If You’re Happy and You Know It, Stomp Your Feet: US Employees Are Disengaged

September 6, 2012

1. A Message from the President: If You’re Happy and You Know It, Stomp Your Feet: US Employees Are Disengaged
2. Managing Transformational Change: Fall Conference Nov 14; Pre-Con Nov 13 (Bloomington)
3. The Principles of Performance Excellence: Baldrige 101 Workshop 10/16 (St. Paul)
4. New Videos on History/Impact and Name Change for Performance Excellence Network (formerly MN Council for Quality)
5. Social Media & The Future of Quality — Minneapolis PEN 10/4
6. The Critical Role of Strategy in Innovation — St. Paul PEN 10/10
7. The Art & Science of Branding — SE Minnesota PEN (RAQC) 10/2
8. Next Twin Ports PEN 10/17
9. Increasing Your Conflict Competence — MNODN 10/4
10. Best Practices in Change Management; Advances in Hosin Planning — MN ASQ 10/9
11. Leveraging ISO Certfication to Grow Business — Enterprise Minnesota 10/3
12. Setting the Table for Effective Portfolio Management — PMI 10/9
13. U of M College of Continuing Education Announces Upcoming Courses; Network Members Get 10% Discount
14. South Central College Announces Upcoming Courses; Network Members Get 10% Discount

A Message From the President: If You’re Happy and You Know It, Stomp Your Feet: US Employees Are Disengaged

I’ve offered these statistics before, but it bears repeating. Employees aren’t happy:

  • According to Gallup, only 33% of American workers are currently engaged with their jobs, while 49% are not engaged and 18% are actively disengaged.
  • In a Conference Board report issued last year, 55% of American workers are not satisfied with their current work, which is the highest dissatisfaction rate in 22 years.
  • In the summer of 2010, Hewitt reported that nearly 50% of the 900 organizations they tracked experienced declines in employee engagement versus about 30% that experienced improvement. This was the largest quarterly decline in 15 years.
  • Other studies have indicated that 60-80% of American workers would consider a job change if the opportunity presented itself (Manpower, CareerBuilder). That’s a concerning statistic, as we see the economy and job market slowly improve (musical chairs, anyone?).

Employee dissatisfaction is costing American organizations dearly:

  • Disengaged workers cost US businesses as much as $350 billion a year (Gallup). I think that’s understated, as there are many hidden costs (errors, product warranties, customer complaints and dissatisfaction, productivity, impact on reputation, etc.).
  • Job stress costs $200-300 billion to US employers annually in lost productivity, tardiness, and absenteeism (University of Michigan).

But if the trend were reversed, performance of organizations would improve:

  • Companies in the top 10% of employee engagement beat their competition by 72% in earnings per share; companies in the bottom three quartiles had earnings 9.4% below their competition. (SHRM)
  • Gallup reports that businesses scoring in the top half on employee engagement DOUBLE their chances of delivering superior results compared to those in the bottom half. Further, those in the 99th percentile are nearly FIVE TIMES more likely to deliver high performance than those in the bottom percentile.

So if having satisfied, highly engaged employees produces better overall results, why is it that organizations continue to fall short? According to Towers Watson’s 2012 Global Workforce Study (just released this summer), it’s because “companies are running 21st-century businesses with 20th-century workplace practices and programs.” That’s an indictment.

In their study, Towers Watson seems to uncover some of the root causes of employee disengagement. For the first time ever, Towers Watson attempts to define “sustainable engagement” – the intensity of employees’ connection to their organization – based on three core concepts:

  • Being engaged: the extent of employees’ discretionary effort committed to achieving work goals, manifested in a belief in company goals and objectives, having an emotional connection to the organization (having pride and likelihood to recommend), and a willingness to give extra effort to support success.
  • Being enabled: having an environment that supports productivity, demonstrated by having freedom from obstacles to success, availability of resources, and the ability to meet work challenges effectively.
  • Being energized: having a work experience that promotes well-being, demonstrated in the ability to maintain energy at work, having a supportive social environment, and having feelings of enthusiasm and accomplishment at work.

