'factor': '', 'code': 'SOC.1'}, {'title': 'Team volunteering', 'excerpt': 'Facilitate volunteer efforts with company funds', 'description': 'Provide employees with funding to volunteer at the organization of their choice. Teams are encouraged to form and pitch ideas for supporting local non-profits. Ideas are voted on and the team with the most positive votes for their idea receives $1,000 to give to the organization they have promoted as well as a day to volunteer at that organization.', 'id': '26195e1f-4113-4f9e-aa35-96a108c1dad3', 'created_at': '2017-08-17T11:06:14.872190', 'updated_at': '2018-01-25T04:20:45.986206', 'question': "%ACCOUNT_NAME%'s commitment to social responsibility (e.g. community support, sustainability, etc.) is genuine", 'factor': '', 'code': 'SOC.2'}, {'title': 'Non-profit internship program', 'excerpt': 'Free up senior leaders at a local non-profit for a day', 'description': "Position your team to support the admin duties at a non-profit for a day so the leaders can focus on non-administrative tasks. One company works with a local non-profit children's shelter to take over the administrative and operational tasks for a full day once per quarter. The shelter's leaders use this time to hold their quarterly planning and strategy meetings offsite. The volunteer team often extends their contribution to the shelter by making additional time to decorate the classrooms and putting together creative projects for children at the shelter.", 'id': '967af01f-419c-4c64-b924-7ebca1d49938', 'created_at': '2017-08-17T11:06:21.341086', 'updated_at': '2018-01-25T04:20:45.996292', 'question': "%ACCOUNT_NAME%'s commitment to social responsibility (e.g. community support, sustainability, etc.) is genuine", 'factor': '', 'code': 'SOC.2'}, {'title': 'Non-profit internship program', 'excerpt': 'Embed employees into relevant non-profit customers', 'description': "Embed employees at nonprofits to learn, connect and provide support. One outdoor adventure retailer pays full salary and benefits for one month for employees who travel to volunteer with an environmental nonprofit of their choice. The employees are encouraged to work with the nonprofits to better understand how the retailer can further help the non-profit (for example through advertising to customers or providing additional financial support), and the employees have an opportunity to act as a company spokesperson to help build trust in and support for the retailer's brand.", 'id': '9b6ade52-a423-4ad1-a67f-80c752fbb49f', 'created_at': '2017-08-17T11:06:23.773305', 'updated_at': '2018-01-25T04:20:45.996979', 'question': "%ACCOUNT_NAME%'s commitment to social responsibility (e.g. community support, sustainability, etc.) is genuine", 'factor': '', 'code': 'SOC.2'}, {'title': 'What are you doing for others?', 'excerpt': 'Volunteer, help and inspire others', 'description': "Provide employees with a set number of volunteer days per year and encourage them to share stories about their experience using internal communications channels. At one company, to inspire and encourage coworkers, employees are encouraged to provide a brief synopsis of their volunteering experience after their day of service via company email, at all-hands meetings, or through a 'giving back' communications channel.", 'id': 'e18d8bdb-bbb3-4abf-bbe8-2dd187083e4b', 'created_at': '2017-08-17T11:06:26.249313', 'updated_at': '2018-01-25T04:20:45.999067', 'question': "%ACCOUNT_NAME%'s commitment to social responsibility (e.g. community support, sustainability, etc.) is genuine", 'factor': '', 'code': 'SOC.2'}, {'title': 'B Corp', 'excerpt': 'Become a certified B corp', 'description': "Become a certified B corp. Numerous companies have become B corps as a way to effectively measure their impact and communicate the value they put on social and environmental impact. It's a great way to express what really matters to your business and live out your mission daily.", 'id': '9f79e155-1781-488b-8abd-da7220362348', 'created_at': '2017-08-17T11:06:28.667944', 'updated_at': '2018-01-25T04:20:45.999758', 'question': "%ACCOUNT_NAME%'s commitment to social responsibility (e.g. community support, sustainability, etc.) is genuine", 'factor': '', 'code': 'SOC.2'}, {'title': 'Team service day', 'excerpt': 'Once per quarter volunteer as a team', 'description': "Volunteer once a quarter together. Each quarter, the team picks a cause that they all care about and take one day off to volunteer as a team. Employees feel like they're making a difference, and they get to know their team members outside of work. Additionally, the team practices collaboration and compromise in the selection of a volunteer activity each quarter.", 'id': '34b643d8-d36b-430e-b771-7e8093b26e46', 'created_at': '2017-08-17T11:06:31.097197', 'updated_at': '2018-01-25T04:20:46.000517', 'question': "%ACCOUNT_NAME%'s commitment to social responsibility (e.g. community support, sustainability, etc.) is genuine", 'factor': '', 'code': 'SOC.2'}, {'title': 'In-person project kickoff', 'excerpt': 'Get the entire team together to kickoff a new project', 'description': 'Bring every team member to a central location anytime there is a kick-off for a new project. One company has found this helps align the team on the goals of the project and strengthens team member relationships from the beginning.', 'id': '3d82ef92-0ffa-4d3d-81e4-b950c1d4ae37', 'created_at': '2017-08-17T11:00:26.629452', 'updated_at': '2018-01-25T04:20:45.768361', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Seat shuffle', 'excerpt': 'Get to know others in the business', 'description': 'Encouraging employees to get to know others outside their team, the seat shuffle moves employees around the office and introduces them to other people in the organization. One company shuffles seats every three months. Not all teams are required to participate and some teams that need to work closely in person each day prefer to keep the shuffle within the team.', 'id': '6b0d0bd5-ce50-480c-b937-7faab0026b19', 'created_at': '2017-08-17T11:00:53.884463', 'updated_at': '2018-01-25T04:20:45.794741', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Hack the halls', 'excerpt': 'Decorate collaboratively', 'description': 'Get employees involved in improving their workspace. One company conducts a decorating event after hours in each office. Food and beverages are supplied by the internal experience team and the decorating theme is chosen to match the brand promise of the company. The kickoff gathering clarifies guidelines and ensures art and decorating is in line with company values. Teams spend a few hours decorating and moving furniture. A limited budget is available to purchase things that make the office more enjoyable.', 'id': '6c2fdcd1-596d-4716-82e2-bc45b0ed6abb', 'created_at': '2017-08-17T11:02:02.576407', 'updated_at': '2018-01-25T04:20:45.801486', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Adopt a plant', 'excerpt': 'Foster team commitment by keeping a plant alive', 'description': 'Foster team commitment and engagement. One company encourages teammates across each pod of desks to choose a plant to purchase. They are encouraged to do research based on how much light and water is needed - and also to name their plant creatively. Keeping the plant alive is a team activity and they also decorate the plants during festive holidays.', 'id': 'ba678913-7756-49d6-9351-40680df96bc6', 'created_at': '2017-08-17T11:02:05.043047', 'updated_at': '2018-01-25T04:20:45.786697', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Thank you round', 'excerpt': 'End each meeting with a quick thank you round', 'description': "Give employees a chance to recognize others in the business in a simple and public way. One company ends each meeting with a lightning thank you round. It's a quick and easy way to thank individuals for their great work while also celebrating successes.", 'id': 'ed12a30a-26cd-45be-a777-10acf36a57a9', 'created_at': '2017-08-17T11:03:26.276492', 'updated_at': '2018-01-25T04:20:45.861490', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Rapid feedback session', 'excerpt': 'Hold sessions focused on sharing admiration of others', 'description': "Provide employees with an opportunity to give each other feedback quickly. One company uses rapid feedback sessions. In a rapid feedback session each individual writes their name on a piece of paper and tapes it to the wall. Then, all employees walk around with post-its writing down what they most admire about that person and stick it to that individual's paper. Employees feel appreciated and the feedback can give insight into what the employee should continue doing to best support their coworkers.", 'id': '2732a32f-7c0b-4595-a1aa-55c5a81f96e9', 'created_at': '2017-08-17T11:05:51.517875', 'updated_at': '2018-01-25T04:20:45.977705', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Team volunteering', 'excerpt': 'Facilitate volunteer efforts with company funds', 'description': 'Provide employees with funding to volunteer at the organization of their choice. Teams are encouraged to form and pitch ideas for supporting local non-profits. Ideas are voted on and the team with the most positive votes for their idea receives $1,000 to give to the organization they have promoted as well as a day to volunteer at that organization.', 'id': '26195e1f-4113-4f9e-aa35-96a108c1dad3', 'created_at': '2017-08-17T11:06:14.872190', 'updated_at': '2018-01-25T04:20:45.986206', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Team service day', 'excerpt': 'Once per quarter volunteer as a team', 'description': "Volunteer once a quarter together. Each quarter, the team picks a cause that they all care about and take one day off to volunteer as a team. Employees feel like they're making a difference, and they get to know their team members outside of work. Additionally, the team practices collaboration and compromise in the selection of a volunteer activity each quarter.", 'id': '34b643d8-d36b-430e-b771-7e8093b26e46', 'created_at': '2017-08-17T11:06:31.097197', 'updated_at': '2018-01-25T04:20:46.000517', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Communal Space', 'excerpt': 'Facilitate informal employee meetings across departments', 'description': 'Help employees find ways to connect across teams by creating spaces that encourage collaboration and teamwork. Consider creating a communal space with lounge chairs, books, arcade games and snacks for employees to use when they want to take a casual break. Choose a location for the space that situates it between multiple departments to encourage conversations between employees that might not otherwise interact.', 'id': '504d0c52-554c-45f4-a5ab-db619306b0e7', 'created_at': '2017-08-17T11:06:34.437903', 'updated_at': '2018-01-25T04:20:46.001218', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Work olympics', 'excerpt': 'Build team cohesion using games with competitors', 'description': 'Increase team cohesion using competitive games. One company set up an Olympics competition with other companies in their industry. They had several different games that are played with teams from each organization. The competition helps employees develop closer connections with their teammates and has the added bonus of improving employee health by getting people moving! If your company is sufficiently large, you could have employees from different departments compete against each other.', 'id': 'c58d8142-27e2-4755-bcad-a79aca3a50ee', 'created_at': '2017-08-17T11:06:37.720056', 'updated_at': '2018-01-25T04:20:46.001967', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Project day', 'excerpt': 'Work together on short term projects', 'description': 'Work together across departments and functions to bring projects to life. One company has project day which is an opportunity for employees to work together in small teams to incubate a project that can be prototyped in one day. At the end of the day, everyone shares their project, what they accomplished and what still needs to be done. This fosters a sense of teamwork by working on new and exciting projects with interdepartmental teams.', 'id': '62f2e979-0332-438e-9f6c-f4679c419879', 'created_at': '2017-08-17T11:06:39.394172', 'updated_at': '2018-01-25T04:20:46.002699', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Team competitions', 'excerpt': 'Develop opportunities for internal teams to compete', 'description': 'Develop ways for internal teams to connect via competition on non-work related activities. One company initiates friendly competitions between teams of volunteers from each department. The competition changes quarterly but has previously taken the form of sports, fantasy sports, food drives or hitting business objectives. Employees enjoy engaging outside the work context and appreciate the opportunity to get to know each other on a more personal level.', 'id': '5144fe0a-7425-442b-8692-86078a977be2', 'created_at': '2017-08-17T11:06:42.006791', 'updated_at': '2018-01-25T04:20:46.003565', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Team-level awards', 'excerpt': 'Recognize teams as a group, not individuals', 'description': 'Encourage teamwork by recognizing team effort above individual effort. One company awards teams that surpass business objectives, or come up with the most creative solution to difficult business problems. The awards are presented in public forums and are associated with a clear description of what the team achieved and how they worked together to achieve it. Recognizing the team as a whole incentivizes collaboration and effective teamwork.', 'id': 'a4bf8897-26fc-40d0-ae76-2f9c8e72790a', 'created_at': '2017-08-17T11:06:44.314163', 'updated_at': '2018-01-25T04:20:46.004349', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Preferred gender pronouns', 'excerpt': "Show basic respect for everyone's gender identity", 'description': "Show that individual personal preferences are respected and appreciated. One company strongly encourages everyone to list their preferred gender pronouns in their email signature lines. It's a simple way to show that you respect everyone's gender identity. With the rollout, there was an AMA (ask-me-anything) forum and an FAQ.", 'id': '942e8faa-17a9-4ceb-ba77-1ee11c2c4a41', 'created_at': '2017-08-17T11:06:48.600069', 'updated_at': '2018-01-25T04:20:46.005051', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Creating an ally network', 'excerpt': 'Allow everyone to feel welcome in diversity and inclusion conversations', 'description': 'Encourage employees to engage in diversity and inclusion conversations. One company better leverages their affinity groups (i.e. employee resource groups) by actively fostering a network for employees to join affinity groups; increasing understanding, empathy, and psychological safety. This paves the way for other allies to join the network and actively participate in addressing unconscious bias at the individual level and company level.', 'id': '521ff2e2-c3d9-4e82-b175-548566fc2801', 'created_at': '2017-08-17T11:06:50.560874', 'updated_at': '2018-01-25T04:20:46.005778', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Inclusivity check for tools and systems', 'excerpt': 'Ensuring fairness in internal tools and systems', 'description': 'Ensure that internal tools and systems are designed to support everyone equally. One company set up a team to evaluate their internal systems to ensure that their tools and processes were fair and accessible to everyone. Their compensation and promotion systems have been configured to show pay differences and promotion density by ethnicity, gender and other demographics. They check all of their tools, systems, and internal processes regularly to make sure everyone is included.', 'id': '3764677a-79a7-4239-a506-6fbbc18ebdb6', 'created_at': '2017-08-17T11:06:52.462179', 'updated_at': '2018-01-25T04:20:46.007151', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Coffee lottery', 'excerpt': "Set up meetings with employees that don't know each other", 'description': "Use a coffee lottery to connect employees who don't often speak to each other. One company used an automated lottery 'bot' in its internal communications system. The company titled its bot 'Donut'. This bot matches employees with a partner to have coffee with, either in person or via videoconference, every two weeks. Following the coffee meeting, employees are encouraged to post a picture in a dedicated communication channel and let everyone know what they learned about each other. Help encourage involvement by reimbursing the cost of the coffee.", 'id': '7c144a98-d41e-491c-b425-64b8ca0851eb', 'created_at': '2017-08-17T11:06:56.491025', 'updated_at': '2018-01-25T04:20:46.015392', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'All-hands talent show', 'excerpt': 'Start your all-hands with an employee talent show', 'description': "Engage with employees and make all hands meetings a great way to connect personally. One company starts the monthly all hands with a short talent show. It's a great way to start the meeting on an informal tone and starts conversations between employees across groups who discover that they have a talent/hobby in common.", 'id': '335a4277-96dc-4feb-80dc-9de21e15ba55', 'created_at': '2017-08-17T11:07:00.028706', 'updated_at': '2018-01-25T04:20:46.016134', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Lightning presentations', 'excerpt': 'Present on personal interests to get to know each other', 'description': 'Give your employees a formal opportunity in team meetings to share something important to them from outside of work. Start one team meeting monthly with a lightning presentation. People self-nominate to briefly present on something they care about or are interested in outside work. This can help people identify common interests and helps managers demonstrate an interest in getting to know people.', 'id': '67e03ed1-02e2-4b2f-89b0-f607c1236212', 'created_at': '2017-08-17T11:07:13.396421', 'updated_at': '2018-01-25T04:20:46.009984', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Support requests in meetings', 'excerpt': 'Facilitate giving and receiving support', 'description': 'Give employees an easy way to highlight a need for support. One team has a space in their meeting notes for individuals to request support. Support includes sharing workload, sharing expertise, or simply making internal referrals. Not only does this help employees manage their workload, it also increases visibility on what team members are focused on.', 'id': 'c43f038b-c1cf-4204-a2f1-c1e6aa86f587', 'created_at': '2017-08-17T11:07:32.193396', 'updated_at': '2018-01-25T04:20:46.039625', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Team question for all hands', 'excerpt': 'Collaborate on a key question at all hands', 'description': 'Asking questions at an all hands meeting can be daunting. To encourage healthy discussion, one company launched an initiative where each team presented one question at the meeting. The team discussion prior to the meeting helped teams align on their focus areas and identify blockers.', 'id': 'e83552a4-1093-49c7-9d4b-d85852036b8e', 'created_at': '2017-08-23T06:11:53.795424', 'updated_at': '2018-01-25T04:20:46.154183', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Rules of Engagement', 'excerpt': 'Establish ideal ways of working in a team', 'description': "Define your team's social norms that will help them work together. Hold a collaborative session during which team members can air out their grievances, work through conflict, discuss what they expect from one another, establish empathy and build trust in each other. Use a whiteboard to write them down. Once pain points have been established, this practice will help your team brainstorm ideas to build good culture and then focus on ways to bring these to life.", 'id': '8726e6ff-7370-4190-b205-35a17030b1e6', 'created_at': '2018-02-22T22:31:24.896886', 'updated_at': '2018-02-22T22:31:24.903054', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Bonding Through Interests', 'excerpt': 'Use playful actions like music playlists to bond teams', 'description': "Kickstart inclusivity in teams through simple, playful actions. Create a shared playlist, have a list of favorite team lunch spots, host a Friday morning dance-at-your-desk event. If your music tastes aren't aligned, take turns to share favorite albums, or encourage people to add a song to a shared playlist.", 'id': '5c804c55-4551-430f-b948-7653dd53fa23', 'created_at': '2018-02-22T22:31:32.911378', 'updated_at': '2018-02-22T22:31:32.917625', 'question': 'I feel I am part of a team', 'factor': '', 'code': 'TEA.1'}, {'title': 'Project retrospectives', 'excerpt': 'Review each project with representatives from an entire department', 'description': 'Look back to learn in small and large teams. One organization holds frequent project retrospectives which allow teams to work together to identify mistakes, what went well and ultimately apply learning toward the next project. For larger teams, they scale retrospectives using a few additional steps. First, a team of facilitators are identified and trained. Then, those facilitators perform focus groups around standardized themes with project team members. Next, the facilitators get back together and compare notes. Finally, the themes are presented at an all hands meeting to share learnings and get feedback.', 'id': '565a9798-72c6-4b39-a6c9-07701af9e993', 'created_at': '2017-08-17T11:06:08.141212', 'updated_at': '2018-01-25T04:20:45.978364', 'question': 'We hold ourselves and our team members accountable for results', 'factor': '', 'code': 'TEA.2'}, {'title': 'Team commitments', 'excerpt': 'Weekly team targets and commitments', 'description': 'Encourage greater individual accountability by setting up weekly team meetings. At the beginning of the weekly planning, team members discuss what they learned and what they accomplished the previous week. Then each member shares the things they are committing to complete that week. Dependencies are discussed so that team members know who will be relying on their work. Progress on key commitments during the week is shared in an online communications channel where individuals can collaborate on tasks and celebrate successes.', 'id': '7879e0af-2175-4dcd-8ce6-005406c96259', 'created_at': '2017-08-17T11:07:02.062863', 'updated_at': '2018-01-25T04:20:46.027091', 'question': 'We hold ourselves and our team members accountable for results', 'factor': '', 'code': 'TEA.2'}, {'title': 'Tracking key results', 'excerpt': 'Tracking progress against key results', 'description': "Track progress toward quarterly commitments. One organization has clear organization-wide objectives and each team takes responsibility for tracking against specific key results. Weekly individual team meetings include a review of progress on the quarterly commitment. This method ensures both alignment across the organization and clear accountability for teams and individuals to help meet overall objectives. To further encourage accountability, each all hands meeting includes a quick review of the organization's objectives and progress.", 'id': '1c0603cb-1eff-46a0-883c-93e69a5490eb', 'created_at': '2017-08-17T11:07:04.261127', 'updated_at': '2018-01-25T04:20:46.008570', 'question': 'We hold ourselves and our team members accountable for results', 'factor': '', 'code': 'TEA.2'}, {'title': 'Rotating team leads', 'excerpt': 'Rotating team leads and assessing impact', 'description': 'Increase ownership for team deliverables. One company assigns rotating team leads each quarter to own team meetings and track progress toward commitments. By having rotating team leads, all members experience key accountability for results. This also increases empathy for the team lead since all team members experience the challenge of planning and tracking progress for the quarter.', 'id': '5260bfce-b7e5-42e1-a794-a54fc6a8c628', 'created_at': '2017-08-17T11:07:06.191723', 'updated_at': '2018-01-25T04:20:46.017010', 'question': 'We hold ourselves and our team members accountable for results', 'factor': '', 'code': 'TEA.2'}, {'title': 'Weekly weigh-ups', 'excerpt': 'Hold team check-ins weekly', 'description': "Hold team check-ins weekly to discuss workloads. Often team members are not aware of each other's workloads, making it hard to know who needs help and how to help them. One