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It’s Almost Here: MBTI User’s Conference in Dubai

Oct 14, 2014 in CPP Connect, | 0 comments

We’re very excited and putting the last minute details in place for the MBTI® User’s Conference this week! We’ll be keeping you updated as the conference progresses from our social media channels below: Facebook Twitter  (You can also search #MBTIConference14 for more immediate updates from event attendees) Instagram This year’s conference theme is Developing Talent for a Stronger Future. Curios about how assessments such as the MBTI can help you develop your employees? The video below with CPP Professional Services Solutions Consultant Sherrie Haynie describes how assessments can give employees insight into themselves and aid in their development. Speaking of the theme, the below white paper is a great resource about coaching leaders with the MBTI: https://www.cpp.com/PDFs/Coaching_Leaders_MBTI.pdf Want to learn more about the Dubai conference? Check out the earlier blogs posted about the first MBTI® Users Conference: Ready to Sharpen Your MBTI Expertise? Sneak Peak at the MBTI® Users Conference Keynote The Growth of the MBTI in the Middle East After the conference, we’ll put together an event summary along with the key takeaways from Dubai and post them to the blog for those of you that couldn’t make the trek to attend the conference in person. Stay tuned to the blog and stay in touch on social media for...

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The Cost of Ignoring Employee Retention? 150% or More of an Employee’s Salary

Oct 10, 2014 in CPP Connect | 0 comments

As part of the “Cycles of Success: Employee Engagement, Career Development & Talent Management” series (visit www.cpp.com/4u), we conducted several interviews with Nicole Trapasso, divisional director of HR and organizational development at CPP, Inc. Over the next few months you’ll see blog posts from these interviews and more on topics related to talent management and the phases of the talent management life cycle. If you’d like to read more about career development from the personal or employee side, you can find the first blog post in the series here: http://www.cppblogcentral.com/cpp-connect/introduction-to-employee-engagement-career-development-and-talent-management/   I think the reason you see the costs of replacing an employee rising is that HR professionals are being more realistic about the amount of company knowledge that is lost when an employee leaves and the ramp-up time it takes to get someone in and productive. When you consider the investment you’re making in a current employee—only to have him or her move on to another employer—and the fact that it can take six months to get someone else in and trained, that takes quite a toll on the organization. In addition, if the work that the employee was doing still must be completed, your remaining staff may become overworked while trying to cover the vacant position. And if your company has a high level of employee turnover, it could also start to affect your high-performing employees. If they continually see employees leaving, they could start questioning their own commitment to the organization and what keeps them there. (A few ways to combat this are provided in the blog Meaningfulness and Engagement in Your Workforce). In addition, as cited in a recent article in Forbes (http://www.forbes.com/sites/cameronkeng/2014/06/22/employees-that-stay-in-companies-longer-than-2-years-get-paid-50-less/), when employees leave a company, they can usually look forward to a 10%–20% increase in salary. This is another reason that employees may look to other opportunities and another reason employee retention is so important. If we look at what the investment in our employees really is, that figure of 150% to 200% of salary for mid-level employees (up to 400% for high-level or highly specialized employees) isn’t so surprising. That’s why when we bring people in we want to make sure we have a really good fit up front—the cost of not getting those things right is extremely expensive and can prevent the company over time from being able to achieve its objectives. If it happens frequently, employee turnover becomes a...

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Managing Your Employees for Long-Term Engagement