So the goal is no longer just to have satisfied employees or even just engaged employees, but to have high levels of sustainable engagement – engagement, enablement, and energy – that results in loyalty, productivity, and achievement. If any one of those factors falls short, high levels of employee engagement cannot be sustained.

And the 2012 survey found that most employers are falling short:

  • Only a third (35%) of the more than 32,000 full-time workers surveyed are highly engaged. That is, they score high on all three aspects of sustainable engagement (engagement, enablement, energy).
  • 22% feel “unsupported,” in which they display traditional engagement but lack enablement and/or energy (so their engagement levels are not sustainable over the long term).
  • 17% are “detached,” in which they believe they are enabled and/or energized, but are not fully engaged.
  • And 26% are completely disengaged, showing low scores for all three factors – engagement, energy, and enablement.

I guess the findings aren’t shocking. According to Towers Watson: “Employees have been doing more with less – and for less [pay] – for over a half a decade, and that reality doesn’t seem likely to change anytime soon, if ever.”

So can you blame us workers? We’re tired; we’re stressed; we’re concerned about financial and professional security; we’re overworked and underpaid; we’re operating in a 24/7 always-connected work cycle; and we’re not receiving the support we need from our leaders to accomplish our work. No wonder we’re not engaged.

But here’s the issue: “On a deeper level,” as the Towers Watson report argues, “the finding on employee engagement represents a wake-up call for employers, regardless of whether they’re competing to find enough of the right talent, struggling to maintain engagement following a major change in the business, or trying to retain a cadre of workers with essential skills.”

The Towers Watson survey suggests that organizations are somewhat at a tipping point in their ability to maintain engagement over time. I’m not sure what it means to tip over that edge, but I’m not sure I want to find out either.

So how can leaders increase levels of engagement, energy, and enablement? Towers Watson offers the top five drivers of sustainable engagement from their research:


  • Is effective at growing the business
  • Shows sincere interest in employees’ well-being
  • Behaves consistently with the organization’s core values
  • Earns employees’ trust and confidence

Stress, balance and workload:

  • Manageable stress levels at work
  • A healthy balance between work and personal life
  • Enough employees in the group to do the job right
  • Flexible work arrangements

Goals and objectives – employees understand:

  • The organization’s business goals
  • Steps they need to take to reach those goals
  • How their job contributes to achieving goals


  • Assign tasks suited to employees’ skills
  • Act in ways consistent with their words
  • Coach employees to improve performance
  • Treat employees with respect

Organization’s image:

  • Highly regarded by the general public
  • Displays honesty and integrity in business activities

The list is similar to one that was published earlier this year (Feb 2) in Inc. magazine. According to author Jeff Haden, employees need these eight things to ensure engagement (the list is his; the commentary is mine):

1. Freedom. Give employees autonomy and the latitude to be creative. Yes, there should be “rules” (job guidelines, process and customer requirements), but giving your employees the freedom to innovate, experiment, and create allows them to solve problems, find new and better ways of doing things, and innovate. There may be some failures along the way (see my column last month regarding the power of failure). Turn ‘em on and turn ‘em loose.

2. Targets. Set mutually agreed upon goals that advance the organization’s agenda, motivate the employee, and create accountability. They should be achievable but challenging; they should be aligned with the organization’s mission and strategic direction. They will absolutely create purpose, modify behavior, and promote engagement.

3. Mission. As Jeff Haden proclaims: “We all like to feel a part of something bigger.” It gives you a sense of purpose and it gives your work meaning. So as much as possible, share your company’s mission, vision, core values, purpose, and goals with those who can help you achieve them – your people! You can’t over-communicate these principles, so continue to set context – in different ways (words, pictures, videos, live discussions), in different media (one-one-one, town hall employee meetings, newsletters, blogs, websites, brochures), and with different (but consistent) messages (examples, stories). Let them know what’s important and why it’s important.

4. Expectations. According to Haden, while every job should include some degree of latitude (see #1 above), every job also needs boundaries – basic standards regarding the way specific situations should be handled. Be clear with expectations: collaborate with your employees in setting them, communicate them, and be consistent in reinforcing them. There is no faster way to impact engagement than by punishing employees for taking action or making decisions that they did not know were inconsistent with your (or your customers’) expectations. Employees are incredible, but they aren’t mind readers.