company makes managing workloads a shared challenge by having a formalized check-in each week to share what people are working on. When team members are more aware of other's work and challenges, it's easier to offer to jump in and help.", 'id': '40b6b2a8-0d03-4212-9969-3751d711a118', 'created_at': '2017-08-17T11:06:54.876365', 'updated_at': '2018-01-25T04:20:46.007866', 'question': 'Workloads are divided fairly among people where I work', 'factor': '', 'code': 'TEA.3'}, {'title': 'Culture of commitment', 'excerpt': 'Define a culture of commitment conversations', 'description': 'Define what a committed employee looks like at your organization. The head of one department saw that some employees were taking on much more than they could own and deliver during business hours. This behavior was causing burn-out and resulted in poor quality outputs. The leader now holds quarterly conversations with employees about workload and each session highlights the difference between commitment and heroism. Additionally, in all one-on-one meetings, managers are encouraged to have commitment vs. heroism conversations.', 'id': 'a574a4ae-e6de-47b7-9966-dd29b667be55', 'created_at': '2017-08-17T11:07:08.090215', 'updated_at': '2018-01-25T04:20:46.035250', 'question': 'Workloads are divided fairly among people where I work', 'factor': '', 'code': 'TEA.3'}, {'title': 'Pairing to increase capacity and flexibility', 'excerpt': 'Enable flexibility in capacity by pairing employees', 'description': 'Address uneven flow of work requirements and resulting unreasonable workloads. One company pairs employees so that each employee has a primary portfolio of work and is secondarily responsible for filling in for a colleague as needed (if time/workload allows). By having a backup in place, the company can accommodate increased workloads much more effectively without putting too much strain on individual employees.', 'id': 'e51881ac-ab9d-4c49-9c7e-147cc9a72937', 'created_at': '2017-08-17T11:07:10.940567', 'updated_at': '2018-01-25T04:20:46.009317', 'question': 'Workloads are divided fairly among people where I work', 'factor': '', 'code': 'TEA.3'}, {'title': 'Support requests in meetings', 'excerpt': 'Facilitate giving and receiving support', 'description': 'Give employees an easy way to highlight a need for support. One team has a space in their meeting notes for individuals to request support. Support includes sharing workload, sharing expertise, or simply making internal referrals. Not only does this help employees manage their workload, it also increases visibility on what team members are focused on.', 'id': 'c43f038b-c1cf-4204-a2f1-c1e6aa86f587', 'created_at': '2017-08-17T11:07:32.193396', 'updated_at': '2018-01-25T04:20:46.039625', 'question': 'Workloads are divided fairly among people where I work', 'factor': '', 'code': 'TEA.3'}, {'title': 'Meditation room', 'excerpt': 'Create a quiet space', 'description': 'Create a quiet space for employees to work or reset. One company turned an unused space in the office into a meditation room. Employees often volunteer to lead meditation sessions and invite the entire office.', 'id': '1af7c22d-6bea-455c-90bd-0ce129ddde22', 'created_at': '2017-08-17T11:02:07.775923', 'updated_at': '2018-01-25T04:20:45.820765', 'question': 'Generally, I believe my workload is reasonable for my role', 'factor': '', 'code': 'WLI.1'}, {'title': 'No meeting Wednesdays', 'excerpt': "Free up time for the 'makers' to make", 'description': 'Provide employees with the time to focus on execution. One company uses "No Meeting Wednesdays" to make sure employees have the time to focus on getting things done. The company acknowledges that managers spend most of their time in meetings while other employees, that they called "makers," need uninterrupted time to make.', 'id': 'cd794049-d6a0-4e59-ada2-ecbe932dada1', 'created_at': '2017-08-17T11:02:28.519474', 'updated_at': '2018-01-25T04:20:45.839175', 'question': 'Generally, I believe my workload is reasonable for my role', 'factor': '', 'code': 'WLI.1'}, {'title': 'Culture of commitment', 'excerpt': 'Define a culture of commitment conversations', 'description': 'Define what a committed employee looks like at your organization. The head of one department saw that some employees were taking on much more than they could own and deliver during business hours. This behavior was causing burn-out and resulted in poor quality outputs. The leader now holds quarterly conversations with employees about workload and each session highlights the difference between commitment and heroism. Additionally, in all one-on-one meetings, managers are encouraged to have commitment vs. heroism conversations.', 'id': 'a574a4ae-e6de-47b7-9966-dd29b667be55', 'created_at': '2017-08-17T11:07:08.090215', 'updated_at': '2018-01-25T04:20:46.035250', 'question': 'Generally, I believe my workload is reasonable for my role', 'factor': '', 'code': 'WLI.1'}, {'title': 'Pairing to increase capacity and flexibility', 'excerpt': 'Enable flexibility in capacity by pairing employees', 'description': 'Address uneven flow of work requirements and resulting unreasonable workloads. One company pairs employees so that each employee has a primary portfolio of work and is secondarily responsible for filling in for a colleague as needed (if time/workload allows). By having a backup in place, the company can accommodate increased workloads much more effectively without putting too much strain on individual employees.', 'id': 'e51881ac-ab9d-4c49-9c7e-147cc9a72937', 'created_at': '2017-08-17T11:07:10.940567', 'updated_at': '2018-01-25T04:20:46.009317', 'question': 'Generally, I believe my workload is reasonable for my role', 'factor': '', 'code': 'WLI.1'}, {'title': 'Email response policies', 'excerpt': 'Give everyone clarity around email response expectations', 'description': "Provide clear expectations on when work activity is appropriate after standard work hours. Instead of instituting a ban on emails after work hours, one company developed clear policies around when someone is expected to respond to an email (or other communication). Having policies about response expectations ensures everyone is on the same page. It also doesn't inhibit employees from sending ideas outside of normal hours - there is just no expectation that a response will occur until the following work day. Team Level: Within your team, determine what the current norms are for sending and receiving emails and messages. Discuss what hours employees would like to be 'no response required' times.", 'id': 'c0dd43e1-118d-4b7e-a781-ac63a66fdff0', 'created_at': '2017-08-17T11:07:29.757495', 'updated_at': '2018-01-25T04:20:46.028393', 'question': 'Generally, I believe my workload is reasonable for my role', 'factor': '', 'code': 'WLI.1'}, {'title': 'Support requests in meetings', 'excerpt': 'Facilitate giving and receiving support', 'description': 'Give employees an easy way to highlight a need for support. One team has a space in their meeting notes for individuals to request support. Support includes sharing workload, sharing expertise, or simply making internal referrals. Not only does this help employees manage their workload, it also increases visibility on what team members are focused on.', 'id': 'c43f038b-c1cf-4204-a2f1-c1e6aa86f587', 'created_at': '2017-08-17T11:07:32.193396', 'updated_at': '2018-01-25T04:20:46.039625', 'question': 'Generally, I believe my workload is reasonable for my role', 'factor': '', 'code': 'WLI.1'}, {'title': 'Meditation room', 'excerpt': 'Create a quiet space', 'description': 'Create a quiet space for employees to work or reset. One company turned an unused space in the office into a meditation room. Employees often volunteer to lead meditation sessions and invite the entire office.', 'id': '1af7c22d-6bea-455c-90bd-0ce129ddde22', 'created_at': '2017-08-17T11:02:07.775923', 'updated_at': '2018-01-25T04:20:45.820765', 'question': 'We are genuinely supported if we choose to make use of flexible working arrangements', 'factor': '', 'code': 'WLI.2'}, {'title': 'Sabbaticals', 'excerpt': 'Allow extended time off work for personal development', 'description': 'Provide tenured employees with extended time off to focus on personal development. One company has a sabbatical program that allows employees that have been with the company for seven years to take a three month break to pursue their own personal development. During the break, employees receive weekly updates on the business but are never (beyond emergencies) asked to contribute. In order to promote the program, one of the founders took a three month trip to 20 cities, and several other employees have followed suit. Employees come back reinvigorated and ready to get back to work with a fresh perspective.', 'id': 'aa437744-ad41-4aa1-aa81-09c5d761ea88', 'created_at': '2017-08-17T11:07:15.020607', 'updated_at': '2018-01-25T04:20:46.017726', 'question': 'We are genuinely supported if we choose to make use of flexible working arrangements', 'factor': '', 'code': 'WLI.2'}, {'title': 'Recharge days', 'excerpt': 'Flexible time off to address burnout', 'description': 'In addition to vacation days that require approval, consider giving employees fully flexible time off. One company provides recharge days to be used when an employee has worked exceptionally hard on a project, had significant time traveling for work or just generally feels at risk of burnout. No one has to approve the time off and it is unlimited.', 'id': 'def7f588-65eb-4627-8229-ea5386aa423f', 'created_at': '2017-08-17T11:07:18.040174', 'updated_at': '2018-01-25T04:20:46.006460', 'question': 'We are genuinely supported if we choose to make use of flexible working arrangements', 'factor': '', 'code': 'WLI.2'}, {'title': 'Work policy manager training', 'excerpt': 'Enable managers to role model effective work/life blend', 'description': 'Help managers role model effective work-life choices. One company developed a training program for managers to understand how they can encourage good work-life choices. The training educates managers on current policies and encourages them to make full use of vacation days and telecommuting options. Team Level: Model work positive work/life blend by making full use of vacation days and telecommuting options, and rarely sending emails outside of work hours. Ensure that people understand the options available and encourage their use.', 'id': 'e8c16520-5c1c-4183-9b6a-0644aa2940d4', 'created_at': '2017-08-17T11:07:21.298467', 'updated_at': '2018-01-25T04:20:46.027751', 'question': 'We are genuinely supported if we choose to make use of flexible working arrangements', 'factor': '', 'code': 'WLI.2'}, {'title': 'Anniversary day off', 'excerpt': 'Give your tenured employees a day off to celebrate', 'description': "Celebrate work anniversaries. One company celebrates by giving employees a paid day off from work on their work anniversary. During that day, their colleagues are encouraged to decorate the employee's desk in ways that highlight the unique value that person brings to the team.", 'id': '98e14464-dde5-4286-b4d5-ebbbf80956f4', 'created_at': '2017-08-17T11:07:28.005854', 'updated_at': '2018-01-25T04:20:46.019019', 'question': 'We are genuinely supported if we choose to make use of flexible working arrangements', 'factor': '', 'code': 'WLI.2'}, {'title': 'Email response policies', 'excerpt': 'Give everyone clarity around email response expectations', 'description': "Provide clear expectations on when work activity is appropriate after standard work hours. Instead of instituting a ban on emails after work hours, one company developed clear policies around when someone is expected to respond to an email (or other communication). Having policies about response expectations ensures everyone is on the same page. It also doesn't inhibit employees from sending ideas outside of normal hours - there is just no expectation that a response will occur until the following work day. Team Level: Within your team, determine what the current norms are for sending and receiving emails and messages. Discuss what hours employees would like to be 'no response required' times.", 'id': 'c0dd43e1-118d-4b7e-a781-ac63a66fdff0', 'created_at': '2017-08-17T11:07:29.757495', 'updated_at': '2018-01-25T04:20:46.028393', 'question': 'We are genuinely supported if we choose to make use of flexible working arrangements', 'factor': '', 'code': 'WLI.2'}, {'title': 'Flex-time', 'excerpt': 'Setup core collaboration hours with flexibility on the edges', 'description': 'Allow employees to use flex schedules around a core set of hours when everyone is expected to be in and working together. One company uses a flex-time policy where employees can work (almost) any hours. The only stipulation, to facilitate in-person collaboration, is there are core working hours when every employee needs to be in the office. For example, all members of the team must be in the office from 10am - 2pm Monday and Wednesday.', 'id': '2495daeb-c1ba-443d-9e57-24bd271ad45f', 'created_at': '2017-08-17T11:07:39.781459', 'updated_at': '2018-01-25T04:20:46.029037', 'question': 'We are genuinely supported if we choose to make use of flexible working arrangements', 'factor': '', 'code': 'WLI.2'}, {'title': 'In-house services', 'excerpt': 'Increase access to support services', 'description': 'Increase the number of services available to employees at work. Instead of adding more paid time off, one company took a different approach by directly addressing some of the most common reasons employees take time off. They provide more services onsite, including childcare services, laundry/dry cleaning, providing meal options, and a gym. Most of the services are completely free.', 'id': '21c2632f-849c-4ba5-84f8-7cc765ee8d8c', 'created_at': '2017-08-17T11:07:42.245574', 'updated_at': '2018-01-25T04:20:46.040293', 'question': 'We are genuinely supported if we choose to make use of flexible working arrangements', 'factor': '', 'code': 'WLI.2'}, {'title': 'Job share', 'excerpt': 'Allow for job sharing to keep employees connected', 'description': 'Allow for job sharing to keep strong employees connected with the organization. One company has set up job sharing roles to enable employees to work part-time but still stay connected. Now, two employees both working part-time adequately fill one position. The employees are able to work their preferred hours and the company gets the benefit of knowing the position will always be covered. Additionally, two heads working together on the same project often leads to better and more innovative solutions.', 'id': '311eecc4-d108-4e95-8ca0-f4e0fc58a704', 'created_at': '2017-08-17T11:07:43.855617', 'updated_at': '2018-01-25T04:20:46.051298', 'question': 'We are genuinely supported if we choose to make use of flexible working arrangements', 'factor': '', 'code': 'WLI.2'}, {'title': 'Work from anywhere week', 'excerpt': 'Expand perspective by working in different locations', 'description': "Expand your perspective and work in a different place once a quarter. At this company, one week per quarter all employees are asked to work from anywhere. The founder encourages employees to travel to change their perspective in hopes of spurring new ideas and products. They've seen an increase in productivity because employees want to get their work done early in the week to have the rest of the week off. Some structure is put in place, including identifying what will be achieved, and blocking off time that they will be online.", 'id': '985ac713-3664-409c-9ed4-8145929c0277', 'created_at': '2017-08-17T11:07:46.285165', 'updated_at': '2018-01-25T04:20:46.019651', 'question': 'We are genuinely supported if we choose to make use of flexible working arrangements', 'factor': '', 'code': 'WLI.2'}, {'title': 'Communal Space', 'excerpt': 'Facilitate informal employee meetings across departments', 'description': 'Help employees find ways to connect across teams by creating spaces that encourage collaboration and teamwork. Consider creating a communal space with lounge chairs, books, arcade games and snacks for employees to use when they want to take a casual break. Choose a location for the space that situates it between multiple departments to encourage conversations between employees that might not otherwise interact.', 'id': '504d0c52-554c-45f4-a5ab-db619306b0e7', 'created_at': '2017-08-17T11:06:34.437903', 'updated_at': '2018-01-25T04:20:46.001218', 'question': 'I am able to arrange time out from work when I need to', 'factor': '', 'code': 'WLI.3'}, {'title': 'Sabbaticals', 'excerpt': 'Allow extended time off work for personal development', 'description': 'Provide tenured employees with extended time off to focus on personal development. One company has a sabbatical program that allows employees that have been with the company for seven years to take a three month break to pursue their own personal development. During the break, employees receive weekly updates on the business but are never (beyond emergencies) asked to contribute. In order to promote the program, one of the founders took a three month trip to 20 cities, and several other employees have followed suit. Employees come back reinvigorated and ready to get back to work with a fresh perspective.', 'id': 'aa437744-ad41-4aa1-aa81-09c5d761ea88', 'created_at': '2017-08-17T11:07:15.020607', 'updated_at': '2018-01-25T04:20:46.017726', 'question': 'I am able to arrange time out from work when I need to', 'factor': '', 'code': 'WLI.3'}, {'title': 'Recharge days', 'excerpt': 'Flexible time off to address burnout', 'description': 'In addition to vacation days that require approval, consider giving employees fully flexible time off. One company provides recharge days to be used when an employee has worked exceptionally hard on a project, had significant time traveling for work or just generally feels at risk of burnout. No one has to approve the time off and it is unlimited.', 'id': 'def7f588-65eb-4627-8229-ea5386aa423f', 'created_at': '2017-08-17T11:07:18.040174', 'updated_at': '2018-01-25T04:20:46.006460', 'question': 'I am able to arrange time out from work when I need to', 'factor': '', 'code': 'WLI.3'}, {'title': 'Vacation discounts', 'excerpt': 'Help make vacations a financial reality for your employees', 'description': 'Make special vacations a reality for employees. To incentivize taking vacations, one company partners with travel agencies and hotels to provide their employees with discounts on vacation packages. They advertise these discounts internally and have setup channels on their internal communications software for employees to share their experience on the trips and to encourage others to take advantage of opportunities.', 'id': '905e2ce6-cfae-4be0-aaf0-55b914abfcde', 'created_at': '2017-08-17T11:07:24.636819', 'updated_at': '2018-01-25T04:20:46.018383', 'question': 'I am able to arrange time out from work when I need to', 'factor': '', 'code': 'WLI.3'}, {'title': 'Cross-training', 'excerpt': 'Train employees across positions to ensure adequate coverage', 'description': "Train employees across positions to ensure adequate coverage. One organization uses a cross-training program to ensure every role has adequate coverage if an employee leaves the organization or just needs to take time off. An inventory of high risk roles and associated tasks is created and people are given the opportunity to identify tasks they are most interested in learning. The training typically starts as shadowing and culminates in a small project to make sure the person can successfully perform the task. Team Level: Within your team you can initiate cross-training by encouraging team members to shadow each other, particularly when one individual is starting a new project. You can also incorporate cross-training opportunities into your one-on-one meetings to help achieve team members' developmental goals.", 'id': '065c067a-8127-4290-b9e0-695ef5ebb2b3', 'created_at': '2017-08-17T11:07:36.509771', 'updated_at': '2018-01-25T04:20:46.047436', 'question': 'I am able to arrange time out from work when I need to', 'factor': '', 'code': 'WLI.3'}, {'title': 'Flex-time', 'excerpt': 'Setup core collaboration hours with flexibility on the edges', 'description': 'Allow employees to use flex schedules around a core set of hours when everyone is expected to be in and working together. One company uses a flex-time policy where employees can work (almost) any hours. The only stipulation, to facilitate in-person collaboration, is there are core working hours when every employee needs to be in the office. For example, all members of the team must be in the office from 10am - 2pm Monday and Wednesday.', 'id': '2495daeb-c1ba-443d-9e57-24bd271ad45f', 'created_at': '2017-08-17T11:07:39.781459', 'updated_at': '2018-01-25T04:20:46.029037', 'question': 'I am able to arrange time out from work when I need to', 'factor': '', 'code': 'WLI.3'}, {'title': 'Job share', 'excerpt': 'Allow for job sharing to keep employees connected', 'description': 'Allow for job sharing to keep strong employees connected with the organization. One company has set up job sharing roles to enable employees to work part-time but still stay connected. Now, two employees both working part-time adequately fill one position. The employees are able to work their preferred hours and the company gets the benefit of knowing the position will always be covered. Additionally, two heads working together on the same project often leads to better and more innovative solutions.', 'id': '311eecc4-d108-4e95-8ca0-f4e0fc58a704', 'created_at': '2017-08-17T11:07:43.855617', 'updated_at': '2018-01-25T04:20:46.051298', 'question': 'I am able to arrange time out from work when I need to', 'factor': '', 'code': 'WLI.3'}, {'title': 'Coffee chat', 'excerpt': 'Getting to know you chats', 'description': 'Take time out of your day to get to know your team members on a more personal level. At one organization, managers are encouraged to have monthly chats with individual team members outside the office, usually at a local coffee shop. The intention of these conversations is to meet outside the office with no agenda and chat about life, work or anything else that is top of mind. By intentionally not having an agenda, people are able to connect on a more personal level.', 'id': 'e316c932-64ea-449c-abf5-939baa2621f8', 'created_at': '2017-08-17T11:05:36.585592', 'updated_at': '2018-01-25T04:20:45.929058', 'question': 'My manager genuinely cares about my wellbeing', 'factor': '', 'code': 'MGRCAR.1'}, {'title': 'Two-second rule', 'excerpt': 'Encouraging listening and reflection', 'description': 'Encourage listening and reflection in one-on-one conversations. Coaches at one organization challenge managers to apply the two-second rule to all one-on-one conversations with team members: waiting two seconds before responding and responding first with an open question, then with a statement (or another question). This practice is intended to help managers seek to understand an issue, rather than to provide a solution or answer, and encourage more listening and reflection.', 'id': 'a6288624-1c11-4456-96a9-0ac111cfb006', 'created_at': '2017-08-17T11:05:33.233633', 'updated_at': '2018-01-25T04:20:45.928382', 'question': 'My manager genuinely cares about my wellbeing', 'factor': '', 'code': 'MGRCAR.1'}, {'title': 'One-on-one meeting games', 'excerpt': 'Add facilitated games to your one-on-ones', 'description': "Use facilitated games in your one-on-one meetings with a new direct report, to help them open up. Research shows that if individuals have something to focus on, they will be more likely to disclose personal information. Additionally, games can be useful for learning new things about each other. For example, a value-sort activity gives insight into the motivation behind a direct report's behavior and what you may have in common.", 'id': 'f4ae5a98-5280-496b-a1a6-009cf12d0119', 'created_at': '2017-08-17T11:05:55.563945', 'updated_at': '2018-01-25T04:20:45.958229', 'question': 'My manager genuinely cares about my wellbeing', 'factor': '', 'code': 'MGRCAR.1'}, {'title': 'The how sandwich', 'excerpt': 'Directing focus and attention on others vs. self', 'description': 'Guide managers to help employees communicate in their one-on-one conversations. Coaches at one company challenge managers to apply the \'how sandwich\' to all one-on-one conversations over a week\'s time. They begin every one-on-one