Oct 6, 2014 in CPP Connect | 0 comments

As part of the “Cycles of Success: Employee Engagement, Career Development & Talent Management” series (visit www.cpp.com/4u), we conducted several interviews with Nicole Trapasso, divisional director of HR and organizational development at CPP, Inc. Over the next few months you’ll see blog posts from these interviews and more on topics related to talent management and the phases of the talent management life cycle. If you’d like to read more about career development from the personal or employee side, you can find the first blog post in the series here: http://www.cppblogcentral.com/cpp-connect/introduction-to-employee-engagement-career-development-and-talent-management/ Employee engagement isn’t only about meeting the day-to-day needs of employees—it’s also meeting their long-term needs. Though the market has changed from an employer’s market to an employee’s market as the economy continues to improve, employees are well aware they have a variety of career options with other potential employers. The information is easily accessible through social technology and digital professional networks, as well as the more traditional job boards. Focusing on how you can maximize opportunities for your current and future employees is really important—especially for their long-term career goals and your organization’s ability to retain its top talent. This not only helps employees feel engaged and grateful that you’re investing in their future but also helps HR professionals actively assess their talent pool—and how to take proactive measures to build, engage, and retain its talent. What are your employee turnover rates at the 6-month, 12-month, 18-month, 36-month milestones? Are employees leaving for opportunities that your organization cannot offer? How do these [rates?] compare to other companies in your industry? It’s important to have access and track this trend data so you are able to create or realign strategies to reengage employees through creative alternatives. And it’s key to be aware of potential areas of risk within your talent pool and partner with other leaders in your organization to take proactive measures to curb those risks. I view HR’s role as facilitating conversations about long-term employee engagement with managers (such as within the performance management process). These should be ongoing conversations managers have with their employees rather than annual events. Some managers may need more support than others when it comes to having these conversations. In addition to managerial skills, personality preference and interpersonal needs can make a significant difference in how those conversations are being facilitated. For example, using the FIRO Business® assessment framework, if you have...

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Change Management Case Study with the TKI Tool (Video)

Oct 1, 2014 in CPP Connect | 0 comments

In honor of the TKI tool’s 40th anniversary, CPP had the chance to sit down with the assessment’s coauthor, Dr. Ralph Kilmann, and discuss some of the most common questions and topics surrounding the Thomas-Kilmann Conflict Mode Instrument. The Thomas-Kilmann Conflict Mode Instrument (TKI) is the world’s best-selling tool for helping people understand how different conflict-handling styles affect interpersonal and group dynamics—and for empowering them to choose the appropriate style for any situation. The TKI assesses an individual’s typical behavior in conflict situations and describes it along two dimensions: assertiveness and cooperativeness. It provides detailed information about how that individual can effectively use five different conflict-handling modes, or styles. One of the most popular applications of the TKI instrument is for change management. Because change often leads to conflict, understanding individual’s and team’s conflict-handling behavior can help smooth processes and allow individuals to step outside of themselves, becoming more self-aware and aware of other’s behavior. Then they can evaluate whether the conflict-handling mode they’re using is the best one for the situation, or whether another mode would be more appropriate. In the video below, Dr. Ralph Kilmann, coauthor of the Thomas Kilmann Conflict Mode Instrument (TKI), discusses one of his favorite experiences with the TKI, hosting a change management project in Spain.   https://www.youtube.com/watch?v=vt_-eFB-nK8&list=UUTaX3RTVEJ_qX_wKkZa309w To learn more about the TKI instrument, head over to the anniversary page at cpp.com/TKI40th Liked what you watched? Check out the first video posted from Dr. Kilmann, Leadership and Conflict within...

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Sneak Peak at the 2014 MBTI® Users Conference Keynote

Sep 23, 2014 in CPP Connect | 1 comment

The one constant in the world today is change: economic, social, political. Every culture has its own values concerning change. Some except and welcome it, while others focus on avoiding change or at least try to limit or mitigate it.

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Situational Conflict Management and Measuring Conflict-Handling Behavior

Sep 23, 2014 in CPP Connect | 0 comments

In honor of the TKI’s 40th anniversary, CPP, Inc. had the chance to sit down with the assessment’s coauthor, Dr. Ralph Kilmann, and discuss some of the most common questions and topics surrounding the Thomas-Kilmann Conflict Mode Instrument. In the below video, Dr. Kilmann discusses what the term situational conflict means and how it helps to measure conflict-handling behavior. https://www.youtube.com/watch?v=wwyo-CNOdac The Thomas-Kilmann Conflict Mode Instrument (TKI) is the world’s best-selling tool for helping people understand how different conflict-handling styles affect interpersonal and group dynamics—and for empowering them to choose the appropriate style for any situation. The TKI assesses an individual’s typical behavior in conflict situations and describes it along two dimensions: assertiveness and cooperativeness. It provides detailed information about how that individual can effectively use five different conflict-handling modes, or styles. Found this interesting? Check out the previous video from Dr. Kilmann, Leadership & Conflict within...