5. Input. Make it easy for employees to offer suggestions, ideas for improvement, and input into key decisions. People want to be involved, and most employees appreciate collaborative decision making and servant leadership. And when an idea just won’t work, take the time to explain why. You’ll gain higher levels of engagement by soliciting input, having the conversation as to why certain ideas will or won’t work, and valuing employees for their contribution.

6. Connection. People are social animals (even introverts!), and all sorts of research shows that most people find satisfaction and happiness through connecting with others (this goes for work or on a personal level – think of the connection with spouses and partners, children and other family members, friends and neighbors). Bottom line: employees don’t work just for a paycheck, and they don’t work just for a company. Employees work with and for people. Show interest in them; ask how they are doing; see if you can provide support; treat them as a human being with dignity and respect. It’ll deepen the relationship, and it will enhance their engagement and effectiveness on the job.

7. Consistency. According to Haden, leaders oftentimes need to treat each employee differently, but must treat each employee fairly (there’s a big difference). Being consistent – in how you treat your employees, how you make decisions, how you manage your part of the enterprise – promotes certainty and predictability with employees. Ever work for someone that has no apparent basis for his/her decisions? They promote or fire people inconsistently; they make a decision one day and change their mind two weeks later with no obviously basis for doing so; they punish behavior that was rewarded in the past. Obviously, these contradictions will drive employees crazy, creating fear, stress, and sometimes hostility. Part of – a big part of – being consistent is in communicating effectively: the more employees understand why a decision was made, the less likely they are to assume favoritism, unfair treatment, and/or sinister rationale.

8. Future. People want to feel important, and most people want to continue to learn, evolve, and mentally grow. So take the time to develop employees, giving them skills and experiences that will either lead them to a different/better position within or outside your organization. Invest in them, and they’ll invest in your organization.

I think the whole engagement issue is best summed up by Haden in his Inc. article: “Employees will care about your business when you care about them first.”

In a period of intense stress and change (and in case you haven’t noticed: this “new normal” we’re in has caused a perpetual state of both), employees need to feel respected, valued, and supported. Having happy, highly engaged, motivated, loyal, and effective employees depends on leaders within organizations creating an environment that enables their success, and creating an experience that promotes well-being and energy. The result? Employees that give their utmost to the accomplishment of the organization’s goals, that have an emotional connection to the employer, that have pride in their work and a willingness to recommend to other employees and customers, and that have a willingness to give a little extra to support sustainable success. In other words, sustainable engagement.

If you want a copy of the Towers Watson report, email me (or it’s posted in the Network’s online Improvement Clearinghouse at http://www.councilforquality.org/improve_documents.cfm).

Want to participate in a discussion on this topic?? Visit our LinkedIn group and/or our blog our to post a comment!

Yours in Performance Excellence,

Brian S. Lassiter
President, Performance Excellence Network (formerly Minnesota Council for Quality)

Managing Transformational Change: Fall Conference Nov 144; Pre-Con Nov 13 (Bloomington)

“The only constant is change.” You’ve probably heard that famous quote, most recently recited by Isaac Asimov in the 1980s. But – thanks to many factors, including the proliferation of technology and the expansion and access to information and knowledge – think of how change has only accelerated today.

Indeed, in today’s fast paced world, ALL organizations are going through extraordinary levels of change — restructuring, downsizing, acquisitions/mergers, new technology, process and business model changes, new leadership, and so forth. How organizations systematically manage this change is often the difference between success and failure. There are tools to manage the change, and there are many best practices that can help organizations successfully make the transition.

The Performance Excellence Network, in partnership with the Minnesota Healthcare Quality Professionals, is pleased to host a two-day conference on organizational change in Bloomington: pre-conference workshops featuring change experts on November 13 and a conference featuring best practices from 10+ high performing organizations November 14.