conversation with "How are you?" and close with "How can I help?"', 'id': '9ca78a29-5580-40ce-bf73-407ffd947085', 'created_at': '2017-08-17T11:05:31.591135', 'updated_at': '2018-01-25T04:20:45.917183', 'question': 'My manager genuinely cares about my wellbeing', 'factor': '', 'code': 'MGRCAR.1'}, {'title': 'Coffee chat', 'excerpt': 'Getting to know you chats', 'description': 'Take time out of your day to get to know your team members on a more personal level. At one organization, managers are encouraged to have monthly chats with individual team members outside the office, usually at a local coffee shop. The intention of these conversations is to meet outside the office with no agenda and chat about life, work or anything else that is top of mind. By intentionally not having an agenda, people are able to connect on a more personal level.', 'id': 'e316c932-64ea-449c-abf5-939baa2621f8', 'created_at': '2017-08-17T11:05:36.585592', 'updated_at': '2018-01-25T04:20:45.929058', 'question': 'My manager regularly checks in with how I am going (not just work related)', 'factor': '', 'code': 'MGRCAR.2'}, {'title': 'More frequent feedback', 'excerpt': 'Increase the cadence of feedback for employees', 'description': 'Increase the cadence of feedback for employees. One company has decided to abandon performance ratings. They have created a more frequent and feedback-focused performance management process. Every quarter, every employee sits down with their manager to give and receive feedback and discuss goals from the quarter prior and upcoming quarter. They can also discuss career pathing.', 'id': 'a4ad8230-e1e5-41d8-a5ca-88851c032190', 'created_at': '2017-08-17T11:05:24.952641', 'updated_at': '2018-01-25T04:20:45.927009', 'question': 'My manager regularly checks in with how I am going (not just work related)', 'factor': '', 'code': 'MGRCAR.2'}, {'title': 'The how sandwich', 'excerpt': 'Directing focus and attention on others vs. self', 'description': 'Guide managers to help employees communicate in their one-on-one conversations. Coaches at one company challenge managers to apply the \'how sandwich\' to all one-on-one conversations over a week\'s time. They begin every one-on-one conversation with "How are you?" and close with "How can I help?"', 'id': '9ca78a29-5580-40ce-bf73-407ffd947085', 'created_at': '2017-08-17T11:05:31.591135', 'updated_at': '2018-01-25T04:20:45.917183', 'question': 'My manager takes time to get to know me', 'factor': '', 'code': 'MGRCAR.3'}, {'title': 'One-on-one meeting games', 'excerpt': 'Add facilitated games to your one-on-ones', 'description': "Use facilitated games in your one-on-one meetings with a new direct report, to help them open up. Research shows that if individuals have something to focus on, they will be more likely to disclose personal information. Additionally, games can be useful for learning new things about each other. For example, a value-sort activity gives insight into the motivation behind a direct report's behavior and what you may have in common.", 'id': 'f4ae5a98-5280-496b-a1a6-009cf12d0119', 'created_at': '2017-08-17T11:05:55.563945', 'updated_at': '2018-01-25T04:20:45.958229', 'question': 'My manager takes time to get to know me', 'factor': '', 'code': 'MGRCAR.3'}, {'title': 'Coffee chat', 'excerpt': 'Getting to know you chats', 'description': 'Take time out of your day to get to know your team members on a more personal level. At one organization, managers are encouraged to have monthly chats with individual team members outside the office, usually at a local coffee shop. The intention of these conversations is to meet outside the office with no agenda and chat about life, work or anything else that is top of mind. By intentionally not having an agenda, people are able to connect on a more personal level.', 'id': 'e316c932-64ea-449c-abf5-939baa2621f8', 'created_at': '2017-08-17T11:05:36.585592', 'updated_at': '2018-01-25T04:20:45.929058', 'question': 'My manager takes time to get to know me', 'factor': '', 'code': 'MGRCAR.3'}, {'title': 'Recharge days', 'excerpt': 'Flexible time off to address burnout', 'description': 'In addition to vacation days that require approval, consider giving employees fully flexible time off. One company provides recharge days to be used when an employee has worked exceptionally hard on a project, had significant time traveling for work or just generally feels at risk of burnout. No one has to approve the time off and it is unlimited.', 'id': 'def7f588-65eb-4627-8229-ea5386aa423f', 'created_at': '2017-08-17T11:07:18.040174', 'updated_at': '2018-01-25T04:20:46.006460', 'question': 'My manager supports me if I need to make use of flexible working arrangements', 'factor': '', 'code': 'MGRCAR.4'}, {'title': 'Anniversary day off', 'excerpt': 'Give your tenured employees a day off to celebrate', 'description': "Celebrate work anniversaries. One company celebrates by giving employees a paid day off from work on their work anniversary. During that day, their colleagues are encouraged to decorate the employee's desk in ways that highlight the unique value that person brings to the team.", 'id': '98e14464-dde5-4286-b4d5-ebbbf80956f4', 'created_at': '2017-08-17T11:07:28.005854', 'updated_at': '2018-01-25T04:20:46.019019', 'question': 'My manager supports me if I need to make use of flexible working arrangements', 'factor': '', 'code': 'MGRCAR.4'}, {'title': 'Work from anywhere week', 'excerpt': 'Expand perspective by working in different locations', 'description': "Expand your perspective and work in a different place once a quarter. At this company, one week per quarter all employees are asked to work from anywhere. The founder encourages employees to travel to change their perspective in hopes of spurring new ideas and products. They've seen an increase in productivity because employees want to get their work done early in the week to have the rest of the week off. Some structure is put in place, including identifying what will be achieved, and blocking off time that they will be online.", 'id': '985ac713-3664-409c-9ed4-8145929c0277', 'created_at': '2017-08-17T11:07:46.285165', 'updated_at': '2018-01-25T04:20:46.019651', 'question': 'My manager supports me if I need to make use of flexible working arrangements', 'factor': '', 'code': 'MGRCAR.4'}, {'title': 'Flex-time', 'excerpt': 'Setup core collaboration hours with flexibility on the edges', 'description': 'Allow employees to use flex schedules around a core set of hours when everyone is expected to be in and working together. One company uses a flex-time policy where employees can work (almost) any hours. The only stipulation, to facilitate in-person collaboration, is there are core working hours when every employee needs to be in the office. For example, all members of the team must be in the office from 10am - 2pm Monday and Wednesday.', 'id': '2495daeb-c1ba-443d-9e57-24bd271ad45f', 'created_at': '2017-08-17T11:07:39.781459', 'updated_at': '2018-01-25T04:20:46.029037', 'question': 'My manager supports me if I need to make use of flexible working arrangements', 'factor': '', 'code': 'MGRCAR.4'}, {'title': 'Job share', 'excerpt': 'Allow for job sharing to keep employees connected', 'description': 'Allow for job sharing to keep strong employees connected with the organization. One company has set up job sharing roles to enable employees to work part-time but still stay connected. Now, two employees both working part-time adequately fill one position. The employees are able to work their preferred hours and the company gets the benefit of knowing the position will always be covered. Additionally, two heads working together on the same project often leads to better and more innovative solutions.', 'id': '311eecc4-d108-4e95-8ca0-f4e0fc58a704', 'created_at': '2017-08-17T11:07:43.855617', 'updated_at': '2018-01-25T04:20:46.051298', 'question': 'My manager supports me if I need to make use of flexible working arrangements', 'factor': '', 'code': 'MGRCAR.4'}, {'title': 'More frequent feedback', 'excerpt': 'Increase the cadence of feedback for employees', 'description': 'Increase the cadence of feedback for employees. One company has decided to abandon performance ratings. They have created a more frequent and feedback-focused performance management process. Every quarter, every employee sits down with their manager to give and receive feedback and discuss goals from the quarter prior and upcoming quarter. They can also discuss career pathing.', 'id': 'a4ad8230-e1e5-41d8-a5ca-88851c032190', 'created_at': '2017-08-17T11:05:24.952641', 'updated_at': '2018-01-25T04:20:45.927009', 'question': 'My manager makes time for one-on-one meetings with me', 'factor': '', 'code': 'MGRCOA.1'}, {'title': 'Better one-on-one meetings', 'excerpt': 'Create more effective one-on-one meetings', 'description': "Embedding a consistent practice of one-on-one meetings throughout an organization is a key component of performance management. At one company, managers and individual contributors are trained on what how to run effective one-on-one meetings. This company formed a team to help develop new content to help managers in their one-on-one meetings, including: what makes a great one-on-one meeting, what types of conversations to have, a manager checklist, dos and don'ts, and a bank of questions to use to stimulate the right conversations. Geographically dispersed organizations may want to ensure there are one-on-one meeting champions in each location to assist managers with new training and tools. Executives should also be encouraged to role-model effective one-on-one practices.", 'id': '36461586-c18f-415c-9c4c-932f83088838', 'created_at': '2017-08-17T11:05:28.287519', 'updated_at': '2018-01-25T04:20:45.927706', 'question': 'My manager makes time for one-on-one meetings with me', 'factor': '', 'code': 'MGRCOA.1'}, {'title': 'One-on-one meeting games', 'excerpt': 'Add facilitated games to your one-on-ones', 'description': "Use facilitated games in your one-on-one meetings with a new direct report, to help them open up. Research shows that if individuals have something to focus on, they will be more likely to disclose personal information. Additionally, games can be useful for learning new things about each other. For example, a value-sort activity gives insight into the motivation behind a direct report's behavior and what you may have in common.", 'id': 'f4ae5a98-5280-496b-a1a6-009cf12d0119', 'created_at': '2017-08-17T11:05:55.563945', 'updated_at': '2018-01-25T04:20:45.958229', 'question': 'My manager makes time for one-on-one meetings with me', 'factor': '', 'code': 'MGRCOA.1'}, {'title': 'Customized career templates', 'excerpt': 'Use customized templates for focused career conversations', 'description': "Providing customized career conversation templates helps facilitate career development conversations between managers and employees. Templates are customized depending on the employee's goals (e.g. gain leadership skills or transfer to a new department). Career conversation templates are useful to guide both performance reviews and employee check-ins.", 'id': '5e60d313-dc64-4d30-a7d0-16401f4863f9', 'created_at': '2017-08-17T11:04:50.188388', 'updated_at': '2018-01-25T04:20:45.937619', 'question': 'My manager makes time for one-on-one meetings with me', 'factor': '', 'code': 'MGRCOA.1'}, {'title': 'Fast feedback', 'excerpt': 'Get employee feedback more quickly', 'description': "Capture employee feedback more efficiently. A company implemented what they refer to as Fast Feedback quarterly pulse surveys. In the first survey they learned that employees desired more flexibility to be able to tend to work / life / family / hobbies, so they implemented a fully flexible work environment policy. Then in follow up 'Fast Feedback' surveys they were able to determine how people felt about the new policy.", 'id': '042def5d-b5a2-462d-877e-cf42ff9fd589', 'created_at': '2017-08-17T11:05:48.265132', 'updated_at': '2018-01-25T04:20:45.918660', 'question': 'My manager regularly gives me feedback I can put to use', 'factor': '', 'code': 'MGRCOA.2'}, {'title': 'More frequent feedback', 'excerpt': 'Increase the cadence of feedback for employees', 'description': 'Increase the cadence of feedback for employees. One company has decided to abandon performance ratings. They have created a more frequent and feedback-focused performance management process. Every quarter, every employee sits down with their manager to give and receive feedback and discuss goals from the quarter prior and upcoming quarter. They can also discuss career pathing.', 'id': 'a4ad8230-e1e5-41d8-a5ca-88851c032190', 'created_at': '2017-08-17T11:05:24.952641', 'updated_at': '2018-01-25T04:20:45.927009', 'question': 'My manager regularly gives me feedback I can put to use', 'factor': '', 'code': 'MGRCOA.2'}, {'title': 'Positive-for-a-week challenge', 'excerpt': 'Broadening the meaning and practice of feedback', 'description': 'Help managers understand and practice providing positive feedback. One company implements a one-week feedback challenge for managers. During this week, managers give their direct reports only positive feedback. The feedback format they use is the STAR approach (situation or context, task to be carried out by employee, action taken, result or consequence of action). When managers follow the statement, "I\'d like to give you some feedback," with observations of work well done, both managers and employees develop a broader understanding, practice and appreciation of giving and receiving feedback.', 'id': '15a34a39-6da8-41b1-a2b1-f112f78f799e', 'created_at': '2017-08-17T11:05:34.861087', 'updated_at': '2018-01-25T04:20:45.976430', 'question': 'My manager regularly gives me feedback I can put to use', 'factor': '', 'code': 'MGRCOA.2'}, {'title': 'Rapid feedback session', 'excerpt': 'Hold sessions focused on sharing admiration of others', 'description': "Provide employees with an opportunity to give each other feedback quickly. One company uses rapid feedback sessions. In a rapid feedback session each individual writes their name on a piece of paper and tapes it to the wall. Then, all employees walk around with post-its writing down what they most admire about that person and stick it to that individual's paper. Employees feel appreciated and the feedback can give insight into what the employee should continue doing to best support their coworkers.", 'id': '2732a32f-7c0b-4595-a1aa-55c5a81f96e9', 'created_at': '2017-08-17T11:05:51.517875', 'updated_at': '2018-01-25T04:20:45.977705', 'question': 'My manager regularly gives me feedback I can put to use', 'factor': '', 'code': 'MGRCOA.2'}, {'title': 'Level-up alignment sessions', 'excerpt': 'Connect employees to organization mission, vision, and brand', 'description': "Connect employees to the organization's mission using level-up alignment sessions. One company delivers these sessions at annual all-hands conferences focused on their vision, mission, and brand. Every employee is encouraged to collaborate on what the vision, mission, and brand mean, and to align on key messaging. Internal keynote speakers drum up excitement for the mission, providing fresh perspectives.", 'id': 'eb0aa1a9-0aaf-4009-a985-167c8780aaa7', 'created_at': '2017-08-17T11:00:19.352075', 'updated_at': '2018-01-25T04:20:45.766170', 'question': 'My manager communicates a vision that motivates me', 'factor': '', 'code': 'MGRCOM.1'}, {'title': 'Storytelling', 'excerpt': 'Develop leadership storytelling capabilities', 'description': "Help leaders communicate your organization's vision and goals and their own decisions using storytelling. One company provides coaching and skill-building opportunities for all new leaders to help them translate their vision and ideas into compelling stories. This allows them to shape conversations, and inspire action. Most coaching exercises include both writing and telling stories.", 'id': '90ea3054-c962-401e-abcc-d2697f14d0ad', 'created_at': '2017-08-17T11:04:01.198845', 'updated_at': '2018-01-25T04:20:45.874219', 'question': 'My manager communicates a vision that motivates me', 'factor': '', 'code': 'MGRCOM.1'}, {'title': 'Living our values', 'excerpt': 'Ensure new hires understand and live company values', 'description': "Help employees live company values. One company created a booklet with a company value on each page and space for signatures underneath. Booklets are given to employees at the new hire orientation in their first week of work. In order to 'earn' an employee's signature on a value page, the new hire asks the employee what the value means and then paraphrases it to communicate understanding. The book is signed by the tenured employee if they feel the new employee paraphrased accurately. Each signature must be unique and the booklet is to be completed by the end of the 30-day training course. This creates additional opportunities for employees of varying tenures to interact, and for seasoned folks to regularly discuss company values with new employees.", 'id': 'ca553da7-d295-4b17-a4d4-3766f0e8a27d', 'created_at': '2017-08-17T11:03:58.766962', 'updated_at': '2018-01-25T04:20:45.884832', 'question': 'My manager communicates a vision that motivates me', 'factor': '', 'code': 'MGRCOM.1'}, {'title': 'The four Ds', 'excerpt': "Decisions, debates, direction, don't know", 'description': "Help managers compile and communicate the most important information accurately. One company uses the 4Ds approach to help managers organize and synthesize information to share with their team. The four D's stand for: Decisions made at leadership meetings; Debates raised in project teams for context; Direction on the goals and aspirations the company is driving toward and Disclosing what information the manager does not know yet (but will find out and share soon).", 'id': '58ee75e9-7d0c-443e-87ca-91d17ae50ff0', 'created_at': '2017-08-17T11:05:39.875102', 'updated_at': '2018-01-25T04:20:45.917856', 'question': 'My manager keeps us informed about what is happening at %ACCOUNT_NAME%', 'factor': '', 'code': 'MGRCOM.2'}, {'title': 'Mix it up', 'excerpt': 'Mixing up communication channels to guide and inform', 'description': 'Use a mix of communication methods to communicate with people. To improve real-time communication, managers at one organization design their own communications approach to include both formal and informal, online and in-person meetings. Previously, managers had overly relied on email communications to pass along information, but this approach made it difficult for employees to ask questions and get answers in real time. Now, managers can experiment with different mediums that work best for their team. A key step here is that team members are involved in determining many of the communication channels according to their preferences.', 'id': '630b0422-3268-4eb8-89d4-7665e9f59034', 'created_at': '2017-08-17T11:05:38.231485', 'updated_at': '2018-01-25T04:20:45.934345', 'question': 'My manager keeps us informed about what is happening at %ACCOUNT_NAME%', 'factor': '', 'code': 'MGRCOM.2'}, {'title': 'Team huddle', 'excerpt': 'Syncing up with a short daily team huddle', 'description': 'Hold quick daily sync-up meetings to ensure alignment. At one organization daily seven-minute team huddles are held to review focus areas for the day and give updates. The purpose of the huddles is not to solve problems or find solutions, but for the team to pass along and share information in a quick and digestible format.', 'id': '73eba9a0-e902-4849-b607-f921396614cf', 'created_at': '2017-08-17T11:05:43.168485', 'updated_at': '2018-01-25T04:20:45.977069', 'question': 'My manager keeps us informed about what is happening at %ACCOUNT_NAME%', 'factor': '', 'code': 'MGRCOM.2'}, {'title': 'Internal communications channels', 'excerpt': 'Using internal communication channels to align on decisions', 'description': 'Use internal communications channels to align on decisions. One company uses internal collaboration channels to help team members feel more involved in decision making. Individual channels are created for specific projects and teams to support cross-communication. All key decisions are shared and debated in the relevant channels, ensuring that team members are involved in outcomes that affect day-to-day work activities. Team members are not required to be involved in the conversation, but are welcome to participate if they choose to.', 'id': '4ef79dcb-02b0-494e-a5f4-9ea05cab571b', 'created_at': '2017-08-17T11:00:29.159373', 'updated_at': '2018-01-25T04:20:45.769092', 'question': 'My manager keeps us informed about important decisions (including those that impact our work)', 'factor': '', 'code': 'MGRCOM.3'}, {'title': 'Team retrospectives and planning', 'excerpt': 'Using team retrospectives and planning to learn', 'description': 'Achieve role clarity through team retrospectives and planning. Retrospective and planning meetings can be held with managers and team leads to align and improve processes. The meetings provide an opportunity to reflect on previous goals, work and processes; discuss what worked well and what could be improved and plan, redirect and align efforts to company goals. At the meeting decisions can be made and alignment on key priorities and roles improved.', 'id': '207205f9-8a8b-4903-937e-288b80d4dca2', 'created_at': '2017-08-17T11:00:31.741760', 'updated_at': '2018-01-25T04:20:45.769780', 'question': 'My manager keeps us informed about important decisions (including those that impact our work)', 'factor': '', 'code': 'MGRCOM.3'}, {'title': 'Decision-making framework', 'excerpt': 'Include consulting others in your decision-making framework', 'description': 'Making consultation part of the formal decision-making process facilitates transparency and clarity. One company shares who has been consulted on a decision whenever a decision is shared. By highlighting the names of people who were consulted, reviewers of the decision can quickly identify the basis for the decision. This practice is particularly helpful in global organizations. It is not to demonstrate consensus, but to show that decision-makers considered other perspectives and implications.', 'id': 'ef4cdbe2-439e-43a7-a198-895e32847b30', 'created_at': '2017-08-17T11:01:00.420301', 'updated_at': '2018-01-25T04:20:45.790682', 'question': 'My manager keeps us informed about important decisions (including those that impact our work)', 'factor': '', 'code': 'MGRCOM.3'}, {'title': 'Two-second rule', 'excerpt': 'Encouraging listening and reflection', 'description': 'Encourage listening and reflection in one-on-one conversations. Coaches at one organization challenge managers to apply the two-second rule to all one-on-one conversations with team members: waiting two seconds before responding and responding first with an open question, then with a statement (or another question). This practice is intended to help managers seek to understand an issue, rather than to provide a solution or answer, and encourage more listening and reflection.', 'id': 'a6288624-1c11-4456-96a9-0ac111cfb006', 'created_at': '2017-08-17T11:05:33.233633', 'updated_at': '2018-01-25T04:20:45.928382', 'question': 'My manager is a good listener (allows ample time for others to speak)', 'factor': '', 'code': 'MGRCOM.4'}, {'title': 'Help me cards', 'excerpt': 'Give employees an easy way to ask for help', 'description': "Provide people with a clear and easy way to get your attention when they really need your support as a manager. Create a physical artefact, like a coffee card, that employees are given during their first week. Employees use that card whenever they really need to get their manager's attention and need immediate support.", 'id': 'aa7c8219-3a35-4a1c-b929-3cf1cee48f09', 'created_at': '2017-08-17T11:05:49.885470', 'updated_at': '2018-01-25T04:20:45.931090', 'question': 'My manager is a good listener (allows ample time for others to speak)', 'factor': '', 'code': 'MGRCOM.4'}, {'title': 'One-on-one meeting games', 'excerpt': 'Add facilitated games to your one-on-ones', 'description': "Use facilitated games in your one-on-one meetings with a new direct report, to help them open up. Research shows that if individuals have something to focus on, they will be more likely to disclose personal information. Additionally, games can be useful for learning new things about each other. For example, a value-sort activity gives insight into the motivation