Natalie Parks, Ph.D., BCBA-D, IBA, LP’s Post

Hey, Atlanta-area I/O, HR, OD, and Organizational Change friends...I am excited about this workshop that Bob Hoffman and I are doing for GAIOP on Nov. 7. It will be in-person in the Midtown area. (It will also serve as a pilot for a #SIOP Pre-Conference Workshop to be held next April in Denver.) Here's an overview: "Employees’ ability to operate effectively in challenging and turbulent environments is a competitive advantage for organizations and a contributor to positive engagement and reduced burnout. Helping people build, sustain, and apply their resilience over the long run requires a combination of strategies. Designed for internal and external practitioners who are charged with increasing organizational effectiveness during change and supporting the well-being of employees, this program will provide practical frameworks and guidance for action. We will focus on four areas: job analysis/selection, learning and development, demand management, and systemic/cultural/leadership support, using case examples, interactive discussions, and supporting evidence to lay out a comprehensive model and approach. We will share real-life examples of how one high-performing organization has applied these strategies in practice and provide opportunities for participants to evaluate current organizational practices and identify priorities for action."

➡ Is everyone at your company pulling in the right direction? ➡ Does everyone work towards the same goals, or do some pursue their own agendas? ➡ Are your core values just fancy words on the boardroom wall, or are they principles employees put into action every day? In this webinar, our Senior Consultant Chloe Waind, will be speaking with Guusto's Julia Fulton, Senior People and Talent Manager about what true organizational alignment looks like, and the practical steps People Leaders can take to help their companies achieve it. https://hubs.ly/Q02t2NDH0

Really interesting insights on Company culture and strategies to enhance it. Jaimee Tiu's article not only highlights the challenges but also provides solutions. In particular, points #2, #3, #5, #7, and #10 are frequently discussed among my peers in the TA space. Enhancing Company culture not only boosts retention but also drives business success. #CompanyCulture #Retention #BusinessSuccess

Human error is an unavoidable aspect of the workplace. ⚠️🚫 However, how we respond to these errors can significantly impact our ability to cultivate a just and fair workplace culture.     Our latest guide, “How to Respond Fairly and Effectively to Different Types of Human Error,” offers valuable insights on identifying and addressing various errors to promote peak individual and organisational performance.      It provides practical strategies for tackling everything from minor slips to major rule breaches.     𝗞𝗲𝘆 𝘁𝗮𝗸𝗲𝗮𝘄𝗮𝘆𝘀:  >> Understand the different types of human error Learn to distinguish between slips, lapses, mistakes, and exceptional routines, and malicious workarounds.    >>Tailor your response  The appropriate response depends on the type of error and the underlying causes.    >> Foster a culture of accountability and learning  Encourage transparency, open communication, and a focus on continuous improvement.     Get your free guide today and discover how to handle human errors effectively and promote a positive work culture. https://lnkd.in/gzq7Fyyj #justculture #workculture #hr #people #leadership #culture #operations #peopleandculture #organisationalperformance #safety #justcultureconsulting #humanerror #workplaceculture #accountability #learninganddevelopment

Human errors are inevitable. Our guide helps you identify different types and respond fairly and effectively. Learn how to foster a culture of accountability and learning.

A quick but effective read that most can relate to at any given point of time in career.

Practices include everything from company events, running meetings, feedback processes, to how decisions are made. Do you have repeatable decision-making processes in place? Are meeting participants expected to be collaborative and consensus-driven, or is some conflict OK? What should managers talk about in performance reviews? Practices need to change as the company changes — as it grows, reorganizes, or faces new threats. Once-useful practices can quickly become stale, meaningless, or even counter-productive. If the original intent of an off-site retreat was to help teams bond, what needs to shift now that the company has tripled in size?

I've heard it many times from leaders. The phrase they use is "we have a great culture". When I ask a follow up question about turnover, their turnover rate is not too different from organizations with culture issues. Strong self-awareness is needed to ask the tough question of "is our culture really that good?" Ask yourself and your leadership team to show you the behaviors and practices that are in place to make sure your culture is as good as you feel it is. #culturetransformation #leadershipmindset #leadershipdevelopement #teambuilding Justin Staples Brian Kendzor Angela Thundercloud Jeremy Fegert Amanda Lappi, PHR Amanda Baltz Thayre Faust Tammy Elias Joseph K. Linda Layber

“The best companies recognize that there are three elements to a culture: behaviors, systems, and practices, all guided by an overarching set of values. A great culture is what you get when all three of these are aligned, and line up with the organization’s espoused values.” A great and insightful read on what makes many employees leave “great cultures”.

Great read! “These gaps can take many forms. A company might espouse “work-life balance” but not offer paid parental leave or expect people to stay late consistently every night (a behaviors-system gap). You might espouse being a learning organization that develops people, but then not give people the time to actually take classes or learn on the job (system-behaviors gap). Maybe your company tells people to be consensus-builders, but promotes people who are solely authoritative decision makers (behavior-practices gap).”