Hear valuable best practices, tips, and useful information for managing and implementing change in all of our organizations. Keynote speakers from high performing (and significantly changing) organizations: Dr. Robert Nesse, CEO of Mayo Clinic Health System, Eric Kaler, President of the University of Minnesota, and Andy Slavitt, EVP of Optum (UnitedHealth Group). Additional insights provided by speakers from Hennepin County, Medica, G&K, MN Hospital Association, Allina’s Mercy Hospital, HCMC, and Medica.

Cost starts at $200. For more information, visit http://www.councilforquality.org/specialevent6.cfm.

Hold the date, spread the word, and register early (Early Bird October 12)! Don’t miss this extraordinary learning and networking event!

The Principles of Performance Excellence: Baldrige 101 Workshop (St. Paul)

The need to improve your organization’s performance has perhaps never been greater. This “new normal” we’ve been enjoying the last few years has created a renewed need for improvement and systemic change within all organizations: customers expect more, competent workers are growing scarce, and competition is intensifying. But – with the complexity of organizations – where does one start? How do you know on which processes to focus? And how to do you sustain the improvement over time?

The Performance Excellence Network (formerly the MN Council for Quality) is pleased to announce a new four-hour workshop: “The Principles of Performance Excellence: Baldrige 101.” The next offering will be Tuesday, October 16 from 8:30-12:00 at the U of M College of Continuing Education, St. Paul (near the Fairgrounds).

The Baldrige framework provides a systems perspective for continuous improvement and advancing performance excellence. The Baldrige “Criteria for Performance Excellence” reflects the leading edge of validated management practice, against which any organization can measure itself to identify and prioritize improvement opportunities. The Criteria have been accepted nationally (in fact, internationally) as the standard for achieving and sustaining organizational excellence, and represents a common language for communication and sharing of best practices within and across organizations.

The session will provide participants with an overview of the Baldrige Program and a discussion of how the Baldrige framework can benefit your organization (or division, department). You’ll learn how businesses (like Cargill, Seagate, Eaton, Boeing), healthcare organizations (like Mayo Clinic, Benedictine Health System, and Winona Health), schools (like Marshall, Byron, Rochester Community & Technical College), nonprofits (like Memorial Blood Centers, Pillsbury United Communities, PPL), and governmental agencies (like MnDOT, DHS, DOD) are using the framework to improve performance and outcomes. The workshop will also provide some high-level Baldrige-based tools that can be brought back into your organization.

An optional second half-day in the afternoon is available for a deeper dive into the Criteria, facilitated by a national expert (Dr. Mark Blazey, from New York, who is training our MN Performance Excellence Award Evaluators in St. Paul that day).

Cost is $125 for members of the Network for the Baldrige 101 half-day morning workshop ($250 for non-members). To add the afternoon half-day “deep dive” into the framework, cost is an extra $75 – so $200 total for members ($400 for non-members).

To register, email brian.lassiter@performanceexcellencenetwork.org with your name, affiliation, and membership status.

New Videos on History/Impact and Name Change for Performance Excellence Network (formerly MN Council for Quality)

The Performance Excellence Network would like to share two recent videos:

This video reflects on the MN Council for Quality’s (now Performance Excellence Network’s) history and impact to the state of Minnesota and the Upper Midwest. It was shared as part of our 25th anniversary celebration and annual conference earlier this summer. View the 11-minute video to learn more about why the Council/Network was created by the Governor and Legislature, what effect it has had on organizations in the region, and value it might have for your organization.

Visit here: http://www.youtube.com/watch?v=4pnRX9jR3Qg&feature=plcp

Earlier this summer, the Minnesota Council for Quality became the Performance Excellence Network, celebrating our 25th anniversary, our broader role of facilitating performance excellence, and our expansion into the Dakotas. This 2-minute video outlines the reason for the brand change and the rationale behind the new name and logo

Visit here: http://www.youtube.com/watch?v=qZ0S6ByzBpI&feature=context-cha

Social Media & The Future of Quality — Minneapolis PEN 10/4

If Facebook was a country, it would be the third largest in the world, only behind China and India. Even more intriguing is that Facebook has been translated into 65 languages…all by its users. Increased revenue? Check. Lower costs? Check. Improved customer satisfaction? Check!

