Module 1: Introduction
- Opening remarks and round of introductions
- Participants’ share their expectations and questions
- Participants reflect and share about their people management goals & challenges
- Inspirational talk: Ruben Chaumont shares personal stories of how empowering company cultures can reveal the full potential of employees
- Presentation of the program
Module 2: Introduction to the Concept of Empowering Employee Experience
How does the Employee Experience unleash or inhibit employee’s potentials for engagement, performance and creativity?
Activity: Our Experiences of Empowerment
Participants reflect on a time when they performed at their best. They share their stories in small groups and identify the enabling environmental factors that helped them perform.
Lecture & Discussion: The Four Core Human Needs at Work (PEMS)
As delegates share the answers from their groups, participants discover that each time one of them was able to perform at their best, their work environments were nurturing their physical, emotional, mental and spiritual needs. (PEMS) Ruben Chaumont shares stories from the 700 interviews he conducted that explain how those 4 needs operate. He also shares figures and results from studies that correlate these needs with employee performance outcomes.
Team Challenge: Identifying the PEMS Needs in Daily Work Situations
Faced with daily work situations, participants are asked to identify and differentiate the PEMS needs
Module 3: The Three Pillars of Empowering Company Cultures
How do companies’ management, governance, organizational & HR practices contribute to enable or inhibit the Empowering Employee Experience throughout the organization?
Lecture & Discussion
Participants discover how companies around the world and in the Philippines have reinvented their management practices, governance & organizational practices, and HR practices to ensure that their workplace foster an empowering employee experience for their employees. Participants also reflect on how the traditional management, organizational, governance and HR practices tend to inhibit employee empowerment and therefore harm organizational performance. The facilitator also present a set of recent discoveries from the field of Positive Organizational Psychology that shed a light on why certain practices are empowering or disempowering.
Case Study Analysis
Participants analyze in small teams a case study from the Philippines and identify how the company practices contributed to create a disempowering employee experience and leaded to low employee engagement and low employee performance.
Module 4: Assessment of Participant’s Company Cultures
Activity: Identifying Empowering and Disempowering Practices
In small teams, participants reflect on the management, governance, organizational and HR practices within their own organizations. Using the framework from the workshop, they identify a list of empowering practices and a list of dis empowering practices within their organizations.
Lecture & Discussion
Ruben Chaumont comments on the practices presented and correlates these practices to studies and stories that show how these practices affect employee engagement and performance.
Module 5: Discovering the Leadership Philosophy at the Foundation of Empowering Company Cultures
Lecture & Discussion
Participants discover that companies that were able to build empowering cultures were able to do so because of a strong shared philosophy about what creates value within the organization, and what are the best strategies to handle the company’s business needs. Participants discover the Edgar Schein organizational culture model and reflect on the assumptions and values underlying the artifacts of empowering and dis-empowering cultures.
Activity: Diagnosing the Roots of Empowering and Disempowering Practices
For a similar work situation, participants are provided empowering and dis empowering management, governance, organizational and HR practices. They are asked to identify the assumptions and values underlying these practices.
Activity: Becoming a Culture Architect
Participants are faced with situations with set business needs and are asked to engineer the most empowering way to manage these business situations.
Module 6: Participants’ Key Insights & Decisions
Participants take some time to reflect on their most important insights from the day and the key decisions and directions they want to pursue after the training