behind a direct report's behavior and what you may have in common.", 'id': 'f4ae5a98-5280-496b-a1a6-009cf12d0119', 'created_at': '2017-08-17T11:05:55.563945', 'updated_at': '2018-01-25T04:20:45.958229', 'question': 'My manager is a good listener (allows ample time for others to speak)', 'factor': '', 'code': 'MGRCOM.4'}, {'title': 'Lapel pins', 'excerpt': 'Visibly recognize progress toward meeting objectives', 'description': 'Institute a program of visible recognition for employees and teams that have met certain business objectives. Lapel or lanyard pins, medals, even stickers can be used to visibly signify that an employee has accomplished a specific objective, such as going 100 days without a safety incident, exhibiting a company value, or having a 90% or above perfect order rate. Badges on internal networking pages can also be used to recognize publicly the work of an employee.', 'id': '01b60e18-6da6-4740-9718-657907e7e16f', 'created_at': '2017-08-17T11:02:50.965246', 'updated_at': '2018-01-25T04:20:45.845953', 'question': 'My manager frequently recognises progress I make, not just results', 'factor': '', 'code': 'MGRDEV.1'}, {'title': 'Consider employee preferences', 'excerpt': 'Align recognition approach with employee preference', 'description': 'Investigate and understand how employees want to be recognized and design reward programs to align with their interests. One company has a committee that gathers feedback from employees on meaningful types of recognition and then identifies rewards within a set budget that align to employee values and interests. In getting to know what is important and valuable to employees, the organization ensures that rewards have the intended motivational impact.', 'id': 'b6ec8ba0-118b-4581-888f-affb0eafe09b', 'created_at': '2017-08-17T11:02:53.388603', 'updated_at': '2018-01-25T04:20:45.860815', 'question': 'My manager frequently recognises progress I make, not just results', 'factor': '', 'code': 'MGRDEV.1'}, {'title': 'Public recognition', 'excerpt': 'Reward exceptional effort', 'description': 'During all company meetings this company gives out awards to recognize exceptional employees. Prior to the meeting, the awards are developed and communicated. Employees are then asked to send in nominations. Those nominations are compiled and the executives make the final decision and announcement during the all company meeting. Team Level: During department or team level meetings this company gives out awards to recognize exceptional employees. Prior to the meeting, the awards are developed and communicated. Employees are then asked to send in nominations. Those nominations are compiled and the department manager or team lead communicates the final selection.', 'id': '8ff31550-73ea-4708-9f46-259d127dff09', 'created_at': '2017-08-17T11:03:01.552493', 'updated_at': '2018-01-25T04:20:45.864146', 'question': 'My manager frequently recognises progress I make, not just results', 'factor': '', 'code': 'MGRDEV.1'}, {'title': 'Thank you round', 'excerpt': 'End each meeting with a quick thank you round', 'description': "Give employees a chance to recognize others in the business in a simple and public way. One company ends each meeting with a lightning thank you round. It's a quick and easy way to thank individuals for their great work while also celebrating successes.", 'id': 'ed12a30a-26cd-45be-a777-10acf36a57a9', 'created_at': '2017-08-17T11:03:26.276492', 'updated_at': '2018-01-25T04:20:45.861490', 'question': 'My manager frequently recognises progress I make, not just results', 'factor': '', 'code': 'MGRDEV.1'}, {'title': 'Recognizing progress', 'excerpt': 'Recognize progress publicly', 'description': 'Recognize support in achieving key business objectives through a simple public notice system. With the help of your employees, determine several business objectives that could be met by each employee this quarter. Utilize a public display (an office whiteboard, bulletin board or intranet site) where you add stars or some marker of success for each employee (and the group as a whole) when they hit their objectives.', 'id': '2d7030d8-89ad-4c91-acda-798a866186da', 'created_at': '2017-08-17T11:02:55.037237', 'updated_at': '2018-01-25T04:20:45.870212', 'question': 'My manager frequently recognises progress I make, not just results', 'factor': '', 'code': 'MGRDEV.1'}, {'title': 'Employee of the month', 'excerpt': 'Nominate an employee of the month', 'description': "Nominate an employee each month. One company's engagement committee created a voting process where anyone in the organization can nominate a colleague for an employee of the month award. The leadership team then selects a winner from the nominees.", 'id': '21bb0b81-eb3e-412a-a17d-8e6faae0a3ce', 'created_at': '2017-08-17T11:03:04.005269', 'updated_at': '2018-01-25T04:20:45.871556', 'question': 'My manager frequently recognises progress I make, not just results', 'factor': '', 'code': 'MGRDEV.1'}, {'title': 'Everyday peer recognition', 'excerpt': 'Recognize employees using internal communication software', 'description': "Recognize employees every day using internal communication software. One company uses a 'Shoutout' channel on their internal office communication software that provides an outlet for a quick thank you and recognition to anyone else in the company. It has become their most popular channel.", 'id': '8867e326-fa43-407a-abd4-7fa06e589989', 'created_at': '2017-08-17T11:03:06.432689', 'updated_at': '2018-01-25T04:20:45.881022', 'question': 'My manager frequently recognises progress I make, not just results', 'factor': '', 'code': 'MGRDEV.1'}, {'title': 'Project-based recognition norms', 'excerpt': 'Establish recognition norms based on projects', 'description': 'Establish reward and recognition programs at a project level. Project-based recognition programs enable more real-time and intentional praise/recognition from project leaders and/or peers. This can be shared during or at the conclusion of a project, and is always communicated to all project team members and relevant managers. This approach encourages collaboration across teams and ensures peer and project lead recognition for performance.', 'id': '6008dc8e-fc71-4731-9b27-f6036b0cea20', 'created_at': '2017-08-17T11:03:29.726948', 'updated_at': '2018-01-25T04:20:45.896903', 'question': 'My manager frequently recognises progress I make, not just results', 'factor': '', 'code': 'MGRDEV.1'}, {'title': 'Personalized recognition', 'excerpt': 'Ask your employees about how they prefer to be recognized', 'description': 'Get to know how each employee prefers to receive recognition, and then document and store these preferences for when an employee is to be recognized. This includes understanding how they like to receive recognition (e.g. in public or one-on-one) and how they like to be rewarded (e.g. vacation days, bonus, dinner, flowers, gifts). This information is stored across the company, so as employees move teams, their recognition preferences go with them.', 'id': '1ea5dcec-a94d-42df-8104-1f85f43c22d9', 'created_at': '2017-08-17T11:03:24.660313', 'updated_at': '2018-01-25T04:20:45.904245', 'question': 'My manager frequently recognises progress I make, not just results', 'factor': '', 'code': 'MGRDEV.1'}, {'title': 'Expanded career conversations', 'excerpt': 'Hold mid-year career conversations', 'description': 'Hold more regular career-focused conversations with employees. One company has mid-year career conversations that focus solely on development and career planning. These conversations are led by the employee so that they are encouraged to take ownership of their development. They are provided with a simple template to complete as a guide for the conversation. The employees are encouraged to include a discussion of their personal and job-related goals so the manager can give recommendations for individual skills development opportunities.', 'id': 'fade6361-3514-45f9-8ad7-9be84dafb609', 'created_at': '2017-08-17T11:04:35.065515', 'updated_at': '2018-01-25T04:20:45.913654', 'question': 'My manager shows a genuine interest in my career at %ACCOUNT_NAME%', 'factor': '', 'code': 'MGRDEV.2'}, {'title': 'Stretch roles', 'excerpt': 'Support learning through stretch roles', 'description': 'Support learning by providing stretch roles. Placing employees in roles that are slightly outside of their current capabilities gives them an opportunity to develop new skills more quickly. For achievement-driven employees this can be viewed as a reward. By clearly labeling it as a stretch role, expectations are set for everyone working with the employee (including the employee themselves). Managers and employees work together to find the right stretch role - which requires a healthy level of commitment, honesty, and communication from all parties involved.', 'id': '1f766426-738e-4b8c-a486-1dfbc8ff5430', 'created_at': '2017-08-17T11:05:01.053951', 'updated_at': '2018-01-25T04:20:45.967313', 'question': 'My manager shows a genuine interest in my career at %ACCOUNT_NAME%', 'factor': '', 'code': 'MGRDEV.2'}, {'title': 'Publicizing aspirations', 'excerpt': 'Share career aspirations publicly', 'description': 'Make career goals public within the company. At one company, employees display their career goals and objectives in a company Trello board. Examples of goals include moving to another department, or transitioning into a people leader role. Managers use this information as a conversation starter during one-on-one meetings. They also facilitate involvement in projects and introductions to people within the business that might help employees achieve their goals.', 'id': 'c02e3dfc-85f6-4d51-b209-4f0876ee61bd', 'created_at': '2017-08-17T11:05:10.214250', 'updated_at': '2018-01-25T04:20:45.974990', 'question': 'My manager shows a genuine interest in my career at %ACCOUNT_NAME%', 'factor': '', 'code': 'MGRDEV.2'}, {'title': 'More frequent feedback', 'excerpt': 'Increase the cadence of feedback for employees', 'description': 'Increase the cadence of feedback for employees. One company has decided to abandon performance ratings. They have created a more frequent and feedback-focused performance management process. Every quarter, every employee sits down with their manager to give and receive feedback and discuss goals from the quarter prior and upcoming quarter. They can also discuss career pathing.', 'id': 'a4ad8230-e1e5-41d8-a5ca-88851c032190', 'created_at': '2017-08-17T11:05:24.952641', 'updated_at': '2018-01-25T04:20:45.927009', 'question': 'My manager shows a genuine interest in my career at %ACCOUNT_NAME%', 'factor': '', 'code': 'MGRDEV.2'}, {'title': 'Customized career templates', 'excerpt': 'Use customized templates for focused career conversations', 'description': "Providing customized career conversation templates helps facilitate career development conversations between managers and employees. Templates are customized depending on the employee's goals (e.g. gain leadership skills or transfer to a new department). Career conversation templates are useful to guide both performance reviews and employee check-ins.", 'id': '5e60d313-dc64-4d30-a7d0-16401f4863f9', 'created_at': '2017-08-17T11:04:50.188388', 'updated_at': '2018-01-25T04:20:45.937619', 'question': 'My manager shows a genuine interest in my career at %ACCOUNT_NAME%', 'factor': '', 'code': 'MGRDEV.2'}, {'title': 'Insight days', 'excerpt': 'Experience a day in the role of someone else', 'description': "Enabling employees to experience a different role for a day helps to develop empathy across functions and break down barriers. One company developed a program where all employees are required to do at least one day in someone else's role each quarter. To make it easier and minimize disruption, this company also allocated specific days when a larger group of people could switch roles. They created a rough guide for hosts to help them structure their day with minimal preparation. This initiative not only creates empathy for other roles, it also reduces silos and increases collaboration.", 'id': '5c241e78-50fd-43bc-a509-49f6dbd6d557', 'created_at': '2017-08-17T11:00:57.152787', 'updated_at': '2018-01-25T04:20:45.780478', 'question': 'My manager helps me understand potential career paths at %ACCOUNT_NAME%', 'factor': '', 'code': 'MGRDEV.3'}, {'title': 'Stay interviews', 'excerpt': 'Learn through pre-emptive exit interviews', 'description': 'Learn before employees churn. One company uses stay interviews as a way for the organization to re-engage with employees that are at risk of leaving. Stay interviews can be held at specific times in the employee lifecycle where employees are encouraged to discuss their career development needs as well as any blockers to their long-term success at the organization. In departments where there are higher rates of turnover, it can be helpful to have a skip level meeting with someone more senior in the organization intermittently throughout the employee lifecycle. Team Level: Have stay interviews with your employees when they hit their one year mark so you know what is important to that employee and most likely to influence their decision to stay committed.', 'id': 'b9e72a8c-7c2f-4e0c-bc75-ea59cd20cde5', 'created_at': '2017-08-17T11:04:47.547784', 'updated_at': '2018-01-25T04:20:45.933040', 'question': 'My manager helps me understand potential career paths at %ACCOUNT_NAME%', 'factor': '', 'code': 'MGRDEV.3'}, {'title': 'Job exchange', 'excerpt': 'Enable employees to test different roles', 'description': 'Give employees a chance to test out different jobs within the business. One company set up a job exchange program which enables employees to expand their experience and develop skills outside core capabilities. Job exchanges ensure people are given an opportunity to learn and develop even if there are not new roles to move into. At this company, the exchange is generally initiated by an employee and facilitated by the manager and human resources team to ensure employees exchanging roles are set up to succeed.', 'id': 'f1ec4fdc-c8e9-4b17-871b-e636811420ff', 'created_at': '2017-08-17T11:04:57.800695', 'updated_at': '2018-01-25T04:20:45.956825', 'question': 'My manager helps me understand potential career paths at %ACCOUNT_NAME%', 'factor': '', 'code': 'MGRDEV.3'}, {'title': 'Stretch roles', 'excerpt': 'Support learning through stretch roles', 'description': 'Support learning by providing stretch roles. Placing employees in roles that are slightly outside of their current capabilities gives them an opportunity to develop new skills more quickly. For achievement-driven employees this can be viewed as a reward. By clearly labeling it as a stretch role, expectations are set for everyone working with the employee (including the employee themselves). Managers and employees work together to find the right stretch role - which requires a healthy level of commitment, honesty, and communication from all parties involved.', 'id': '1f766426-738e-4b8c-a486-1dfbc8ff5430', 'created_at': '2017-08-17T11:05:01.053951', 'updated_at': '2018-01-25T04:20:45.967313', 'question': 'My manager helps me understand potential career paths at %ACCOUNT_NAME%', 'factor': '', 'code': 'MGRDEV.3'}, {'title': 'Internal transfers program', 'excerpt': 'Define the process for making lateral moves', 'description': 'Define the process for internal transfers. One company set up an internal transfers program that clarifies how employees can move throughout the organization. They have created a booklet for employees that defines the step-by-step process to initiating a lateral move within the company. This program has increased open communication between managers and their direct reports about transfer opportunities, and has made it clear when internal recruiters should get involved in the process.', 'id': '0fe32d08-24c4-46a9-b2df-5987c6ca947f', 'created_at': '2017-08-17T11:05:23.325558', 'updated_at': '2018-01-25T04:20:45.916495', 'question': 'My manager has a good understanding of my longer term career aspirations (not necessarily just within %ACCOUNT_NAME%)', 'factor': '', 'code': 'MGRDEV.4'}, {'title': 'Stretch roles', 'excerpt': 'Support learning through stretch roles', 'description': 'Support learning by providing stretch roles. Placing employees in roles that are slightly outside of their current capabilities gives them an opportunity to develop new skills more quickly. For achievement-driven employees this can be viewed as a reward. By clearly labeling it as a stretch role, expectations are set for everyone working with the employee (including the employee themselves). Managers and employees work together to find the right stretch role - which requires a healthy level of commitment, honesty, and communication from all parties involved.', 'id': '1f766426-738e-4b8c-a486-1dfbc8ff5430', 'created_at': '2017-08-17T11:05:01.053951', 'updated_at': '2018-01-25T04:20:45.967313', 'question': 'My manager has a good understanding of my longer term career aspirations (not necessarily just within %ACCOUNT_NAME%)', 'factor': '', 'code': 'MGRDEV.4'}, {'title': 'Expanded career conversations', 'excerpt': 'Hold mid-year career conversations', 'description': 'Hold more regular career-focused conversations with employees. One company has mid-year career conversations that focus solely on development and career planning. These conversations are led by the employee so that they are encouraged to take ownership of their development. They are provided with a simple template to complete as a guide for the conversation. The employees are encouraged to include a discussion of their personal and job-related goals so the manager can give recommendations for individual skills development opportunities.', 'id': 'fade6361-3514-45f9-8ad7-9be84dafb609', 'created_at': '2017-08-17T11:04:35.065515', 'updated_at': '2018-01-25T04:20:45.913654', 'question': 'My manager has a good understanding of my longer term career aspirations (not necessarily just within %ACCOUNT_NAME%)', 'factor': '', 'code': 'MGRDEV.4'}, {'title': 'Publicizing aspirations', 'excerpt': 'Share career aspirations publicly', 'description': 'Make career goals public within the company. At one company, employees display their career goals and objectives in a company Trello board. Examples of goals include moving to another department, or transitioning into a people leader role. Managers use this information as a conversation starter during one-on-one meetings. They also facilitate involvement in projects and introductions to people within the business that might help employees achieve their goals.', 'id': 'c02e3dfc-85f6-4d51-b209-4f0876ee61bd', 'created_at': '2017-08-17T11:05:10.214250', 'updated_at': '2018-01-25T04:20:45.974990', 'question': 'My manager has a good understanding of my longer term career aspirations (not necessarily just within %ACCOUNT_NAME%)', 'factor': '', 'code': 'MGRDEV.4'}, {'title': 'Customized career templates', 'excerpt': 'Use customized templates for focused career conversations', 'description': "Providing customized career conversation templates helps facilitate career development conversations between managers and employees. Templates are customized depending on the employee's goals (e.g. gain leadership skills or transfer to a new department). Career conversation templates are useful to guide both performance reviews and employee check-ins.", 'id': '5e60d313-dc64-4d30-a7d0-16401f4863f9', 'created_at': '2017-08-17T11:04:50.188388', 'updated_at': '2018-01-25T04:20:45.937619', 'question': 'My manager has a good understanding of my longer term career aspirations (not necessarily just within %ACCOUNT_NAME%)', 'factor': '', 'code': 'MGRDEV.4'}, {'title': 'Internal transfers program', 'excerpt': 'Define the process for making lateral moves', 'description': 'Define the process for internal transfers. One company set up an internal transfers program that clarifies how employees can move throughout the organization. They have created a booklet for employees that defines the step-by-step process to initiating a lateral move within the company. This program has increased open communication between managers and their direct reports about transfer opportunities, and has made it clear when internal recruiters should get involved in the process.', 'id': '0fe32d08-24c4-46a9-b2df-5987c6ca947f', 'created_at': '2017-08-17T11:05:23.325558', 'updated_at': '2018-01-25T04:20:45.916495', 'question': 'My manager helps me find things in my work and career that really inspire me', 'factor': '', 'code': 'MGRDEV.5'}, {'title': 'Insight days', 'excerpt': 'Experience a day in the role of someone else', 'description': "Enabling employees to experience a different role for a day helps to develop empathy across functions and break down barriers. One company developed a program where all employees are required to do at least one day in someone else's role each quarter. To make it easier and minimize disruption, this company also allocated specific days when a larger group of people could switch roles. They created a rough guide for hosts to help them structure their day with minimal preparation. This initiative not only creates empathy for other roles, it also reduces silos and increases collaboration.", 'id': '5c241e78-50fd-43bc-a509-49f6dbd6d557', 'created_at': '2017-08-17T11:00:57.152787', 'updated_at': '2018-01-25T04:20:45.780478', 'question': 'My manager helps me find things in my work and career that really inspire me', 'factor': '', 'code': 'MGRDEV.5'}, {'title': 'Stretch roles', 'excerpt': 'Support learning through stretch roles', 'description': 'Support learning by providing stretch roles. Placing employees in roles that are slightly outside of their current capabilities gives them an opportunity to develop new skills more quickly. For achievement-driven employees this can be viewed as a reward. By clearly labeling it as a stretch role, expectations are set for everyone working with the employee (including the employee themselves). Managers and employees work together to find the right stretch role - which requires a healthy level of commitment, honesty, and communication from all parties involved.', 'id': '1f766426-738e-4b8c-a486-1dfbc8ff5430', 'created_at': '2017-08-17T11:05:01.053951', 'updated_at': '2018-01-25T04:20:45.967313', 'question': 'My manager helps me find things in my work and career that really inspire me', 'factor': '', 'code': 'MGRDEV.5'}, {'title': 'Publicizing aspirations', 'excerpt': 'Share career aspirations publicly', 'description': 'Make career goals public within the company. At one company, employees display their career goals and objectives in a company Trello board. Examples of goals include moving to another department, or transitioning into a people leader role. Managers use this information as a conversation starter during one-on-one meetings. They also facilitate involvement in projects and introductions to people within the business that might help employees achieve their goals.', 'id': 'c02e3dfc-85f6-4d51-b209-4f0876ee61bd', 'created_at': '2017-08-17T11:05:10.214250', 'updated_at': '2018-01-25T04:20:45.974990', 'question': 'My manager helps me find things in my work and career that really inspire me', 'factor': '', 'code': 'MGRDEV.5'}, {'title': 'On leading with authenticity and style', 'excerpt': 'On developing personal leadership style', 'description': "Support new leaders with training focused on leveraging their strengths. One company has introduced a series of coaching sessions for new managers to discover and design their unique, personal style of leading teams. The definition of an individual's style combines the aspirations and attributes of individual managers with the values and desired behaviors of the organization.", 'id': '7fa5b733-0cbf-4d2b-833b-b7d30ecf2487', 'created_at': '2017-08-17T11:05:44.789217', 'updated_at': '2018-01-25T04:20:45.930427', 'question': 'My manager is aware of how their emotions/moods affects others', 'factor': '', 'code': 'MGREMO.2'}, {'title': 'Emotion focused training', 'excerpt': 'Help managers become more emotionally intelligent', 'description': "Train on more than just skills to help employees become more self aware. One company sends their emerging leaders to manager essentials training that focuses on helping people with high potential to become more emotionally intelligent. This training, which focuses on developing self-awareness and empathy, enables managers to build stronger relationships