We are clearly in the early stages of another far-reaching evolution: social media is a convergence of technology, consumer awareness, increasing rate of change, the workforce of the future, innovation, globalization and the 21st Century Quality — many of the future forces of change outlined in ASQ’s 2011 Future Study.

Social media isn’t just for the marketing department – it’s changing business models and approaches throughout organizations at speeds never before experienced. Fortunately, we can harness the power of this revolution to increase revenue, lower costs and improve customer satisfaction.

The Performance Excellence Network (formerly the Minnesota Council for Quality) is pleased to welcome Karen Maskell of Azurion Consulting to our October 4 PEN: “Social Media & The Future of Quality.”

Karen will outline the Forces of Change in the 2011 ASQ Future Study, and will explore how social media is creating a massive socio-economic shift – moving us toward a world with total retail and product performance transparency, where the market will be less tolerant of poor product, poor service, and low corporate responsibility. She will demonstrate how social media can be used to increase revenue, lower your costs, and improve customer satisfaction.

The discussion is from 8:00-9:00 a.m. on October 4 (networking and continental breakfast begin at 7:30 a.m.) at MCTC, 1501 Hennepin Avenue in downtown Minneapolis (near the Basilica).

Admission to PEN is FREE for Council members; $15 for partner organizations; $30 for the public.

Space is limited so register today by emailing brian.lassiter@performanceexcellencenetwork.org.

The Critical Role of Strategy in Innovation — St. Paul PEN 10/10

Strategy is a fundamental element of effective innovation and provides a clear direction as to where an enterprise desires to go. But if strategy is not aligned and relevant, organizations cannot make meaningful, sustained change – they cannot be fully effective at innovation.

The Performance Excellence Network (formerly the Minnesota Council for Quality) is pleased to welcome Peter Fritz, Manufacturing Technology Manager at 3M, to our October 10 PEN: “The Critical Role of Strategy in Innovation.”

Peter will explore the value of examining your strategy in the context of core strengths, market landscape, and risk tolerance so that your organization can achieve superior outcomes. In offering a real world success story, he’ll share the necessity and value of going slow to go fast – often overlooked, but very critical to a more robust solution. He’ll share how to manage key conversations – the value of listening to stakeholders. And he’ll share how you must balance efficiency versus effectiveness.

The discussion is from 8:00-9:00 a.m. on October 10; networking and continental breakfast begin at 7:30 a.m.) at Metro State University, 700 E 7th Street, downtown St. Paul.

We thank our sponsor, Metropolitan State University, for their support of this session, helping us to keep it complimentary for members.

Admission to PEN is FREE for Council members; $15 for partner organizations; $30 for the public.

Space is limited so register today by emailing brian.lassiter@performanceexcellencenetwork.org.

The Art & Science of Branding — SE Minnesota PEN (RAQC) 10/2

As many of you know, the Minnesota Council for Quality and Rochester Area Quality Council both vanished June 5, 2012. Don’t worry: they both still exist to drive continuous improvement and performance excellence in the region. But they both were rebranded as the new “Performance Excellence Network” in celebration of our 25th anniversary, our expanding footprint into both Dakotas, and to more accurately reflect our mission and purpose. But the process of getting there – of researching, deliberating, and choosing a new brand name and logo – was challenging.

The Performance Excellence Network, SE Region, is pleased to welcome Mark Spangler, owner and CEO of Spangler Design Team (St. Louis Park), to our October 2 PEN: “The Art & Science of Branding.” Mark will be joined by Brian Lassiter, president of PEN, to tell the story of how The Council became the Network – the process that was used, the lessons we all learned along the way, and how any organization can benefit from refreshing its brand position in the marketplace.

Mark and Brian will share the Council’s story of rebranding, but will also share tools and techniques that could be used with your organizations (or even your teams) to reposition its brand. The creative process is often described as messy, but there is some science to it: it involves a set of systematic (and likely iterative) steps that gathers the voice of your customers, reflects on your mission and core work, and tries to capture the essence of your organization in words and images. Come learn how these insights could work in your organization.

The session is October 2 from 7:30-9:00 AM RCTC. Space is limited. Please register by contacting jennifer.burmeister@performanceexcellencenetwork.org (or 507-213-8132) by September 28.

