Upcoming Complimentary OrgVitality Webinar

Please join OrgVitality’s Jeffrey Saltzman and Scott Brooks for our next complimentary webinar. Why Employee Engagement Isn’t Strategic Tuesday, October 15th, 2013  at 12:30 PM EDT, 9:30 AM PST Employee Engagement is not strategic. Fundamentally, strategies are based on choices – which markets to chase, how to structure financing, which competencies to build. Strategies are not aspirations – for more market share, more money, or more engagement. These are desires for more of a good thing, and do not directly describe strategic choices. Competitive strategies are based on how to become unique and differentiated in the marketplace. Engagement is often based on non-unique, generalizable, and benchmarkable concepts. This is not to say engagement is not valuable. But it will not be the “secret sauce” or the one factor most important for strategic success. What is? Learn more by joining us for this session which is a crystallization of more than 20 years of experience in surveys, HR metrics, and organizational strategy. You can register for free by using the following link: https://attendee.gotowebinar.com/register/700598167552708610 After registering, you will receive a confirmation email containing information about joining the webinar. We look forward to “seeing” you there!  Best, The OV Team   Jeffrey Saltzman  Jeffrey Saltzman is the CEO of OrgVitality, and an Associated Fellow at the Center for Leadership Studies, School of Management at Binghamton University. He is credited with driving technological improvements now commonly seen in the survey industry, creating a business model focused on scientific rigor and business practicality while aiming for bottom-line results. Mr. Saltzman has over 25 years of experience in the field of Industrial/Organizational Psychology, working in the areas of survey research, strategic planning, organizational development, selection and assessment, training and succession planning. He is a pioneer of new concepts such as Variance Optimization, the application of six-sigma principles to organizational culture and most recently he developed the concept of Employee Confidence, how to measure it, its impact on performance, and how to utilize to improve organizational performance. Scott Brooks  Dr. Scott Brooks is a partner and vice president of employee surveys and organizational research at OrgVitality.  With twenty years of experience, he consults with organizations and individuals to drive strategic change based on surveys, HR metrics, and research that illuminate the connections between leadership, operations, customer loyalty and business results.  Prior to OrgVitality, he led the consulting group within Kenexa’s survey practice, was the West Coast General Manager and an executive consultant for Gantz Wiley Research, and also worked internally within organizational development for a division of Target, Inc. Nationally recognized and frequently cited, Scott has consulted to improve the effectiveness of some of the most impressive organizations on the planet, representing diverse industries such as public sector, retail, financial services, high tech, health care, non-profit, and other service industries. He has authored numerous presentations and publications based on strategic human resources, research linking HR metrics to business performance, surveys and other job attitude and measurement topics. He frequently speaks at national conferences and company meetings

Fall Webinar Schedule Tuesday, October 15th; 12:30 PM EST, 9:30 AM PST Why Employee Engagement Isn’t Strategic with Jeffrey Saltzman and Scott Brooks Tuesday, November 12th; 12:30 PM EST, 9:30 AM PST Employee Survey — Part 1: Strategy with Scott Brooks Tuesday, December 3rd; 12:30 PM EST, 9:30 AM PST Employee Survey — Part 2: Insight with Scott Brooks Tuesday, December 10th; 12:30 PM EST, 9:30 AM PST Employee Survey — Part 3: Action with Scott Brooks

The Ultimate Price

As the country debates who should or should not have access to healthcare, this piece once again seems relevant.

Jeffrey Saltzman's Blog

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Suppose you worked in a company that had 20,000 employees and was overall very successful, but had a dirty little secret, one that was widely shared by most of those in its employ. Those who worked in marketing, accounting, sales, human resources, treasury, logistics, engineering and most of the other departments were well treated. They were often described as being well paid. They were treated respectfully and had generous benefits. They enjoyed development opportunities, so that they could stay sharp and employable in their various professions. The company had never experienced a layoff and people felt secure in their jobs. In general people liked what they did and they liked their immediate supervisors. It was a very collegial atmosphere and after work people would often get together and visit socially. What was the dirty little secret?

Deep in the bowels of this organization’s headquarters there was one worker…

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