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Leadership and Conflict within Organizations

Sep 17, 2014 in CPP Connect | 0 comments

In honor of the TKI’s 40th anniversary, CPP, Inc. had the chance to sit down with the assessment’s coauthor, Dr. Ralph Kilmann, and discuss some of the most common questions and topics surrounding the Thomas-Kilmann Conflict Mode Instrument. The Thomas-Kilmann Conflict Mode Instrument (TKI) is the world’s best-selling tool for helping people understand how different conflict-handling styles affect interpersonal and group dynamics—and for empowering them to choose the appropriate style for any situation. The TKI assesses an individual’s typical behavior in conflict situations and describes it along two dimensions: assertiveness and cooperativeness. It provides detailed information about how that individual can effectively use five different conflict-handling modes, or styles. In the below video, Dr. Kilmann discusses how the TKI is used in leadership settings, how leaders can unknowlingly set a cultural precedent throughout the company, and why it’s important for leaders to be aware of their conflict-handling modes.   https://www.youtube.com/watch?v=tHMI_uIIEoA&list=UUTaX3RTVEJ_qX_wKkZa309w To learn more about the TKI, head over to the anniversary page at...

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The Growth of the MBTI® in the Middle East

Sep 16, 2014 in CPP Connect | 0 comments

The MBTI® assessment first came to the Middle East in a big way when Innovative HR Solutions became CPP’s distribution partner for the region in 2007.

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Ready to sharpen your MBTI expertise? The Second Annual MBTI® Users Conference to Be Held in Dubai

Sep 10, 2014 in CPP Connect | 0 comments

CPP, Inc., in partnership with Innovative HR Solutions (IHS), is proud to present the second annual MBTI® Users Conference, which will be held at the Conrad Hotel in Dubai, UAE, on October 16, 2014. This year’s conference theme is “Developing Talent for a Stronger Future” and will focus on use of the Myers-Briggs® personality assessment in the Middle East, as well as across the globe.

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Technology and Engagement in the Workplace

Sep 8, 2014 in CPP Connect | 0 comments

As part of the “Cycles of Success: Employee Engagement, Career Development & Talent Management” series (visit www.cpp.com/4u), we conducted several interviews with Nicole Trapasso, divisional director of HR and organizational development at CPP, Inc. Over the next few months you’ll see blog posts from these interviews and more on topics related to talent management and the phases of the talent management life cycle. If you’d like to read more about career development from the personal or employee side, you can find the first blog post in the series here: http://www.cppblogcentral.com/cpp-connect/introduction-to-employee-engagement-career-development-and-talent-management/   Technology and Engagement in the Workplace Current technology trends have created tremendous opportunity for engagement in the workplace. For example, at CPP, when we were rolling out our talent management system (TMS) we conveyed to employees and management that this wasn’t just an investment in support of more efficient ways of handling performance management from an HR perspective—it was also an investment in ourselves as employees, as part of our development, as well as a performance framework to support the company’s future. I’ve received a lot of positive feedback from employees who are excited about using the new TMS and the access they now have to a variety of new tools. They can now track their progress toward goals and capture and share “recognition” emails from their peers, their manager, and others in cross-functional teams across the organization. They can also track new learning milestones and certifications and view not only their job description but also all job descriptions throughout the company. Tracking progress on company goals is one of the ways that the TMS interactive platform increases employee engagement and brings performance management to a higher level. The framework prompts more regular dialogue between managers and employees throughout the year, further supporting that engagement. Employees gain insight into their own progress and can take a more active role in their career at CPP. Offering learning opportunities to employees is another great way to keep them engaged. Due to the scalability of digital information, companies can now offer learning tools at minimal cost while giving employees options as to what they are most interested in learning as well as how they want the content delivered. As part of the next phase in our TMS project at CPP, we will be developing and rolling out the e-Learning module, in which employees can either take self-discovery learning paths or have...

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