Next Twin Ports PEN 10/17

The Performance Excellence Network (formerly the Minnesota Council for Quality) is pleased to announce its next Twin Ports breakfast discussion October 178. The topic/speaker will be announced next week, as invitations are pending. But mark your calendars: the session is from 7:30-8:30 a.m. on Oct 17 (networking and continental breakfast begin at 7:00 a.m.). More information will be posted at http://www.councilforquality.org/TPPEN.cfm.

Increasing Your Conflict Competence — MNODN 10/4

The MNODN, an affiliate partner of the Performance Excellence Network, is pleased to announce its next program: “Increasing Your Conflict Competence.” The session will be Oct 4, 5:30-7:00 PM at University of St. Thomas (networking, breakfast 7:30-8:00), and will be facilitated by Stephanie McGovern and Curt Micka.

It’s easy when working with clients to see what “they” should do to deal better with conflict. We may not take the time, however, to examine our own patterns of managing conflict both personally and professionally. What are our conflict “triggers” that push us over the edge and into reactivity? How do our actions unknowingly increase conflict and what helps us deal with it more constructively? AND how can we more often consciously choose our conflict response “in the moment” rather than be controlled by our reactive default patterns?

Come and explore with us. To the extent that we become more “conflict competent”, we can engage our clients, our work, and those we most care about in more constructive, creative, collaborative and compassionate ways. AND we can reduce the stress in our lives that normally accompanies conflict.

Stephanie and Curt will share a few insights with you, explore together through exercises, and offer a few key take-a-ways.

The session is $25 ($20 for Network members, as allied partners). More information at http://www.mnodn.org/.

Best Practices in Change Management; Advances in Hoshin Planning — MN ASQ 10/9

Join our partner, the Minnesota Section of ASQ, for their next program Oct 9, featuring two discussions: Best Practices in Change Management (facilitated by Karen Maskell) and Advances in Hoshin Planning (facilitated by Charles Liedtke).

Businesses today are facing chal­lenges unlike any they have ever experienced. Changing economic conditions are coinciding with a rapidly evolving business and technology environment, creating both daunting challenges and exciting new opportunities. Yet often project objectives are not met. Karen’s presentation will focus on how change management can increase your ability to achieve project objectives.

India possesses a dynamic economy with the emergence of numerous world class information technology and manufacturing companies. Twenty Indian organizations have won the prestigious Deming Application Prize since 2000. Four Indian Deming Application Prize winners participated in a research study to better understand the application of Hoshin Kanri in India. The Hoshin Kanri practices were found to be quite consistent with Japanese-style Hoshin Kanri. However, nuances between the companies were found and several innovations were revealed. Charles will share the practical findings from the study with the aim of helping practitioners

Registration begins at 5:00, dinner at 6:00, and program at 6:45, adjourning by 8:45. Cost is $25 for members ($35 non). For more information or to register, visit http://www.mnasq.org/.

Leveraging ISO Certification to Grow Business — Enterprise Minnesota 10/3

Enterprise Minnesota, a partner of the Performance Excellence Network, is pleased to announce their next upcoming event: “Leveraging ISO Certification to Grow Business” on Oct 3 at RJF in Brooklyn Park.

For more information on these programs, visit http://www.enterpriseminnesota.org/.

Setting the Table for Effective Portfolio Management — PMI 10/9

The Minnesota Chapter of Project Management Institute (PMI), an alliance partner of the Performance Excellence Network, is pleased to announce its next breakfast session: “Setting the Table for Effective Portfolio Management.” The session will be held Oct 9, and will be facilitated by Cindy Lee Weber, a practice manager in Trissential’s E2 Management practice.

Have you ever attended a dining event where the host had a perfect understanding of his guests, knew just how to arrange the event and delivered a beautiful dining experience? Or, you may have attended several different kinds of special events at their invitation and they always seem to get it right. The skills needed for setting the table for a dining event are not unlike the skills needed to deliver portfolio management to an organization. This refreshing and entertaining presentation focuses on the three important skills that will get you to the ideal portfolio management setting. Audience participation is encouraged!