with their direct reports. Team Level: To apply this to smaller groups or teams, you could have your entire team have emotional intelligence training. It does not have to be just the leader that does the training. A low-cost option would be to have your team members read a recognized book on the topic (e.g., Dan Goleman's book on Emotional Intelligence) and discuss learnings and takeaways as a team.", 'id': 'd95e6eff-410a-422f-a66a-9177f26adc11', 'created_at': '2017-08-17T11:05:07.578651', 'updated_at': '2018-01-25T04:20:45.938251', 'question': 'My manager is aware of how their emotions/moods affects others', 'factor': '', 'code': 'MGREMO.2'}, {'title': 'Lapel pins', 'excerpt': 'Visibly recognize progress toward meeting objectives', 'description': 'Institute a program of visible recognition for employees and teams that have met certain business objectives. Lapel or lanyard pins, medals, even stickers can be used to visibly signify that an employee has accomplished a specific objective, such as going 100 days without a safety incident, exhibiting a company value, or having a 90% or above perfect order rate. Badges on internal networking pages can also be used to recognize publicly the work of an employee.', 'id': '01b60e18-6da6-4740-9718-657907e7e16f', 'created_at': '2017-08-17T11:02:50.965246', 'updated_at': '2018-01-25T04:20:45.845953', 'question': 'My manager recognises when I deliver good work', 'factor': '', 'code': 'MGRFAI.1'}, {'title': 'Public recognition', 'excerpt': 'Reward exceptional effort', 'description': 'During all company meetings this company gives out awards to recognize exceptional employees. Prior to the meeting, the awards are developed and communicated. Employees are then asked to send in nominations. Those nominations are compiled and the executives make the final decision and announcement during the all company meeting. Team Level: During department or team level meetings this company gives out awards to recognize exceptional employees. Prior to the meeting, the awards are developed and communicated. Employees are then asked to send in nominations. Those nominations are compiled and the department manager or team lead communicates the final selection.', 'id': '8ff31550-73ea-4708-9f46-259d127dff09', 'created_at': '2017-08-17T11:03:01.552493', 'updated_at': '2018-01-25T04:20:45.864146', 'question': 'My manager recognises when I deliver good work', 'factor': '', 'code': 'MGRFAI.1'}, {'title': 'Recognizing progress', 'excerpt': 'Recognize progress publicly', 'description': 'Recognize support in achieving key business objectives through a simple public notice system. With the help of your employees, determine several business objectives that could be met by each employee this quarter. Utilize a public display (an office whiteboard, bulletin board or intranet site) where you add stars or some marker of success for each employee (and the group as a whole) when they hit their objectives.', 'id': '2d7030d8-89ad-4c91-acda-798a866186da', 'created_at': '2017-08-17T11:02:55.037237', 'updated_at': '2018-01-25T04:20:45.870212', 'question': 'My manager recognises when I deliver good work', 'factor': '', 'code': 'MGRFAI.1'}, {'title': 'Recognition via personal experiences', 'excerpt': 'Recognize top performance through story telling', 'description': "Tell stories to recognize top performance. One company uses a 'praise' channel on their internal communication platform to facilitate quick and visible recognition. A formal reward/recognition program follows based on 'praise' callouts in the form of a quarterly nomination progress (nominations by peers). Those nominating employees for rewards need to clearly articulate which company value the person embodies through a story.", 'id': 'ae3fbeba-a43a-4f8b-9223-6f0b284338b5', 'created_at': '2017-08-17T11:03:09.063644', 'updated_at': '2018-01-25T04:20:45.881723', 'question': "My manager ensures that people's ideas and work are attributed to them appropriately", 'factor': '', 'code': 'MGRFAI.3'}, {'title': 'Personalized recognition', 'excerpt': 'Ask your employees about how they prefer to be recognized', 'description': 'Get to know how each employee prefers to receive recognition, and then document and store these preferences for when an employee is to be recognized. This includes understanding how they like to receive recognition (e.g. in public or one-on-one) and how they like to be rewarded (e.g. vacation days, bonus, dinner, flowers, gifts). This information is stored across the company, so as employees move teams, their recognition preferences go with them.', 'id': '1ea5dcec-a94d-42df-8104-1f85f43c22d9', 'created_at': '2017-08-17T11:03:24.660313', 'updated_at': '2018-01-25T04:20:45.904245', 'question': "My manager ensures that people's ideas and work are attributed to them appropriately", 'factor': '', 'code': 'MGRFAI.3'}, {'title': 'Public recognition', 'excerpt': 'Reward exceptional effort', 'description': 'During all company meetings this company gives out awards to recognize exceptional employees. Prior to the meeting, the awards are developed and communicated. Employees are then asked to send in nominations. Those nominations are compiled and the executives make the final decision and announcement during the all company meeting. Team Level: During department or team level meetings this company gives out awards to recognize exceptional employees. Prior to the meeting, the awards are developed and communicated. Employees are then asked to send in nominations. Those nominations are compiled and the department manager or team lead communicates the final selection.', 'id': '8ff31550-73ea-4708-9f46-259d127dff09', 'created_at': '2017-08-17T11:03:01.552493', 'updated_at': '2018-01-25T04:20:45.864146', 'question': "My manager ensures that people's ideas and work are attributed to them appropriately", 'factor': '', 'code': 'MGRFAI.3'}, {'title': 'Recognizing progress', 'excerpt': 'Recognize progress publicly', 'description': 'Recognize support in achieving key business objectives through a simple public notice system. With the help of your employees, determine several business objectives that could be met by each employee this quarter. Utilize a public display (an office whiteboard, bulletin board or intranet site) where you add stars or some marker of success for each employee (and the group as a whole) when they hit their objectives.', 'id': '2d7030d8-89ad-4c91-acda-798a866186da', 'created_at': '2017-08-17T11:02:55.037237', 'updated_at': '2018-01-25T04:20:45.870212', 'question': "My manager ensures that people's ideas and work are attributed to them appropriately", 'factor': '', 'code': 'MGRFAI.3'}, {'title': 'Unconscious bias training', 'excerpt': 'Unconscious bias training', 'description': 'Address bias in the workplace by training individuals to become more aware of their subconscious biases. One company has its workforce participate in unconscious bias training to become aware of how stereotypes affect behavior. All managers are required to go through the training. As part of the training, everyone has breakout discussions to talk about what they have learned about unconscious biases and how they might impact their workplace, employees and candidates.', 'id': 'b9367ce3-454d-4fe1-bc80-3e5b53910aad', 'created_at': '2017-08-17T11:03:40.772677', 'updated_at': '2018-01-25T04:20:45.847360', 'question': 'My manager builds a diverse and inclusive team', 'factor': '', 'code': 'MGRFAI.4'}, {'title': 'On leading with authenticity and style', 'excerpt': 'On developing personal leadership style', 'description': "Support new leaders with training focused on leveraging their strengths. One company has introduced a series of coaching sessions for new managers to discover and design their unique, personal style of leading teams. The definition of an individual's style combines the aspirations and attributes of individual managers with the values and desired behaviors of the organization.", 'id': '7fa5b733-0cbf-4d2b-833b-b7d30ecf2487', 'created_at': '2017-08-17T11:05:44.789217', 'updated_at': '2018-01-25T04:20:45.930427', 'question': 'My manager builds a diverse and inclusive team', 'factor': '', 'code': 'MGRFAI.4'}, {'title': 'Emotion focused training', 'excerpt': 'Help managers become more emotionally intelligent', 'description': "Train on more than just skills to help employees become more self aware. One company sends their emerging leaders to manager essentials training that focuses on helping people with high potential to become more emotionally intelligent. This training, which focuses on developing self-awareness and empathy, enables managers to build stronger relationships with their direct reports. Team Level: To apply this to smaller groups or teams, you could have your entire team have emotional intelligence training. It does not have to be just the leader that does the training. A low-cost option would be to have your team members read a recognized book on the topic (e.g., Dan Goleman's book on Emotional Intelligence) and discuss learnings and takeaways as a team.", 'id': 'd95e6eff-410a-422f-a66a-9177f26adc11', 'created_at': '2017-08-17T11:05:07.578651', 'updated_at': '2018-01-25T04:20:45.938251', 'question': 'My manager builds a diverse and inclusive team', 'factor': '', 'code': 'MGRFAI.4'}, {'title': 'Big idea day', 'excerpt': 'Ask your employees for their big ideas', 'description': "Invite people to provide their ideas for solving challenging business opportunities. One organization holds 'The big idea day' each year. Employees pitch innovative ideas to a panel of executives. The pitch takes five minutes and then the pitching team answers questions from the executives for another five minutes. At the end of the day, the best idea is selected and that employee is awarded budget to turn their idea into reality over the next year.", 'id': '8f46e886-2fd4-472a-8359-915f4dbde5eb', 'created_at': '2017-08-17T11:03:57.151208', 'updated_at': '2018-01-25T04:20:45.848088', 'question': 'My manager values diversity of thought on the team', 'factor': '', 'code': 'MGRFAI.5'}, {'title': 'Exploration day', 'excerpt': 'Stepping outside the daily work routine to learn', 'description': 'Learn something new and different to provide a unique perspective on your work. Some of the best innovations happen when people step outside their daily routines and try something completely new. One organization has an exploration day when people try something different that is not work-related. It can be done on an individual basis but many employees opt to team up and explore together so that they can share ideas and learnings. At the end of the day, everyone reports back what they did, what they learned and any new or interesting surprises along the way.', 'id': 'c4bd3c52-a215-487b-b53e-d0eda1c76e32', 'created_at': '2017-08-17T11:03:53.854896', 'updated_at': '2018-01-25T04:20:45.872890', 'question': 'My manager values diversity of thought on the team', 'factor': '', 'code': 'MGRFAI.5'}, {'title': 'One day hackathon', 'excerpt': 'Engineering team focused hackathon', 'description': 'Enable teams to work on passion projects that they really care about. At one organization quarterly one-day hackathons are held and engineers are encouraged to take the day to pursue a project that is not within the scope of their normal day-to-day work. The engineers pitch their work to the others at the end of the day to share their work and identify the next steps that could be taken to see the project through.', 'id': 'dee6e4e7-a969-495e-93f8-0069e3f958f8', 'created_at': '2017-08-17T11:03:44.041026', 'updated_at': '2018-01-25T04:20:45.891156', 'question': 'My manager values diversity of thought on the team', 'factor': '', 'code': 'MGRFAI.5'}, {'title': 'Remote week', 'excerpt': 'Establish clear goal-setting & team trust', 'description': "Enable autonomy and build trust by scheduling one week during a project where every team member works from home. One organization calls this initiative 'WFH Week' and finds that it enables team members to focus on their individual contributions to achieving the overall goal. The week before WFH Week, clear goals, timelines and objectives are established. During WFH Week each employee completes their assigned tasks independently and autonomously. They can reach out for help when needed and there is a mid-week check-in call.", 'id': '3378d375-5f2a-4e63-a0b9-b049942d8545', 'created_at': '2017-08-17T11:02:00.913050', 'updated_at': '2018-01-25T04:20:45.774662', 'question': 'My manager gives me enough autonomy to make my own decisions (and learn)', 'factor': '', 'code': 'MGRINN.1'}, {'title': 'Trade-offs exercise', 'excerpt': 'Evaluate team priorities', 'description': 'Evaluate team priorities using trade-offs exercises. One organization holds trade-offs meetings each quarter. At the meetings, projects which compete for resources are discussed and prioritized, then the team works together to scope out and allocate the resources needed.', 'id': 'b1936077-d548-4cf2-9989-dc40591ef00f', 'created_at': '2017-08-17T11:01:38.509007', 'updated_at': '2018-01-25T04:20:45.781139', 'question': 'My manager gives me enough autonomy to make my own decisions (and learn)', 'factor': '', 'code': 'MGRINN.1'}, {'title': 'No meeting Wednesdays', 'excerpt': "Free up time for the 'makers' to make", 'description': 'Provide employees with the time to focus on execution. One company uses "No Meeting Wednesdays" to make sure employees have the time to focus on getting things done. The company acknowledges that managers spend most of their time in meetings while other employees, that they called "makers," need uninterrupted time to make.', 'id': 'cd794049-d6a0-4e59-ada2-ecbe932dada1', 'created_at': '2017-08-17T11:02:28.519474', 'updated_at': '2018-01-25T04:20:45.839175', 'question': 'My manager gives me enough autonomy to make my own decisions (and learn)', 'factor': '', 'code': 'MGRINN.1'}, {'title': 'Exploration day', 'excerpt': 'Stepping outside the daily work routine to learn', 'description': 'Learn something new and different to provide a unique perspective on your work. Some of the best innovations happen when people step outside their daily routines and try something completely new. One organization has an exploration day when people try something different that is not work-related. It can be done on an individual basis but many employees opt to team up and explore together so that they can share ideas and learnings. At the end of the day, everyone reports back what they did, what they learned and any new or interesting surprises along the way.', 'id': 'c4bd3c52-a215-487b-b53e-d0eda1c76e32', 'created_at': '2017-08-17T11:03:53.854896', 'updated_at': '2018-01-25T04:20:45.872890', 'question': 'My manager gives me enough autonomy to make my own decisions (and learn)', 'factor': '', 'code': 'MGRINN.1'}, {'title': 'Big idea day', 'excerpt': 'Ask your employees for their big ideas', 'description': "Invite people to provide their ideas for solving challenging business opportunities. One organization holds 'The big idea day' each year. Employees pitch innovative ideas to a panel of executives. The pitch takes five minutes and then the pitching team answers questions from the executives for another five minutes. At the end of the day, the best idea is selected and that employee is awarded budget to turn their idea into reality over the next year.", 'id': '8f46e886-2fd4-472a-8359-915f4dbde5eb', 'created_at': '2017-08-17T11:03:57.151208', 'updated_at': '2018-01-25T04:20:45.848088', 'question': 'My manager encourages innovative ideas and approaches', 'factor': '', 'code': 'MGRINN.2'}, {'title': 'One day hackathon', 'excerpt': 'Engineering team focused hackathon', 'description': 'Enable teams to work on passion projects that they really care about. At one organization quarterly one-day hackathons are held and engineers are encouraged to take the day to pursue a project that is not within the scope of their normal day-to-day work. The engineers pitch their work to the others at the end of the day to share their work and identify the next steps that could be taken to see the project through.', 'id': 'dee6e4e7-a969-495e-93f8-0069e3f958f8', 'created_at': '2017-08-17T11:03:44.041026', 'updated_at': '2018-01-25T04:20:45.891156', 'question': 'My manager encourages innovative ideas and approaches', 'factor': '', 'code': 'MGRINN.2'}, {'title': 'Celebrating failure ', 'excerpt': 'Sharing learning from failures big and small', 'description': 'Share learning across the organization, even if the learning is that an initiative failed. One company encourages employees to send out public service announcements via email when they make a mistake. The email details what happened and why they think it happened to share learnings across the organization. Every year, the person with the most surprising failure gets a three-armed sweater as an award. Alternatives: Create a yay, we failed wall where individuals can write their failures, or an internal communications channel to post stories electronically.', 'id': 'e0a2e6a5-31b4-4991-b45e-4620f8ab9988', 'created_at': '2017-08-17T11:03:48.156722', 'updated_at': '2018-01-25T04:20:45.885505', 'question': 'My manager encourages innovative ideas and approaches', 'factor': '', 'code': 'MGRINN.2'}, {'title': 'Shift for a day/week', 'excerpt': 'Shift roles for a day/week to build empathy', 'description': 'Shift roles temporarily to create better understanding and empathy across functions and jobs. One organization encourages people to shift roles for a day or a week. Some people shift across functional lines, for example an engineer working with the customer success team. Not only does this build empathy for the challenges faced in other roles, but creates opportunities for people to suggest innovations or opportunities for improvement.', 'id': '01e379dc-7aa4-42b9-ac1b-25b19442ae3f', 'created_at': '2017-08-17T11:03:49.772740', 'updated_at': '2018-01-25T04:20:45.905751', 'question': 'My manager encourages innovative ideas and approaches', 'factor': '', 'code': 'MGRINN.2'}, {'title': 'Gold card', 'excerpt': 'The card gives an employee the ability to prioritize a project', 'description': "Find creative ways to empower your team to focus on things they care about. At one company every person in the engineering team has three 'Gold Cards' each that they can play throughout the year. Playing the card allows them to put time towards a project that they believe is important but is not currently considered a team priority. The team supports the individual to get the work done when needed.", 'id': '94a79e2b-effb-496d-8b1d-ea7550aa8448', 'created_at': '2017-08-17T11:03:55.472669', 'updated_at': '2018-01-25T04:20:45.873551', 'question': 'My manager helps me follow through on innovative ideas', 'factor': '', 'code': 'MGRINN.3'}, {'title': 'Enabling innovative ideas', 'excerpt': 'Surfacing cross-functional innovative ideas', 'description': 'Encourage sharing of ideas across organizational boundaries. The marketing department in one organization invites input and feedback from all employees prior to releasing marketing campaigns. It uses web-based tools to help surface and prioritize ideas from everyone in the organization. This facilitates cross-functional input as well as increased employee awareness and engagement with the brand/marketing strategy and execution.', 'id': '3bfc9c46-ead5-451a-913d-c72878bac070', 'created_at': '2017-08-17T11:03:46.516240', 'updated_at': '2018-01-25T04:20:45.898459', 'question': 'My manager helps me follow through on innovative ideas', 'factor': '', 'code': 'MGRINN.3'}, {'title': 'Shift for a day/week', 'excerpt': 'Shift roles for a day/week to build empathy', 'description': 'Shift roles temporarily to create better understanding and empathy across functions and jobs. One organization encourages people to shift roles for a day or a week. Some people shift across functional lines, for example an engineer working with the customer success team. Not only does this build empathy for the challenges faced in other roles, but creates opportunities for people to suggest innovations or opportunities for improvement.', 'id': '01e379dc-7aa4-42b9-ac1b-25b19442ae3f', 'created_at': '2017-08-17T11:03:49.772740', 'updated_at': '2018-01-25T04:20:45.905751', 'question': 'My manager helps me follow through on innovative ideas', 'factor': '', 'code': 'MGRINN.3'}, {'title': 'Reward transparency', 'excerpt': 'Enable greater understanding of pay decisions', 'description': 'Create greater transparency and understanding for how pay raises and bonuses are applied. At one company, during the performance review process each employee was given a packet with their feedback and details on their merit increases and bonus; it explained the precise formula for how their bonus and merit raise was calculated. Because the formula was the same for everyone, it increased the perceived fairness of company-wide compensation.', 'id': '6da11d9e-edb5-4ff5-a528-a350f15cf958', 'created_at': '2017-08-17T11:03:10.674993', 'updated_at': '2018-01-25T04:20:45.889646', 'question': 'My manager ensures performance standards are maintained', 'factor': '', 'code': 'MGRRES.1'}, {'title': 'Onboarding at headquarters', 'excerpt': 'Give new hires time at headquarters ', 'description': 'To get employees onboarded and contributing quickly in a way that best aligns with company goals, one company brings all new employees (regardless of distance) to company headquarters as a part of their orientation. As part of this, new hires hear speeches from the executive team, experience a live product demo, and meet with colleagues from other functions who they will be working and collaborating with in their roles.', 'id': '1a1ac666-87a8-46bc-8511-04157a9c9a72', 'created_at': '2017-08-17T11:00:24.195319', 'updated_at': '2018-01-25T04:20:45.767683', 'question': "My manager helps me understand how my role contributes to %ACCOUNT_NAME%'s success", 'factor': '', 'code': 'MGRVIS.1'}, {'title': 'Skip level meetings', 'excerpt': 'Fostering open communication', 'description': 'Foster open communication and alignment using skip-level meetings. One company has regular skip-level meetings, where directors skip their direct report and meet with their team, often one-on-one with individual contributors. The manager who reports to the director is not involved in these meetings. This fosters an open environment where employees feel included in important decisions. The directors have an opportunity to ensure that the mission and objectives of the team are clear and that the team is being fully enabled by the organization to meet its objectives.', 'id': '622179d7-b06b-4493-9b17-9f8d5ff5b7b0', 'created_at': '2017-08-17T11:00:49.831106', 'updated_at': '2018-01-25T04:20:45.809673', 'question': "My manager helps me understand how my role contributes to %ACCOUNT_NAME%'s success", 'factor': '', 'code': 'MGRVIS.1'}, {'title': 'Recognition event', 'excerpt': 'Monthly recognition event', 'description': "Having a schedule of events where employees are recognized for their work ensures intentionality and follow-through. One organization has monthly recognition events. They recognize good work and highlight what people are working on and how it's helping the organization deliver on its mission and work toward its vision.", 'id': 'e8764c5f-e836-40c8-b50a-047a9deeba8f', 'created_at': '2017-08-17T11:02:59.108408', 'updated_at': '2018-01-25T04:20:45.846645', 'question': "My manager helps me understand how my role contributes to %ACCOUNT_NAME%'s success", 'factor': '', 'code': 'MGRVIS.1'}, {'title': 'Alignment workshops', 'excerpt': 'Align work to organization change efforts and growth strategy', 'description': 'Align company work processes to company change efforts. One company holds regular alignment workshops where mid-level managers, the ones responsible for making processes run efficiently and effectively, are asked to reflect on existing operational and people practices to identify how their current systems and processes might block achievement of the company strategy. Outputs include a cost-impact analysis (matrix format) where high impact, low cost items are candidates for immediate action.', 'id': 'f6acf8c7-e8ff-4299-97cd-347bbcacf989', 'created_at': '2017-08-17T11:00:15.264839', 'updated_at': '2018-01-25T04:20:45.764726', 'question': 'My manager helps us set a clear strategy for achieving our goals', 'factor': '', 'code': 'MGRVIS.2'}])

