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← More Symbaloo love: A collection of design tools Free-range vs Facilitated Discussions → Becoming aware of learner perceptions Posted on March 10, 2012 | 1 Comment A number of surveys have compared employees’ perceptions of what they need and managers’ perceptions of what employees need. These are listed by priority in the table below.

what employees tend to value most are those intangibles they’d receive from a positive relationship with their managers.

How is it applied? - identify the network of people to be analysed - gather the necessary background information - clarify the objectives and the scope of analysis and agree on the level of reporting required - formulate hypotheses and questions - develop the survey methodology and design the questionnaire - surveying the individuals and identifying the relationships and the knowledge flows between them - use a software mapping tool to visualize the networks - review the map and the problems and opportunities - design and implement actions to bring desired change - map the network again after a suitable time

uestions to ask? Who knows who and how well? How well do people know each other’s knowledge and skills? Who or what gives people information about xyz? What resources do people use to find information/feedback/ideas/advice about xyz? What resources do people use to share information about xyz?

Team members who understand one another's abilities not only trust one another, they can easily distinguish the areas in which their time and talents are most effectively applied from those better left in the hands of teammates. It's easy to see how this improves the team's efficiency.

we described how the dialogue between individuals with different dominant strengths improves the quality of the decision-making process

A good manager will take the time to deconstruct the daily operation of his or her team, identifying where it bogs down and where it over-accelerates.

How to tap the potential of employees who are not actively engaged or are disengaged? Yes, the management studies conducted over last few years have revealed that only 11 percent of the total employee strength is actively engagement and feels a strong commitment towards their work and workplace. The rest 89 percent of the employees are either not actively engaged or disengaged. This means that the organisations are able to tap the potential of only 11 percent employees. Encouraging the rest of the workforce is still a big challenge for them.

Biological and Physiological Needs: These are basic human needs including food, water and shelter. Organisations can buy them lunch, offer gift cards and give time off for necessary day-to-day tasks. It not only makes their life easier but also gives them a chance to retain with the organisation. Safety Needs: Safety needs include good shelter, protection, safety, security, law and order and stability. Once human beings have enough for food, water and shelter, they want to live a comfortable and safe life. Again the mantra of keeping them with the organisation is to pay. Pay for food and loan them an amount to build their own home or buy a vehicle. Organisations can also support their children education. Belonging Needs: It is a basic human need that they always want to be associated with something. They want to belong and to be belonged. The managers can establish friendly relationships with their subordinates so that they feel that they are an important asset of the organisation and they add value to it. Including them in decision making process or any other sensitive issue springing up within the workplace is a good idea. Also involve them in improvement teams where they really can contribute something substantial. Self Esteem: According to Maslow’s Hierarchy model, the fourth stage of one’s life is to attain a status in the society as well as in professional life. Besides this, a sense of achievement and recognition of their efforts play a vital role. Organisations which are successful in recognising the efforts of employees and reward them for their performance and contribution are able to retain their talent. Issuing newsletters recognising their contribution or giving a think you card or awarding them with a trophy can serve the purpose. Self Actualisation: It is the last stage in the Maslow’s Hierarchy model that is about growth and fulfilment in personal and professional life. By this time, individuals are well settled in life and are able to contribute through their work experiences. It is the time when organisations can make them feel empowered by giving them leadership authority, autonomy to take decisions and training opportunities. Employee engagement is a science as well as an art. It takes into account all tangible and intangible factors related to human life directly or indirectly.

expression and communication of these values is essential in any valid explanation of your educational influence in your own learning and in the learning of others.  I am thinking here of values such as freedom, justice, care, love, compassion, respect and knowledge-creation

three assumptions

'How do I improve what I am doing?'  in  your professional practice.