The session is Oct 9 from 7:00-8:50 AM at Crowne Plaza Mpls West, 3131 Campus Drive, Plymouth, MN 55441. Cost is $34 ($32.30 for Network members) before Sept 26 (PEN members should call 651.209.8991 for discount). For more information, visit http://www.pmi-mn.org/.

U of M College of Continuing Education Announces Upcoming Courses; Network Members Get 10% Discount

The University of Minnesota’s College of Continuing Education, an alliance partner of the Performance Excellence Network, is pleased to announce their upcoming improvement and business courses. Network members receive a 10% discount on all CCE courses.

September 24, 2012 Online HR Test Prep

September 25, 2012 Project Management Foundations

September 25, 2012 Strategic HR Planning

September 26, 2012 Strategic Planning and Measurement

September 26, 2012 Business Process Modeling and Analysis

September 28, 2012 Negotiate for Agreement

October 1, 2012 Online Business Analysis

October 2, 2012 Project Initiation

October 2, 2012 Leading Change

October 3, 2012 Develop Leadership Skills

October 4, 2012 Data and Process Modeling

October 5, 2012 Technical Writing

October 9, 2012 Measuring and Improving Work Processes

October 9, 2012 Project Planning

October 10, 2012 Assess Training Needs

October 12, 2012 Achieve Results Through Personal Power and Leadership

October 12, 2012 Project Management and Chaos Theory

October 16, 2012 Performance Management Process

October 16, 2012 Principles of Supervision

October 17, 2012 Deliver High Impact Presentations

October 17, 2012 Introduction to Business Analysis

October 18, 2012 Successfully Lead Enterprise-Wide Change Management

October 19, 2012 Business Acumen

October 23, 2012 Project Execution

October 24, 2012 Create Dynamic Webinars

October 24, 2012 Employee and Labor Relations

October 24, 2012 Managing Business Requirements

October 26, 2012 Project Management and New Product Development

November 1, 2012 Exercise Organizational Influence

November 6, 2012 Project Control and Closure

November 7, 2012 Design and Develop Training Solutions

November 8, 2012 Business Process Modeling and Analysis

November 9, 2012 Writing Business Reports and Proposals

November 13, 2012 Employee Benefits Practices and Trends

November 13, 2012 Project Risk Management

November 15, 2012 Successfully Deal with Conflict at Work

November 15, 2012 Process Innovation

November 16, 2012 Use Case Fundamentals

November 27, 2012 Project Leadership

November 27, 2012 Coaching for Excellence

November 28, 2012 Design On-Boarding Programs

November 29, 2012 Measure Training Results

November 30, 2012 Business Analysis Planning

December 4, 2012 Negotiate for Agreement

December 6, 2012 Lead Successful Team Intervention Strategies

December 7, 2012 Working Assertively

December 11, 2012 The Human Resource Audit

December 11, 2012 Implementing Process Change

December 14, 2012 Writing for the Web

Most courses are 9AM-4PM on the St. Paul Campus.

For more information on any of these courses or a complete listing of coursework, visit the University of Minnesota’s College of Continuing Education’s website at www.cce.umn.edu/professionaleducation or call 612-624-4000.

South Central College Announces Upcoming Courses; Network Members Get 10% Discount

South Central College is pleased to announce their upcoming quality and performance improvement curriculum. Network members are entitled to a 10% discount.

The following courses are scheduled soon (prices before member discount):

Sept 18-Nov 20: Quality Engineer Certification (CQE) Review; online; $199

Sept 25-26: Understanding ISO 9001 & Internal Auditor Skills; Faribault, $445

Oct 24-25: Fundamentals of Quality Assurance; Faribault, $445

Oct 30-Nov 13: Engineering Statistics; online; $149

Nov 8: Failure Mode & Effects Analysis (FMEA); Faribault, $235

Dec 11-12: Understanding ISO 9001 & Internal Auditor Skills; Mankato, $445

For more information, please contact Laura Hardy at 507-332-5802 or at laura.hardy@southcentral.edu or Tom Kammer at 507- 389-7336 or tom.kammer@southcentral.edu.