In [8]:

    

custom_inspirations = pandas.read_csv('./data/custom_inspirations.csv', skiprows=1, names=['id', 'title', 'excerpt', 'description', 'source_inspiration_id', 'created_at', 'updated_at', 'account', 'question_id', 'question_text'])
custom_inspirations = custom_inspirations.fillna('')
custom_inspirations


    

    
Out[8]:







  

    

      

      
id
      
title
      
excerpt
      
description
      
source_inspiration_id
      
created_at
      
updated_at
      
account
      
question_id
      
question_text
    
  
  

    

      
0
      
2aaa820b-b908-41a8-949b-f2001a00a47d
      
Unconscious bias
      
Unconscious bias training
      
Address bias in the workplace by training indi...
      

      
2018-01-25T05:32:10.508004
      
2018-01-25T05:32:10.518295
      
cimic
      
93e616c9-25a0-4b0f-8a29-59793e4c12e1
      
I have access to the learning and development ...
    
    

      
1
      
2aaa820b-b908-41a8-949b-f2001a00a47d
      
Unconscious bias
      
Unconscious bias training
      
Address bias in the workplace by training indi...
      

      
2018-01-25T05:32:10.508004
      
2018-01-25T05:32:10.518295
      
cimic
      
c430d34c-fd6a-49fb-83e5-a3039188c5a3
      
My job performance is evaluated fairly
    
    

      
2
      
9c63d8d0-27f6-4e40-8838-cf37d3b03f12
      
Broaden your network
      
Learning from someone external to the team
      
Learn from leaders outside the business. Invit...
      

      
2018-01-25T06:48:02.535976
      
2018-01-25T06:48:02.541787
      
cimic
      
309bf0c9-4e6e-495e-ac04-7ef4909abf03
      
I am given opportunities to develop skills rel...
    
    

      
3
      
6badccba-9ac5-4592-a23c-80f2aaade083
      
Embrace failure
      
Use failure as a learning experience
      
Encourage team members to share learning that ...
      

      
2018-01-25T06:54:59.617961
      
2018-01-25T06:54:59.624123
      
cimic
      
93e616c9-25a0-4b0f-8a29-59793e4c12e1
      
I have access to the learning and development ...
    
    

      
4
      
2b1d8949-e901-4cbd-972a-fe532462f11c
      
The how sandwich
      
Directing focus and attention on others vs. self
      
The challenge is for managers to apply the 'ho...
      

      
2018-01-25T06:57:08.957746
      
2018-01-25T06:57:08.962405
      
cimic
      
4d447e39-7db3-4eb9-b1c9-1e54b3ad4a00
      
My manager genuinely cares about my wellbeing
    
    

      
5
      
844aed7f-e796-4727-a04b-316f2f1d0b13
      
One-on-One meetings
      
Prioritise One-on-One meetings
      
Embed a consistent practice of one-on-one meet...
      

      
2018-01-25T06:59:33.927723
      
2018-01-25T06:59:33.933766
      
cimic
      
9fd46883-eee2-4861-9d6f-5b061ab7b258
      
My manager gives me useful feedback on how wel...
    
    

      
6
      
bee87760-18c4-4872-a157-676060dc3f63
      
Shared responsibilities
      
Setting high standards
      
Use safety interactions, team meetings and dis...
      

      
2018-01-25T07:08:20.394341
      
2018-01-25T07:08:20.399707
      
cimic
      
870a5459-5f4f-4d8f-8fc8-60fba2c6c7c8
      
If I notice a workplace hazard, I would stop a...
    
    

      
7
      
ce23b8c3-4e4b-4c30-8d7a-28f3b425a7dc
      
Thank you
      
End each meeting with a  thank you
      
Leaders to recognize others in the team or bus...
      

      
2018-01-25T07:13:00.497839
      
2018-01-25T07:13:00.502978
      
cimic
      
15557a81-c519-41c8-b82d-cfbae7101dce
      
We acknowledge people who deliver outstanding ...
    
    

      
8
      
76cc932f-d992-426e-b26d-72ebb0017399
      
Names on parade
      
Ensure team member's names are visible
      
Ensure team member's names are visible on thei...
      

      
2018-01-25T07:21:44.610965
      
2018-01-25T07:21:44.616728
      
cimic
      
6b95bf22-be11-4b82-9e3a-bc8f2fc06090
      
I feel I am part of a team
    
    

      
9
      
0dbb8ce9-cff4-4d47-8d7f-4284ef378160
      
Seat shuffle
      
Get to know others in the business
      
Allow employees to work from alternate site/of...
      

      
2018-01-25T07:23:14.106600
      
2018-01-25T07:23:14.112953
      
cimic
      
6b95bf22-be11-4b82-9e3a-bc8f2fc06090
      
I feel I am part of a team
    
    

      
10
      
4d4d7619-2ea9-4979-a75c-e6015d43a5b6
      
Involvement in Recruitment Decision
      
It's all about being transparent in our recrui...
      
Involving the team in the hiring process, and ...
      

      
2018-04-19T02:44:55.801011
      
2018-04-19T02:44:55.809910
      
schnitz
      
94ef4e30-1b6c-4ff1-8455-bab4935326f6
      
Schnitz hires the right people to enable us to...
    
    

      
11
      
9ed14c42-2938-48ac-8454-663cf9c9b222
      
Thank you email
      
Facilitate peer-to-peer thank you emails
      
Increase visibility and accessibility of leade...
      

      
2018-01-25T05:45:51.991372
      
2018-01-25T05:45:51.998221
      
cimic
      
8c73c7e9-1e9a-47d4-adbd-b8c1a686817f
      
Generally, the right people are rewarded and r...
    
    

      
12
      
9ed14c42-2938-48ac-8454-663cf9c9b222
      
Thank you email
      
Facilitate peer-to-peer thank you emails
      
Increase visibility and accessibility of leade...
      

      
2018-01-25T05:45:51.991372
      
2018-01-25T05:45:51.998221
      
cimic
      
371ea222-ed21-4776-8024-0809e473a573
      
Most of the systems and processes here support...
    
    

      
13
      
c9d24f0e-21d2-4554-ac6c-46723529b440
      
Exploration day
      
Stepping outside the daily work routine to learn
      
Enable teams to learn something new and differ...
      

      
2018-01-25T06:46:12.493851
      
2018-01-25T06:46:12.507428
      
cimic
      
71de52bd-8159-4f72-b372-718d29578907
      
At my company we act on promising new or innov...
    
    

      
14
      
401f1720-0d7a-4996-ad39-13e8dfef27c2
      
Skills sessions
      
Employee skills sharing sessions
      
Encourage employees to present and teach skill...
      

      
2018-01-25T06:48:20.356089
      
2018-01-25T06:48:20.361668
      
cimic
      
309bf0c9-4e6e-495e-ac04-7ef4909abf03
      
I am given opportunities to develop skills rel...
    
    

      
15
      
8999fd40-8e2b-4189-8178-008ae45144cc
      
PSAV-Reward Core Value actions
      
Reward behaviors that demonstrate our Core Values
      
Encourage behavior that supports our core valu...
      

      
2017-11-29T18:04:11.450272
      
2018-01-25T04:20:45.777546
      
psav
      
9cbc64bf-d457-415f-87fa-7dac19fe52e4
      
We acknowledge people who deliver outstanding ...
    
    

      
16
      
8999fd40-8e2b-4189-8178-008ae45144cc
      
PSAV-Reward Core Value actions
      
Reward behaviors that demonstrate our Core Values
      
Encourage behavior that supports our core valu...
      

      
2017-11-29T18:04:11.450272
      
2018-01-25T04:20:45.777546
      
psav
      
d7da41e5-3d02-452e-9b04-7c035c112fdf
      
At PSAV we live our Core Values of Deliver Wor...
    
    

      
17
      
8999fd40-8e2b-4189-8178-008ae45144cc
      
PSAV-Reward Core Value actions
      
Reward behaviors that demonstrate our Core Values
      
Encourage behavior that supports our core valu...
      

      
2017-11-29T18:04:11.450272
      
2018-01-25T04:20:45.777546
      
psav
      
709422c8-1573-4885-b451-e06adef9c94a
      
I believe action will take place as a result o...
    
    

      
18
      
23b361ee-e4c0-4348-b252-8fdf5bf9c59a
      
1:1 Meetings
      
Show support
      
'Are you ok?' Make a point at the end of every...
      

      
2017-11-28T03:54:12.490030
      
2018-01-25T04:20:45.778240
      
oracle
      
08e9c061-1a60-43ca-90b7-1be3e003bf45
      
My manager genuinely cares about my wellbeing
    
    

      
19
      
8caff3a7-2b25-4298-9b80-509e96567cf6
      
Two-second rule
      
Encouraging listening and reflection
      
Encourage listening and reflection in one-on-o...
      

      
2018-01-25T06:57:26.780711
      
2018-01-25T06:57:26.786629
      
cimic
      
4d447e39-7db3-4eb9-b1c9-1e54b3ad4a00
      
My manager genuinely cares about my wellbeing
    
    

      
20
      
1c511c51-35d3-4316-9ec7-ccf052b2e20b
      
Positive feedback challenge
      
Broadening the meaning and practice of feedback
      
Practice providing positive, constructive feed...
      

      
2018-01-25T06:59:49.113274
      
2018-01-25T06:59:49.118174
      
cimic
      
9fd46883-eee2-4861-9d6f-5b061ab7b258
      
My manager gives me useful feedback on how wel...
    
    

      
21
      
d67e1476-9369-4f7e-89f4-aab8a09605d2
      
Investigating to learn
      
Focus investigations on learning not than faul...
      
Monitor incident investigations closely to ens...
      

      
2018-01-25T07:08:48.116777
      
2018-01-25T07:08:48.122644
      
cimic
      
f81e9523-0c51-4c00-9b74-9d219786315c
      
Incidents and accidents are investigated quick...
    
    

      
22
      
9eaf768a-9079-4963-82ad-dca24d1968d8
      
Public recognition
      
Reward exceptional discretionary effort
      
Request team members  provide feedback on exce...
      

      
2018-01-25T07:13:15.727095
      
2018-01-25T07:13:15.739861
      
cimic
      
15557a81-c519-41c8-b82d-cfbae7101dce
      
We acknowledge people who deliver outstanding ...
    
    

      
23
      
12238cc4-ea26-4bcd-858c-6a631b7a1d6d
      
What are we doing for others?
      
Share the good news stories
      
Encourage teams to provide good news stories t...
      

      
2018-01-25T07:18:28.656752
      
2018-01-25T07:18:28.663053
      
cimic
      
55e6a6a3-06f5-4501-a5d5-e26000b4cc0d
      
My company's commitment to social responsibili...
    
    

      
24
      
d3b39cc3-b895-4a4e-a924-c64ede574649
      
Project day
      
Work together on short term projects
      
Work together across departments and functions...
      

      
2018-01-25T07:22:05.004349
      
2018-01-25T07:22:05.020209
      
cimic
      
6b95bf22-be11-4b82-9e3a-bc8f2fc06090
      
I feel I am part of a team
    
    

      
25
      
8ebf9d9b-b0bc-49d3-9395-383922039515
      
Wow! Wall
      
Develop a physical space to recognize employees
      
Develop a physical space where you can recogni...
      

      
2018-01-25T05:46:26.989568
      
2018-01-25T05:46:26.995132
      
cimic
      
371ea222-ed21-4776-8024-0809e473a573
      
Most of the systems and processes here support...
    
    

      
26
      
22deca4b-3cc7-4f18-99e0-42562905ca82
      
PD and PDR Reviews
      
Regularly reviewing objectives and performance
      
Every employee in the business should have an ...
      

      
2018-01-25T06:37:15.401815
      
2018-01-25T06:37:15.406955
      
cimic
      
2e27d4a2-e692-4699-9c45-7eedd9084131
      
I know what I need to do to be successful in m...
    
    

      
27
      
728cb44e-5666-45fd-aad7-db575a63059e
      
Innovation card
      
Encourage different ways of thinking
      
Find creative ways to empower your team to foc...
      

      
2018-01-25T06:44:28.250396
      
2018-01-25T06:44:28.263831
      
cimic
      
8798ed2e-0dea-4a6e-9a6a-241f6322aaf2
      
We are encouraged to be innovative even though...
    
    

      
28
      
8ef3c266-2405-45ef-92f0-a7d85d061208
      
Job exchange
      
Enable employees to test different roles
      
Give employees a chance to test out different ...
      

      
2018-01-25T06:48:33.265922
      
2018-01-25T06:48:33.272365
      
cimic
      
2238cc4e-d124-4a6c-bc17-ba3b1d30e07c
      
I believe there are good career opportunities ...
    
    

      
29
      
8ef3c266-2405-45ef-92f0-a7d85d061208
      
Job exchange
      
Enable employees to test different roles
      
Give employees a chance to test out different ...
      

      
2018-01-25T06:48:33.265922
      
2018-01-25T06:48:33.272365
      
cimic
      
309bf0c9-4e6e-495e-ac04-7ef4909abf03
      
I am given opportunities to develop skills rel...
    
    

      
...
      
...
      
...
      
...
      
...
      
...
      
...
      
...
      
...
      
...
      
...
    
    

      
1776
      
a485fed4-39c8-4c41-a916-1ee44173dee8
      
Book: The Business of Changing the World
      
20 Great Leaders on Strategic Corporate Philan...
      
All across the globe, companies large and smal...
      

      
2017-11-08T02:59:09.507591
      
2018-01-25T04:20:46.529063
      
salesforce
      
eb369b76-3aa3-4bbd-8a6b-f498176749bb
      
My manager genuinely cares for others
    
    

      
1777
      
9a1625e0-6c5c-4284-a24b-fb4a5ce2a931
      
Video: Building Trust
      
James Davis TEDTalks
      
[Based upon years of his award-winning researc...
      

      
2017-11-08T02:43:15.457153
      
2018-01-25T04:20:46.529889
      
salesforce
      
d8969ee3-f6e5-481f-a8b3-c13093b08286
      
My manager works to build trust in relationships
    
    

      
1778
      
25eb45b7-8103-45f2-8244-e2201840809f
      
External: Leadership Course
      
Learn tools required to effectively lead your ...
      
[Participants will explore their personal moti...
      

      
2017-11-08T04:49:41.895418
      
2018-01-25T04:20:46.530601
      
salesforce
      
d2dbf1b0-e622-473b-9ce4-b3dd607f101a
      
My manger motivates and champions through deve...
    
    

      
1779
      
311587c6-6c9b-4564-8f46-1fdd121455f4
      
External: Work Priorities
      
Regain control & effectively manage competing ...
      
[It's time to get back on the front foot and t...
      

      
2017-11-08T06:09:17.033146
      
2018-01-25T04:20:46.531587
      
salesforce
      
f6a2f39e-e70c-4c50-bd15-f769eaacf9d2
      
My manager gets it done by operationalising ou...
    
    

      
1780
      
98958da6-6f2e-4bc1-ae1a-ff68f036e6dd
      
Mindfulness as a Foundation for Health
      
Learn how to reduce stress, eat for health, sl...
      
[Vietnamese Buddhist monk Thich Nhat Hanh (kno...
      

