Engaging Employees

Engaging Employees through a company’s Corporate Responsibility is the focus of one of Stephen’s next workshops in November with Business in the Community. For more details contact Stephen.Farrell@flourish.co.uk

A guardian article (see below and link) considers what motivates people through the example of a Michelin Chef. Stephen is no chef, nor Michelin standard but his decision eight years ago to develop a tourism business in South India, reflects that personal motivation to do what he can influence, and that he loves and believes in.

So how do we ceate this in our organisations and enable our colleagues to become their own master and find purpose. There are many paths but a critical one is an appropriate organisational culture that moves way beyond lip-service!

“Managers should pay attention to chef Sébastien. They might try to impose performance measures on their employees. They might dangle carrots in the hope of encouraging higher output. But people are not donkeys. They are wise to these crude tactics. Sensible employers have been rethinking their approach to managing performance, with firms such as Microsoft, Accenture, IBM, General Electric and PricewaterhouseCoopers all abandoning the traditional annual appraisal.

Carrots and sticks – or plain old intimidation – will not work, not in the long run. What the psychologist Frederick Herzberg called “kick in the ass” management can produce movement, but not motivation. As he explained in a famous Harvard Business Review article almost 50 years ago: “If I kick my dog (from the front or the back), he will move. And when I want him to move again what must I do? I must kick him again. Similarly, I can change a person’s battery, and then recharge it, and recharge it again. But it is only when one has a generator of one’s own that we can talk about motivation. One then needs no outside stimulation. One wants to do it.”

Interested in finding out more?

Join Business in the Community’s workshop and

Guardian article here

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Next training workshops

Stephen’s next workshops, currently in the diary are:

Myers Briggs Type Indicator (MBTI) on 27th August for a small business in south India. This is a closed workshop so inaccessible  to outside participants.

In London, workshops as part of the CR Academy for Business in the Community, are open for anyone to attend, details, price etc. contact Stephen.

Corporate Responsibility 1st November 2017 and 25th April 2018

Engaging Employees 2nd November 2017 and 26th April 2018

….. if your interested in these or similar workshops, related programmes or coaching please contact Stephen at  Stephen.Farrell@flourish.co.uk

Stephen Farrell

Stephen Farrell is the founder and Director of flourish training and consultancy pvt. Ltd.

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Stephen has extensive management, consultancy and training experience in India and the UK in Government, Business and NGOs.

His role as trainer and facilitator is primarily about creating personal and organisational learning through experiential techniques.

This has included:

HRH the Princes of Wales’s Seeing is Believing visits of MNC executives to India, to help them understand the strategic and practical benefits of developing a responsible business that engages with its communities.

Short interactive workshops open to a range of businesses designed and delivered on behalf of the Corporate Responsibilty Academy in London covering Responsible and Sustainable Business Practice and Employee Engagement through CSR.

Designing and delivering:

  • Leadership and team development programmes for a range of businesses including Oxford University Press and John Lewis Partnership.
  • European wide roadshow for TCS
  • Sustainability conference for MNCs in Mumbai
  • workshops for SMEs Bombay Chamber and British Business Group in Mumbai and Delhi.

Key Themes of his Programmes and presentations include:

  • Stakeholder engagement and strategy
  • Ethical and responsible business practice including CSR
  • Motivating and engaging employees
  • Team and leadership development
  • Managing diversity, equal opportunities
  • Measuring effectiveness

Techniques include:

  • Presentations
  • Workshops
  • Programmes
  • Experiential learning
  • Coaching