InnovateVirtual - Targeted Communication

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652) SUGGESTED READINGS 653) SUGGESTED ACTIONS 654) DIALOG PERFORMANCE MEASURE— 21 INITIATIVE 656. — Selects people who add new perspectives and are high performers with relevant experience 656) EXERCISE 1 POINT— 657) DIALOG QUALITY MEASURE, 658) SUGGESTED READINGSSUGGESTED ACTIONS 659) DIALOG PERFORMANCE MEASURE— 21 INITIATIVE 670. — Actively seeks development opportunities to meet Staff’s needs 671) EXERCISE 1 POINT— 672) DIALOG QUALITY MEASURE, 673) SUGGESTED READINGS 674) SUGGESTED ACTIONS 675) DIALOG PERFORMANCE MEASURE— 21 INITIATIVE 676. EMPLOYEE RETENTION— Be proactive and measure for threats as soft issues 676) EXERCISE 1 POINT— 677) DIALOG QUALITY MEASURE, 678) SUGGESTED READINGS 679) SUGGESTED ACTIONS 680) DIALOG PERFORMANCE MEASURE— 21 INITIATIVE 685. — Electronically gather input to address opportunity 690. Q&A— 700. INDEX 685) EXERCISE 1 POINT— 686) DIALOG QUALITY MEASURE, 687) SUGGESTED READINGS 688) SUGGESTED ACTIONS 689) DIALOG PERFORMANCE MEASURE— 21 INITIATIVE 18
DEFINING YOUR APPROACH There are many concepts and philosophies out there to select from. Take them and make them your own by modifying them to support what you want to accomplish. In using technology like the platform in IV leaders can self-administer communication by combining many applications together to support expectation and recognition. Technology enables leaders to innovate and collaborate with pulse checks quantifying uncertain puzzles in business. With IV leaders are empowered to ensure a good: 1. Focus on what’s critical 2. Change collaboration 3. Quality measurement 4. Personal development 5. Training effectiveness 6. <strong>Communication</strong> alignment What is it to pulse check? It is frequent dialog defined and focused in a target, reducing ambiguity in the questions asked and subjectivity in the responses to the questions. It’s a proactive approach which enables course corrections to be made from understanding the frontline employee concerns and challenges in executing desired outcomes. Although pulse check dialog can be both transparent and anonymous in IV, respondents are empowered to recognize themselves for their response. Others can be acknowledged as great performers in the specific space of the question too— this creates accountability and more actionable engagement. Perception is altered at different times of our development. As we grow experience it changes. Employees are the front line experts. Tapping into that expertise through pulse check engagement empowers teams to come together to contribute and is fundamentally critical towards having them share perception, such as in patient health and safety if you are in the healthcare industry for example. Once we understand the variables around the outcomes we want, we can key in on the expectations and ask questions to support goals. 19
Page 1 and 2: Targeted Communication Using Web-Ba
Page 3 and 4: 6. Assist Sales Success with Techno
Page 5 and 6: SETTING UP YOUR PLATFORM After regi
Page 7 and 8: When we communicate expectation in
Page 9 and 10: TABLE OF CONTENTS 1. ACKNOWLEDGEMEN
Page 11 and 12: (174) SUGGESTED ACTIONS (175) DIALO
Page 13 and 14: 334) EXERCISE 1 POINT— Time Manag
Page 15 and 16: 15 445) SUGGESTED ACTIONS 446) DIAL
Page 17: 17 603) SUGGESTED READINGS 604) SUG
Page 21 and 22: Direct Care (B3), Support Care (B2)
Page 23 and 24: “Employees need to take ownership
Page 25 and 26: Checklist— for quality control on
Page 27 and 28: Communication— Engage threats to
Page 29 and 30: TECHNOLOGY USE CASE GROUPINGS IN IV
Page 31 and 32: o Be proactive and measure for thre
Page 33 and 34: Benefit Pulse Identify threats to r
Page 35 and 36: How: Within 5 minutes, a leader can
Page 37 and 38: Business measures in the status quo
Page 39 and 40: Adaptive Performance— is innovati
Page 41 and 42: Both managers and team hesitate to
Page 43 and 44: Exercise— how to use InnovateVirt
Page 45 and 46: How someone might lead a safety tas
Page 47 and 48: 21 INITIATIVE USE CASE Throughout t
Page 49 and 50: Example - 21 Initiative— TASK ANA
Page 51 and 52: STAFF OWNERSHIP - Consistently acqu
Page 53 and 54: Another Rating Scale Example 1-2 3-
Page 55 and 56: RELATIONSHIP BUILDING Establishes a
Page 57 and 58: It is important for each question t
Page 59 and 60: Suggested Readings: 1. Lombardo, M.
Page 61 and 62: Suggested Action - select the perfo
Page 63 and 64: How do you rate the company in prov
Page 65 and 66: o o o Doesn’t judge others Often
Page 67 and 68: 9. My hospital strives to only hire
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This process enables employees to l
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Listening: With expectations 2. You
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Copy and paste the examples and sug
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Third Goal Community, (innovation)
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Time management 3. Often has a hand
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Under Anonymity Define who the 360
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360° REVIEW LETTER EXAMPLE Dear Te
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Comment Report or Push Report allow
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5. Job Enrichment 6. Employee Stres
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WORK EVALUATION 7 out of 15 example
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Next 4 out of 16 QUESTIONS: (Develo
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Persister. They represent 10% of th
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See chapter on Employee Retention E
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The expected outcome: Quality trans
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Detailed Note Here is the note with
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Do you think about multiple ways to
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You allow everyone to win? Don't ge
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21 Initiative use case— SCHEDULE
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SCHEDULE & PRESENCE 6 out of 15 exa
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InnovateVirtual - Targeted Communication

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