      
2017-11-08T02:49:07.815513
      
2018-01-25T04:20:46.532232
      
salesforce
      
98684285-3bac-4dda-8838-d799608076ee
      
My manager remains calm and productive under p...
    
    

      
1781
      
9bf6a711-721c-4b98-a7ea-2e74a5b9ec3b
      
Video: The Mindful Leader
      
10 Principles for Bringing Out Best in Ourselv...
      
[Michael Carroll, corporate executive, Buddhis...
      

      
2017-11-08T02:45:46.653206
      
2018-01-25T04:20:46.532941
      
salesforce
      
98684285-3bac-4dda-8838-d799608076ee
      
My manager remains calm and productive under p...
    
    

      
1782
      
bd8d4479-dfea-4cc2-896b-37f827cca31b
      
External: The Influential Leader
      
Reassess personal skills, emotional intelligen...
      
[The program explores contemporary leadership ...
      

      
2017-11-08T05:04:00.488214
      
2018-01-25T04:20:46.533585
      
salesforce
      
d2dbf1b0-e622-473b-9ce4-b3dd607f101a
      
My manger motivates and champions through deve...
    
    

      
1783
      
2cca0ec4-0cd1-41b5-bb6b-e4d9755d95ca
      
External: The New Leader
      
Understand the core elements of successful lea...
      
[Covering key areas such as teams, communicati...
      

      
2017-11-08T05:05:46.744244
      
2018-01-25T04:20:46.534230
      
salesforce
      
6a20adf9-9b0f-4a63-8231-b17707f106ff
      
My manager helps us win as a team by building ...
    
    

      
1784
      
2cca0ec4-0cd1-41b5-bb6b-e4d9755d95ca
      
External: The New Leader
      
Understand the core elements of successful lea...
      
[Covering key areas such as teams, communicati...
      

      
2017-11-08T05:05:46.744244
      
2018-01-25T04:20:46.534230
      
salesforce
      
d2dbf1b0-e622-473b-9ce4-b3dd607f101a
      
My manger motivates and champions through deve...
    
    

      
1785
      
2cca0ec4-0cd1-41b5-bb6b-e4d9755d95ca
      
External: The New Leader
      
Understand the core elements of successful lea...
      
[Covering key areas such as teams, communicati...
      

      
2017-11-08T05:05:46.744244
      
2018-01-25T04:20:46.534230
      
salesforce
      
8e109c6f-a48e-4149-8455-ed85536ebd60
      
My manager has a good understanding of the cha...
    
    

      
1786
      
8f00e853-a9ef-4cdf-90de-36ab87f2ecec
      
Video:  The Puzzle of Motivation
      
Dan Pink TEDTalks
      
[Career analyst Dan Pink examines the puzzle o...
      

      
2017-11-08T05:21:40.829161
      
2018-01-25T04:20:46.534907
      
salesforce
      
d2dbf1b0-e622-473b-9ce4-b3dd607f101a
      
My manger motivates and champions through deve...
    
    

      
1787
      
5b676653-e7c1-41f4-9974-caedfa72c584
      
Book: Up Is Not the Only Way
      
Rethinking Career Mobility
      
This book encourages readers to take a “kaleid...
      

      
2017-11-08T05:38:44.120497
      
2018-01-25T04:20:46.535617
      
salesforce
      
e5160c0d-0a95-498b-9cee-fed9545b884f
      
My manager shows a genuine interest in my care...
    
    

      
1788
      
5b676653-e7c1-41f4-9974-caedfa72c584
      
Book: Up Is Not the Only Way
      
Rethinking Career Mobility
      
This book encourages readers to take a “kaleid...
      

      
2017-11-08T05:38:44.120497
      
2018-01-25T04:20:46.535617
      
salesforce
      
f30c9842-fcb9-4af0-8ac8-91875563b31f
      
My manager has a good understanding of my long...
    
    

      
1789
      
64a9dcbe-5553-419b-9682-0380faeaee48
      
External: Working Smart with Google Apps
      
Make Google Work for You
      
[This course will help enhance personal and te...
      

      
2017-11-08T06:12:08.600377
      
2018-01-25T04:20:46.536289
      
salesforce
      
f6a2f39e-e70c-4c50-bd15-f769eaacf9d2
      
My manager gets it done by operationalising ou...
    
    

      
1790
      
f49c6328-480f-432f-b133-81034b970f6b
      
Book: No Time Like the Present
      
Finding Freedom, Love, and Joy Right Where You...
      
In this landmark work, internationally beloved...
      

      
2017-11-08T02:52:46.007909
      
2018-01-25T04:20:46.536922
      
salesforce
      
e626095c-a0d8-4185-901a-75a96b368e95
      
My manager is aware of how their emotions/mood...
    
    

      
1791
      
d54e0049-893e-4ecd-89f4-fc5bd7b19a04
      
Book: Peace Is Every Step
      
The Path of Mindfulness in Everyday Life
      
Thich Nhat Hanh provides exercises to increase...
      

      
2017-11-08T03:42:05.679049
      
2018-01-25T04:20:46.537578
      
salesforce
      
98684285-3bac-4dda-8838-d799608076ee
      
My manager remains calm and productive under p...
    
    

      
1792
      
5358d0e4-95c4-48e3-92c8-3363b815da94
      
Book:  Man's Search for Meaning
      
Learn about Viktor Frankl's theory-known as lo...
      
Based on his own experience and the experience...
      

      
2017-11-08T03:51:00.431927
      
2018-01-25T04:20:46.538212
      
salesforce
      
f2f3aa40-6890-4ad3-b97c-916928b9e640
      
My manager copes well in a changing environment
    
    

      
1793
      
8196e978-825a-4b7a-a2a0-2c60bacb12bd
      
Book: Real Happiness
      
The Power of Meditation: A 28-Day Program
      
Sharon Salzberg distills 30 years of teaching ...
      

      
2017-11-08T04:04:31.615057
      
2018-01-25T04:20:46.538875
      
salesforce
      
98684285-3bac-4dda-8838-d799608076ee
      
My manager remains calm and productive under p...
    
    

      
1794
      
dccfe5e7-f580-492e-85f3-ba25771bb6bf
      
External: Coaching Skills for Managers
      
Ready to bring out the best in your people?
      
[Workplace coaching is a technique for unlocki...
      

      
2017-11-08T05:12:30.848223
      
2018-01-25T04:20:46.539546
      
salesforce
      
d2dbf1b0-e622-473b-9ce4-b3dd607f101a
      
My manger motivates and champions through deve...
    
    

      
1795
      
ffc36573-3659-49a4-9db6-268195d03992
      
External: Manage Meetings
      
Plan and lead meetings focused on positive out...
      
[A successful meeting delivers meaningful outc...
      

      
2017-11-08T06:07:45.341497
      
2018-01-25T04:20:46.540188
      
salesforce
      
f6a2f39e-e70c-4c50-bd15-f769eaacf9d2
      
My manager gets it done by operationalising ou...
    
    

      
1796
      
59b3d5ed-827c-438b-b70e-c79ab77e2e52
      
Book: The New Jim Crow
      
Mass Incarceration in the Age of Colorblindness
      
The New Jim Crow has become an overnight pheno...
      

      
2017-11-08T03:57:40.336754
      
2018-01-25T04:20:46.540858
      
salesforce
      
eb369b76-3aa3-4bbd-8a6b-f498176749bb
      
My manager genuinely cares for others
    
    

      
1797
      
3928a2eb-5ab0-45b3-a0aa-69af357bcac9
      
Video: How Great Leaders Inspire Action
      
Simon Sinek TEDTalks
      
[Simon Sinek presents a simple but powerful mo...
      

      
2017-11-08T05:16:41.135337
      
2018-01-25T04:20:46.541507
      
salesforce
      
d2dbf1b0-e622-473b-9ce4-b3dd607f101a
      
My manger motivates and champions through deve...
    
    

      
1798
      
df1a836f-2f25-44c8-86cc-fd54894bb322
      
Video:What it Takes to be a Great Leader
      
Roselinde Torres TEDTalks
      
[In this clear, candid talk, Roselinde Torres ...
      

      
2017-11-08T05:24:43.753669
      
2018-01-25T04:20:46.542779
      
salesforce
      
d2dbf1b0-e622-473b-9ce4-b3dd607f101a
      
My manger motivates and champions through deve...
    
    

      
1799
      
48035b82-00f7-4610-88bf-be8450bbb7ce
      
Open Program: Navigating your Career
      
Learn how to navigate your career at Salesforce
      
[Together you will assess your personal values...
      

      
2017-11-08T04:31:57.476836
      
2018-01-25T04:20:46.543428
      
salesforce
      
f30c9842-fcb9-4af0-8ac8-91875563b31f
      
My manager has a good understanding of my long...
    
    

      
1800
      
e7d11983-0175-48e7-89f3-6f3565d05186
      
External: Building Team Performance
      
Develop a high-performance culture in your team
      
[Effective teams work together towards a commo...
      

      
2017-11-08T05:07:57.495422
      
2018-01-25T04:20:46.544067
      
salesforce
      
2ea76e09-83d9-4e07-a14b-4923489c2c25
      
My manager helps us to work collaboratively ac...
    
    

      
1801
      
e7d11983-0175-48e7-89f3-6f3565d05186
      
External: Building Team Performance
      
Develop a high-performance culture in your team
      
[Effective teams work together towards a commo...
      

      
2017-11-08T05:07:57.495422
      
2018-01-25T04:20:46.544067
      
salesforce
      
6a20adf9-9b0f-4a63-8231-b17707f106ff
      
My manager helps us win as a team by building ...
    
    

      
1802
      
e7d11983-0175-48e7-89f3-6f3565d05186
      
External: Building Team Performance
      
Develop a high-performance culture in your team
      
[Effective teams work together towards a commo...
      

      
2017-11-08T05:07:57.495422
      
2018-01-25T04:20:46.544067
      
salesforce
      
b6db657d-e09e-46d6-ba37-c2550ca8855e
      
My manager brings people together to work effe...
    
    

      
1803
      
3d33bd64-fac2-49b1-ac98-b495deba627c
      
Book: Standout 2.0
      
Assess Your Strengths, Find Your Edge, Win at ...
      
StandOut 2.0 is a revolutionary book and tool ...
      

      
2017-11-08T05:35:07.964233
      
2018-01-25T04:20:46.545506
      
salesforce
      
6a20adf9-9b0f-4a63-8231-b17707f106ff
      
My manager helps us win as a team by building ...
    
    

      
1804
      
774781be-3788-4f14-a660-57866401c1c7
      
People's Person
      
A people 'Moral' champion is assigned in each ...
      
Sometimes for the team, approaching a manager ...
      

      
2018-04-19T02:24:09.555518
      
2018-04-19T02:24:09.569586
      
schnitz
      
ad0de7b3-c7b7-4ee6-acb2-5fdd43b4be3e
      
When it is clear that someone is not deliverin...
    
    

      
1805
      
774781be-3788-4f14-a660-57866401c1c7
      
People's Person
      
A people 'Moral' champion is assigned in each ...
      
Sometimes for the team, approaching a manager ...
      

      
2018-04-19T02:24:09.555518
      
2018-04-19T02:24:09.569586
      
schnitz
      
f4a41bbc-4699-428b-bed2-811be791fb31
      
People care about each other at Schnitz
    
  

1806 rows × 10 columns

In [9]:

    

actions = pandas.read_csv('./data/actions.csv', skiprows=1, names=['id', 'survey_id', 'title', 'description', 'source_inspiration_id', 'created_at', 'updated_at', 'started_at', 'completed_at', 'account', 'question_id', 'question_text'])
actions = actions.fillna('')
actions


    

    
Out[9]:







  

    

      

      
id
      
survey_id
      
title
      
description
      
source_inspiration_id
      
created_at
      
updated_at
      
started_at
      
completed_at
      
account
      
question_id
      
question_text
    
  
  

    

      
0
      
a72c430f-b892-49e4-8bca-9060ef7ebb4e
      
5816a911db4d08478f00001b
      
title
      
blah
      

      
2017-09-01T00:23:08.089942
      
2017-09-01T00:23:08.099402
      

      

      
sandboxjorgelay
      
cacd2203-5816-a911-db4d-08478f000030
      
The leaders at %ACCOUNT_NAME% have communicate...
    
    

      
1
      
a72c430f-b892-49e4-8bca-9060ef7ebb4e
      
5816a911db4d08478f00001b
      
title
      
blah
      

      
2017-09-01T00:23:08.089942
      
2017-09-01T00:23:08.099402
      

      

      
sandboxjorgelay
      
91dd39be-5816-a911-db4d-08478f000036
      
I have access to the things I need to do my jo...
    
    

      
2
      
00a07da3-b014-4885-85f8-07b7027d613c
      
584ab78a4f2ae5c7e5000bc3
      
Stay interviews
      
Learn before employees churn. One company uses...
      
24adb0b3-eacb-4dd0-a98d-a459c0529d8d
      
2017-09-01T00:22:03.331146
      
2017-09-01T00:22:03.336630
      

      

      
aegon
      
7fa67ea7-584a-b78a-4f2a-e5c7e5000bf2
      
I believe there are good career opportunities ...
    
    

      
3
      
e34470d9-0fa6-4616-9ba4-1aa9bd64c5ff
      
584ab78a4f2ae5c7e5000bc3
      
Job exchange
      
Give employees a chance to test out different ...
      
310a4236-e4ea-44b1-b74b-99bf02c430a8
      
2017-09-01T00:22:03.310849
      
2017-09-01T00:22:03.316217
      

      

      
aegon
      
7fa67ea7-584a-b78a-4f2a-e5c7e5000bf2
      
I believe there are good career opportunities ...
    
    

      
4
      
7f0b9fda-a3fe-44bd-ad3f-188b1be807f6
      
584ab78a4f2ae5c7e5000bc3
      
Insight days
      
Enabling employees to experience a different r...
      
06595647-da01-4d6d-bcb4-fe7e66ae375b
      
2017-09-01T00:22:03.298675
      
2017-09-01T00:22:03.306730
      

      

      
aegon
      
7fa67ea7-584a-b78a-4f2a-e5c7e5000bf2
      
I believe there are good career opportunities ...
    
    

      
5
      
d22768cd-6cc1-4acb-922c-a9d88ccac2ec
      
584ab78a4f2ae5c7e5000bc3
      
More frequent feedback
      
Increase the cadence of feedback for employees...
      
f3439ac0-46ee-459e-bee5-348e811703da
      
2017-09-01T00:22:03.420253
      
2017-09-01T00:22:03.424730
      

      

      
aegon
      
a6ecca3c-584a-c048-4f2a-e5c7f10001b2
      
My manager has shown a genuine interest in my ...
    
    

      
6
      
e414712d-3631-4fdf-aaa8-96667d965fdd
      
584ab78a4f2ae5c7e5000bc3
      
Netwerkbijeenkomst corporate responsibility
      
Presentaties van projecten en initiatieven die...
      

      
2017-09-01T00:22:14.440754
      
2017-09-01T00:22:14.445576
      

      

      
aegon
      
c6cd38c6-584a-b78a-4f2a-e5c7e5000bf4
      
I am proud of the social impact the organizati...
    
    

      
7
      
6308b56b-1c9a-4307-93c9-0171f3086604
      
584ab78a4f2ae5c7e5000bc3
      
Deelname vrijwilligersdag Aegon
      
Volunteer once a quarter together. Each quarte...
      
e4fa2448-fcd5-487b-832c-c536d032b1b7
      
2017-09-01T00:22:14.425452
      
2017-09-01T00:22:14.436563
      

      

      
aegon
      
c6cd38c6-584a-b78a-4f2a-e5c7e5000bf4
      
I am proud of the social impact the organizati...
    
    

      
8
      
58deaff8-1971-48bb-a97b-c27aa7b2ee60
      
584ab78a4f2ae5c7e5000bc3
      
Change the culture from within
      
We need to learn to call a mistake, a mistake....
      

      
2017-09-01T00:22:16.037502
      
2017-09-01T00:22:16.041821
      

      

      
aegon
      
2867fabd-584a-c53d-4f2a-e54d55000167
      
We are open and transparent about the lessons ...
    
    

      
9
      
94f11c1c-78bd-420d-a2ad-b586ef9d3cdf
      
584ab78a4f2ae5c7e5000bc3
      
Be vocal about the social impact of our propos...
      
As modern product managers we agree to:\n\nDet...
      

      
2017-09-01T00:22:16.029011
      
2017-09-01T00:22:16.033183
      

      

      
aegon
      
c6cd38c6-584a-b78a-4f2a-e5c7e5000bf4
      
I am proud of the social impact the organizati...
    
    

      
10
      
3076e4c8-ba65-4e30-badf-f37470e336ff
      
584ab78a4f2ae5c7e5000bc3
      
Level-up alignment 'Future Fit and In Control ...
      
Connect employees to the organization's missio...
      
7eddd16c-8091-4201-9d91-acd800cc97de
      
2017-09-01T00:22:08.968785
      
2017-09-01T00:22:43.715773
      

      

      
aegon
      
36221352-584a-c697-4f2a-e5c7e5000ceb
      
The leaders at the company have communicated a...
    
    

      
11
      
0045fe9e-c006-4d3d-a711-bff63810fe24
      
584ab78a4f2ae5c7e5000bc3
      
Act more according to Next principles: team=re...
      
When a team highly values the relative freedom...
      

      
2017-09-01T00:22:08.959273
      
2017-09-01T00:22:43.706218
      

      

      
aegon
      
4319c649-584a-bdae-2363-8de3e70000dd
      
Generally I believe my workload is reasonable ...
    
    

      
12
      
72ef70c5-bec2-4034-a988-2c930a217689
      
584ab78a4f2ae5c7e5000bc3
      
Make sure workload is reasonable by various me...
      
Address uneven flow of work requirements and r...
      
b917d3c1-5c02-43cd-88c2-4ececc5adbe8
      
2017-09-01T00:22:08.950084
      
2017-09-01T00:22:43.697692
      

      

      
aegon
      
4319c649-584a-bdae-2363-8de3e70000dd
      
Generally I believe my workload is reasonable ...
    
    

      
13
      
5b825159-a533-4df8-98a2-8888b0767bbf
      
584ab78a4f2ae5c7e5000bc3
      
Job exchange
      
Give employees a chance to test out different ...
      
310a4236-e4ea-44b1-b74b-99bf02c430a8
      
2017-09-01T00:22:08.941444
      
2017-09-01T00:22:43.701820
      

      

      
aegon
      
7fa67ea7-584a-b78a-4f2a-e5c7e5000bf2
      
I believe there are good career opportunities ...
    
    

      
14
      
c6cf4775-ac1a-4f89-beac-f7802cfaf7c3
      
584ab78a4f2ae5c7e5000bc3
      
Stretch roles
      
Support learning by providing stretch roles. P...
      
d051402f-6078-46e2-ab9e-b098f90cac9a
      
2017-09-01T00:22:08.913017
      
2017-09-01T00:22:43.720106
      

      

      
aegon
      
7fa67ea7-584a-b78a-4f2a-e5c7e5000bf2
      
I believe there are good career opportunities ...
    
    

      
15
      
f2fd5655-dbee-43b4-b8b5-22253414fbd3
      
584ab78a4f2ae5c7e5000bc3
      
Our vision of the future
      
To frame the long-term vision of the company a...
      
808028b7-baf3-4014-ab09-3ed96aa28768
      
2017-09-01T00:22:04.430954
      
2017-09-01T00:22:04.436498
      

      

      
aegon
      
36221352-584a-c697-4f2a-e5c7e5000ceb
      
The leaders at the company have communicated a...
    
    

      
16
      
f52347df-9413-498e-af5b-be36fe2cf597
      
584ab78a4f2ae5c7e5000bc3
      
Project day
      
Work together across departments and functions...
      
50279efb-0ac0-4125-bd24-5203a5cbbe93
      
2017-09-01T00:22:04.417840
      
2017-09-01T00:22:04.426537
      

      

      
aegon
      
6d15a20b-584a-c88d-4f2a-e5b4a00000bb
      
I feel I am part of the team
    
    

      
17
      
98879726-52ef-46b7-87e3-415c0b8617a4
      
584ab78a4f2ae5c7e5000bc3
      
Thank you round
      
Give employees a chance to recognize colleague...
      
