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Modest Improvement Seen in Global Employee Engagement

CLO Magazine

million employees found that employee engagement levels rose to 60 percent in 2012, up from 58 percent in 2011 and 56 percent in 2010. Areas with the highest increases in employee perception scores were: effective communication; business unit/division leadership; managing performance; innovation; and recognition.

Global 71
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Even the Leadership Playing Field

CLO Magazine

A 2012 research report from global leadership firm PDI Ninth House called “Can Women Executives Break the Glass Ceiling?” ” confirms the gender gap across the leadership spectrum is still widest at the top. The research revealed that women scored higher in overall competencies at each level than men (Figure 2).

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A Leadership Makeover at Ingersoll Rand

CLO Magazine

A common leadership language, measurable competencies and a heightened level of accountability helped Ingersoll Rand create a high-performance culture that resulted in engaged employees who better satisfy customer needs. The Goal of Global Integration Owning a variety of manufacturing operations can create profitable opportunities.

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Taking Leadership in a New Direction at Western Union

CLO Magazine

In 2010 the company brought in Hikmet Ersek as the new CEO; he implemented a 2020 plan to shift the brand from a transactional business to a more customer-centric approach, adding new electronic and mobile channels, and empowering employees to go the extra mile for customers. How It Works. 11 out of 200 at the time of this interview.

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A Post-Competency World

CLO Magazine

The relentless pace of technological change, increasingly fierce global competition and flatter organizational structures demand nimble, fleet-footed managers who can adapt on the fly to changing conditions. This mastery of opposites approach acknowledges that for every truth about leadership, there is an equal and opposing truth.

Kaplan 75
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Cultivate a Culture of Customer Service

CLO Magazine

When the leadership team at global energy technology company FMC Technologies’ Subsea Technologies Western Region set a target in the fourth quarter of 2010 to double revenue and increase profitability in five to seven years, they focused on three areas: increasing market share, developing new platforms for growth and improving execution.

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Building Fourth-Dimension Leaders

CLO Magazine

This focus exemplifies a fourth dimension of leadership. Traditionally, leadership development focuses on understanding oneself, leading groups and leading organizations. Fourth-dimension leadership takes leaders outside of their organizations. Voluntary turnover fell to 10 percent by 2010, a reduction of 50 percent.