1fbeef25-2dba-4ca6-be9e-ae3c72ebc66b
      
2017-09-01T00:22:04.401684
      
2017-09-01T00:22:04.413630
      

      

      
aegon
      
764fcb1a-584a-c15b-2363-8d25f400051d
      
I receive appropriate recognition for good wor...
    
    

      
18
      
98879726-52ef-46b7-87e3-415c0b8617a4
      
584ab78a4f2ae5c7e5000bc3
      
Thank you round
      
Give employees a chance to recognize colleague...
      
1fbeef25-2dba-4ca6-be9e-ae3c72ebc66b
      
2017-09-01T00:22:04.401684
      
2017-09-01T00:22:04.413630
      

      

      
aegon
      
6d15a20b-584a-c88d-4f2a-e5b4a00000bb
      
I feel I am part of the team
    
    

      
19
      
e324ece3-866b-44fc-b06f-5bd8bf0e9a9a
      
584ab78a4f2ae5c7e5000bc3
      
Action update emails
      
Communicate often and regularly about what is ...
      
1c175f1f-3a1f-4009-8309-b2ceca24a9d9
      
2017-09-01T00:22:04.392517
      
2017-09-01T00:22:04.397309
      

      

      
aegon
      
0d52763e-584a-c56d-4f2a-e56bee00026b
      
I have seen positive changes taking place base...
    
    

      
20
      
6c9575eb-dc85-4d37-bde0-f1f9d0d1b84c
      
584ab78a4f2ae5c7e5000bc3
      
Plan pentru 2017
      

      

      
2017-09-01T00:22:04.387984
      
2017-09-01T00:22:04.387990
      

      

      
aegon
      

      

    
    

      
21
      
1cbf6bc3-28c3-4e07-9f9a-69ad1f2cc020
      
584ab78a4f2ae5c7e5000bc3
      
Plan pentru 2017
      
\n
      

      
2017-09-01T00:22:04.322190
      
2017-09-01T00:22:04.383169
      

      

      
aegon
      
7fa67ea7-584a-b78a-4f2a-e5c7e5000bf2
      
I believe there are good career opportunities ...
    
    

      
22
      
1cbf6bc3-28c3-4e07-9f9a-69ad1f2cc020
      
584ab78a4f2ae5c7e5000bc3
      
Plan pentru 2017
      
\n
      

      
2017-09-01T00:22:04.322190
      
2017-09-01T00:22:04.383169
      

      

      
aegon
      
4319c649-584a-bdae-2363-8de3e70000dd
      
Generally I believe my workload is reasonable ...
    
    

      
23
      
1cbf6bc3-28c3-4e07-9f9a-69ad1f2cc020
      
584ab78a4f2ae5c7e5000bc3
      
Plan pentru 2017
      
\n
      

      
2017-09-01T00:22:04.322190
      
2017-09-01T00:22:04.383169
      

      

      
aegon
      
c23ce034-584a-c022-db4d-0866ee00088c
      
My manager gives me useful feedback on how I a...
    
    

      
24
      
1cbf6bc3-28c3-4e07-9f9a-69ad1f2cc020
      
584ab78a4f2ae5c7e5000bc3
      
Plan pentru 2017
      
\n
      

      
2017-09-01T00:22:04.322190
      
2017-09-01T00:22:04.383169
      

      

      
aegon
      
a6ecca3c-584a-c048-4f2a-e5c7f10001b2
      
My manager has shown a genuine interest in my ...
    
    

      
25
      
1cbf6bc3-28c3-4e07-9f9a-69ad1f2cc020
      
584ab78a4f2ae5c7e5000bc3
      
Plan pentru 2017
      
\n
      

      
2017-09-01T00:22:04.322190
      
2017-09-01T00:22:04.383169
      

      

      
aegon
      
420a2ee5-584a-c072-2363-8de3e7000128
      
My manager is a great role model for employees
    
    

      
26
      
1cbf6bc3-28c3-4e07-9f9a-69ad1f2cc020
      
584ab78a4f2ae5c7e5000bc3
      
Plan pentru 2017
      
\n
      

      
2017-09-01T00:22:04.322190
      
2017-09-01T00:22:04.383169
      

      

      
aegon
      
764fcb1a-584a-c15b-2363-8d25f400051d
      
I receive appropriate recognition for good wor...
    
    

      
27
      
1cbf6bc3-28c3-4e07-9f9a-69ad1f2cc020
      
584ab78a4f2ae5c7e5000bc3
      
Plan pentru 2017
      
\n
      

      
2017-09-01T00:22:04.322190
      
2017-09-01T00:22:04.383169
      

      

      
aegon
      
0d52763e-584a-c56d-4f2a-e56bee00026b
      
I have seen positive changes taking place base...
    
    

      
28
      
1cbf6bc3-28c3-4e07-9f9a-69ad1f2cc020
      
584ab78a4f2ae5c7e5000bc3
      
Plan pentru 2017
      
\n
      

      
2017-09-01T00:22:04.322190
      
2017-09-01T00:22:04.383169
      

      

      
aegon
      
36221352-584a-c697-4f2a-e5c7e5000ceb
      
The leaders at the company have communicated a...
    
    

      
29
      
1cbf6bc3-28c3-4e07-9f9a-69ad1f2cc020
      
584ab78a4f2ae5c7e5000bc3
      
Plan pentru 2017
      
\n
      

      
2017-09-01T00:22:04.322190
      
2017-09-01T00:22:04.383169
      

      

      
aegon
      
c9bb0e7a-584a-c760-db4d-0866e600071c
      
As a company we innovate and adapt to change
    
    

      
...
      
...
      
...
      
...
      
...
      
...
      
...
      
...
      
...
      
...
      
...
      
...
      
...
    
    

      
7483
      
e0de1b2b-b8d8-48f2-8252-e8a16af212ba
      
598e42cf52540c1ef017ff01
      
Personalized recognition
      
Get to know how each employee prefers to recei...
      
1ea5dcec-a94d-42df-8104-1f85f43c22d9
      
2018-04-20T18:08:55.228230
      
2018-04-20T18:08:55.234841
      

      

      
vanguard
      
f32d6c66-3863-4c62-836b-7eec6295be55
      
I receive appropriate recognition for good wor...
    
    

      
7484
      
d7f67d52-3b22-49f4-b2dc-f179affeccf7
      
598e42cf52540c1ef017ff01
      
Employee of the month
      
Nominate an employee each month. One company's...
      
21bb0b81-eb3e-412a-a17d-8e6faae0a3ce
      
2018-04-20T18:08:32.144558
      
2018-04-20T18:08:32.159913
      

      

      
vanguard
      
63e765d4-4167-446e-8301-408cf6a0704d
      
Generally, the right people are rewarded and r...
    
    

      
7485
      
d7f67d52-3b22-49f4-b2dc-f179affeccf7
      
598e42cf52540c1ef017ff01
      
Employee of the month
      
Nominate an employee each month. One company's...
      
21bb0b81-eb3e-412a-a17d-8e6faae0a3ce
      
2018-04-20T18:08:32.144558
      
2018-04-20T18:08:32.159913
      

      

      
vanguard
      
f32d6c66-3863-4c62-836b-7eec6295be55
      
I receive appropriate recognition for good wor...
    
    

      
7486
      
b13c2611-2963-4a46-b149-d9516bce8141
      
59aefa122c86127b6a7f336f
      
Education & Training Action Items
      
Continue to provide positive feedback to assoc...
      

      
2018-04-20T19:03:48.249020
      
2018-04-20T19:10:16.031530
      

      

      
ensemblehp
      
30edd03e-d59e-49df-ad97-149b15b0294e
      
The leaders at %ACCOUNT_NAME% have communicate...
    
    

      
7487
      
f849789b-5154-401f-91b7-cc5dc19d1ba4
      
59aefa122c86127b6a7f336f
      
Education & Training Action Items
      
Information is being shared, but it seems to b...
      

      
2018-04-20T18:54:44.122814
      
2018-04-20T19:07:40.726557
      

      

      
ensemblehp
      
30edd03e-d59e-49df-ad97-149b15b0294e
      
The leaders at %ACCOUNT_NAME% have communicate...
    
    

      
7488
      
72cdb10b-2e8e-4a34-958b-dd08f4d40567
      
5a8371c52c8612022ddcd955
      
Directly responsible individual
      
Make better decisions by clarifying who owns t...
      
89bf6653-bd98-41fa-94c7-ae1484c21e75
      
2018-04-23T23:46:35.397022
      
2018-04-23T23:46:35.402270
      

      

      
visier
      
f5c2232f-bf9a-43c1-8914-b116104e6fc0
      
At %ACCOUNT_NAME%, there is open and honest tw...
    
    

      
7489
      
ba8f4cf1-6218-4cfb-9165-7afb76a6974c
      
5a8371c52c8612022ddcd955
      
Information flows exercise
      
The information flows exercise focuses on iden...
      
3dc4a7cb-8908-4581-8d17-b19702df1de8
      
2018-04-23T23:46:18.336185
      
2018-04-23T23:46:18.344740
      

      

      
visier
      
f5c2232f-bf9a-43c1-8914-b116104e6fc0
      
At %ACCOUNT_NAME%, there is open and honest tw...
    
    

      
7490
      
3b57bf6d-9f27-451f-a97b-468130829363
      
5a8371c52c8612022ddcd955
      
Decision-making framework
      
Making consultation part of the formal decisio...
      
ef4cdbe2-439e-43a7-a198-895e32847b30
      
2018-04-23T23:44:52.128489
      
2018-04-23T23:44:52.136951
      

      

      
visier
      
14ca6c55-a316-496b-b537-cd9dc971d87e
      
I am appropriately involved in decisions that ...
    
    

      
7491
      
82db40e7-ff0d-4e5d-a352-bff813b2bd6d
      
5a8371c52c8612022ddcd955
      
Skip level meetings
      
Foster open communication and alignment using ...
      
622179d7-b06b-4493-9b17-9f8d5ff5b7b0
      
2018-04-23T21:26:59.031353
      
2018-04-23T21:26:59.037548
      

      

      
visier
      
f5c2232f-bf9a-43c1-8914-b116104e6fc0
      
At %ACCOUNT_NAME%, there is open and honest tw...
    
    

      
7492
      
3f6f4437-fa5d-48c4-b869-2ae717c8c7c0
      
5a8371c52c8612022ddcd955
      
No triangles
      
Encourage open and honest feedback within your...
      
a0bb9c26-5c3e-4b45-9514-c673f9abf978
      
2018-04-23T21:26:54.000784
      
2018-04-23T21:26:54.006672
      

      

      
visier
      
f5c2232f-bf9a-43c1-8914-b116104e6fc0
      
At %ACCOUNT_NAME%, there is open and honest tw...
    
    

      
7493
      
e6bc4dcc-7f76-4235-99f7-2d1f21b7387e
      
58d51be5bea342043400003c
      
Project-based recognition norms
      
Establish reward and recognition programs at a...
      
6008dc8e-fc71-4731-9b27-f6036b0cea20
      
2018-04-19T22:09:46.397919
      
2018-04-19T22:09:46.403328
      

      

      
leadingedge
      
706e8b34-58d5-3f81-bea3-421cb4000085
      
I receive appropriate recognition for good wor...
    
    

      
7494
      
330cff9c-6f4e-47d1-9ff0-f9497d346988
      
58d51be5bea342043400003c
      
Thank you round
      
Give employees a chance to recognize others in...
      
ed12a30a-26cd-45be-a777-10acf36a57a9
      
2018-04-19T22:09:44.384119
      
2018-04-19T22:09:44.389947
      

      

      
leadingedge
      
706e8b34-58d5-3f81-bea3-421cb4000085
      
I receive appropriate recognition for good wor...
    
    

      
7495
      
0f2c5e00-3f4c-411d-ba62-8005154da9d7
      
58d51be5bea342043400003c
      
Recognizing progress
      
Recognize support in achieving key business ob...
      
2d7030d8-89ad-4c91-acda-798a866186da
      
2018-04-19T22:08:49.286893
      
2018-04-19T22:08:49.292937
      

      

      
leadingedge
      
706e8b34-58d5-3f81-bea3-421cb4000085
      
I receive appropriate recognition for good wor...
    
    

      
7496
      
5fa76b58-d168-4b47-88ef-c07873f63f33
      
58d51be5bea342043400003c
      
Trade-offs exercise
      
Evaluate team priorities using trade-offs exer...
      
b1936077-d548-4cf2-9989-dc40591ef00f
      
2018-04-19T22:07:29.149230
      
2018-04-19T22:07:29.155061
      

      

      
leadingedge
      
e8702860-58d5-3c54-5254-0c2c09000010
      
We have enough autonomy to perform our jobs ef...
    
    

      
7497
      
9be58d75-29a0-47d6-a1df-054abc6e1cb3
      
58d51be5bea342043400003c
      
No meeting Wednesdays
      
Provide employees with the time to focus on ex...
      
cd794049-d6a0-4e59-ada2-ecbe932dada1
      
2018-04-19T22:07:18.116446
      
2018-04-19T22:07:18.121923
      

      

      
leadingedge
      
e8702860-58d5-3c54-5254-0c2c09000010
      
We have enough autonomy to perform our jobs ef...
    
    

      
7498
      
977c0a00-fb3f-4451-9ae4-3d5aba49bbc7
      
58d51be5bea342043400003c
      
Directly responsible individual
      
Make better decisions by clarifying who owns t...
      
89bf6653-bd98-41fa-94c7-ae1484c21e75
      
2018-04-19T22:07:15.094882
      
2018-04-19T22:07:15.100700
      

      

      
leadingedge
      
e8702860-58d5-3c54-5254-0c2c09000010
      
We have enough autonomy to perform our jobs ef...
    
    

      
7499
      
5ef98d1d-cc3e-419e-a9e1-d7f98d09694c
      
5ad3da1150dd774ef2a607de
      
Off-site visits
      
Arrange a visit to the offices of another high...
      

      
2018-04-23T10:04:12.571669
      
2018-04-23T10:04:12.584061
      

      

      
pageup
      
bb2a3f68-8aae-40a8-8eb4-559897baadb9
      
I see myself still working at %ACCOUNT_NAME% i...
    
    

      
7500
      
04ffbef7-8f77-4da5-bfa7-60c327050f6b
      
5ad3da1150dd774ef2a607de
      
Insight days
      
Enabling employees to experience a different r...
      
5c241e78-50fd-43bc-a509-49f6dbd6d557
      
2018-04-23T09:57:00.717093
      
2018-04-23T09:57:00.722987
      

      

      
pageup
      
78aa638a-7f78-452c-a4da-eb6c04cae764
      
Other departments at %ACCOUNT_NAME% collaborat...
    
    

      
7501
      
3caa76ce-7354-4c2c-89d6-28fe6981f06b
      
5ad3da1150dd774ef2a607de
      
Customized career templates
      
Providing customized career conversation templ...
      
5e60d313-dc64-4d30-a7d0-16401f4863f9
      
2018-04-23T09:55:34.577476
      
2018-04-23T09:55:34.588088
      

      

      
pageup
      
4615dd49-d9a9-421a-a9d9-596787966ab0
      
I know what I need to do to be successful in m...
    
    

      
7502
      
939c17cc-c488-4e5f-975e-dedf628b727e
      
5a8371c52c8612022ddcd955
      
Decision-making framework
      
Making consultation part of the formal decisio...
      
ef4cdbe2-439e-43a7-a198-895e32847b30
      
2018-04-23T19:37:24.696006
      
2018-04-23T19:37:24.706151
      

      

      
visier
      
14ca6c55-a316-496b-b537-cd9dc971d87e
      
I am appropriately involved in decisions that ...
    
    

      
7503
      
8c2d57fe-f4ff-49d2-b9ba-3fb007181faf
      
598e42cf52540c1ef017ff01
      
Bi-weekly leadership meeting
      
Share information from senior staff meeting an...
      

      
2018-04-19T21:14:38.748053
      
2018-04-19T21:14:38.760125
      

      

      
vanguard
      
838756fe-8ffc-4021-9f56-afcab6eec91f
      
At %ACCOUNT_NAME%, there is open and honest tw...
    
    

      
7504
      
9c6bfb70-dc8f-4745-b694-4cb71b8b4b59
      
598e42cf52540c1ef017ff01
      
Information flows exercise
      
The information flows exercise focuses on iden...
      
3dc4a7cb-8908-4581-8d17-b19702df1de8
      
2018-04-19T21:12:19.422282
      
2018-04-19T21:12:19.427936
      

      

      
vanguard
      
838756fe-8ffc-4021-9f56-afcab6eec91f
      
At %ACCOUNT_NAME%, there is open and honest tw...
    
    

      
7505
      
4d05a018-d3b2-4bfc-a650-eb60ea50093a
      
5ace8a8d86723536da3a99e6
      
Preferred gender pronouns
      
Show that individual personal preferences are ...
      
942e8faa-17a9-4ceb-ba77-1ee11c2c4a41
      
2018-04-20T21:47:54.168953
      
2018-04-20T21:47:54.174801
      

      

      
eshares
      
cf2a8eb5-312f-48b2-85cd-e079f1343fe6
      
I feel I am part of a team
    
    

      
7506
      
0944bfc0-dd37-4c92-a1e1-27978a10d143
      
598e42cf52540c1ef017ff01
      
Rapport Building across the teams
      
1.  When multiple presenters are needed for an...
      

      
2018-04-19T21:39:51.857074
      
2018-04-19T21:39:51.862983
      

      

      
vanguard
      
4f46c8fe-aa7b-42a9-adbc-c2216e2f9f04
      
I feel I am part of a team
    
    

      
7507
      
53a43e5d-abdb-459b-9686-6e3b98162de9
      
598e42cf52540c1ef017ff01
      
Compensation/Job Value
      
Create a case for the value of the RES role an...
      

      
2018-04-19T21:33:06.919031
      
2018-04-19T21:33:06.929539
      

      

      
vanguard
      
9fd8115b-1bd6-402b-a25d-c053f4c58b12
      
I believe my Total Rewards package (base salar...
    
    

      
7508
      
667249f6-2ebe-4094-838c-3c44d3a5f11d
      
5a6154f62c861205629e23eb
      
Collaboration
      
Cross functional meeting once a month
      

      
2018-04-20T04:11:58.985744
      
2018-04-20T04:11:58.991659
      

      

      
sbs
      
bcf8361f-4397-4d5c-9186-83027efa7c06
      
There is good teamwork and co-operation betwee...
    
    

      
7509
      
e9adee06-6c3e-432a-8769-ad5424ee3301
      
5aa304f91124a259967a2654
      
Leadership Cocktails and Careers
      
Hold a social event to discuss career paths fo...
      
8afd766d-8c82-4af5-b62a-51b731ea755b
      
2018-04-20T13:49:01.656117
      
2018-04-20T13:49:01.662534
      

      

      
overdrive
      
5c784df2-d886-4fa4-8e0c-bf042af8a518
      
I believe there are good career opportunities ...
    
    

      
7510
      
01b3a42f-827d-412c-97a6-b80f537fe2c9
      
5aa304f91124a259967a2654
      
Manage expectations
      
Communicate that career paths can be unpredict...
      
fdc41d0b-2bfe-4364-b368-c782474cc3d0
      
2018-04-20T13:48:55.635232
      
2018-04-20T13:48:55.641673
      

      

      
overdrive
      
5c784df2-d886-4fa4-8e0c-bf042af8a518
      
I believe there are good career opportunities ...
    
    

      
7511
      
ec071919-fb10-498e-b730-1399ffe4d5fe
      
5aa304f91124a259967a2654
      
Wall of Failures
      
Construct a wall of failures with your team to...
      
994dfabb-d49d-4072-b8ae-f6604f6567c3
      
2018-04-20T13:48:33.596090
      
2018-04-20T13:48:33.602212
      

      

      
overdrive
      
6ed1644a-0a97-4ec3-969d-c942293cefd4
      
At %ACCOUNT_NAME% we are encouraged to be inno...
    
    

      
7512
      
6240b426-ed18-489f-9c1e-64486e8fee9c
      
5aa304f91124a259967a2654
      
Gold card
      
Find creative ways to empower your team to foc...
      
94a79e2b-effb-496d-8b1d-ea7550aa8448
      
2018-04-20T13:45:02.186026
      
2018-04-20T13:45:02.192052
      

      

      
overdrive
      
6ed1644a-0a97-4ec3-969d-c942293cefd4
      
At %ACCOUNT_NAME% we are encouraged to be inno...
    
  

7513 rows × 12 columns