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Do You or Your CEO Qualify for an ISO 10018 Honorary CEO Citation for Quality People Management?

To demonstrate the 21st-Century leadership principles needed to gain a competitive edge in today’s increasingly people-oriented climate, the International Center for Enterprise Engagement at TheICEE.org has authorized the EEA to select CEOs for a special ISO 10018 Honorary CEO Citation for Quality People Management. These CEOs demonstrate a commitment to a strategic and systematic approach to engaging all stakeholders—customers, employees, distribution partners, vendors, communities, and investors—believed to be a major competitive differentiator, producer of wealth and provider of a better experience for all. 
Text Box: Hubert Joly, Best Buy  Honorary CEO Citation forQuality People Management
Honorary CEO Citation for
Quality People Management 
 

The CEO Quality People Management Checklist below will help you quickly determine how close you or your CEO are to achieving this honorary citation. If you or your CEO scores 80 or above when completing the 20-question checklist below, it’s a solid indicator that yours is a good company to do business with, work for, invest in and have located in one’s community. It also suggests your organization would be eligible to achieve an official ISO 10018 certification for Quality People Management. 
 
If you answer “Yes” to the first 10 questions, and score eight out of the next 10, your CEO would potentially qualify for an ISO 10018 Honorary CEO Citation for Quality People Management, and your company for the ISO 10018 Quality People Management certification.
 
If you or your CEO can honestly report that he or she has a formal plan to address each of the issues in the checklist below, it means your organization has made a strategic and systematic commitment to all your stakeholders that is likely paying off and that ISO 10018 certification could be within your grasp. Most importantly, it means your organization is probably successful and providing a more satisfying experience for all stakeholders than your competitors who don’t employ this strategic approach. 
 
The scorecard below is to rate you or your CEO. To score your company and see how close it is to achieving ISO 10018 Quality People Management certification, Click Here.
 
 
To Nominate a CEO for the ISO 10018 Honorary CEO Citation for Quality People Management
 
Contact
Bruce Bolger, Founder
Enterprise Engagement Alliance
914-591-7600, ext. 30

The CEO Quality People Management Checklist 

Important note: ISO 10018 standards provide considerable leeway on how an organization specifically addresses the issues below. The emphasis placed on each element depends on an organization’s brand, culture, people, situation and goals.  
 
Qualifying Score for Honorary CEO Designation: 80 Points (out of 100)
Note, to qualify for either the Honorary CEO designation or ISO 10018 certification, you must answer yes to the strategic items 1 through 10, as they are the fundamental requirements indicative of a strategic and systematic approach to engaging all stakeholders. Organizations that can also answer yes to eight out of the 10 tactical elements below could potentially qualify for either designation. 

Strategic Leadership
(5 points per category; all required to qualify.)
Description YES/NO
1. Leadership You/the CEO makes the strategic engagement of all stakeholders a mission-critical part of the business plan and scorecard.   
2. A Formal Plan You/the CEO assumes direct responsibility for a strategic, tactical, written and auditable plan for engaging all stakeholders that involves all leadership with stakeholder input and a system for implementation and management in a manner that fosters alignment across the organization.   
3. Audiences/ Stakeholders Leadership considers the interests of all interested parties from customers, employees and distribution partners to vendors, communities, regulators and investors in all business plans and in managing risks, and takes specific actions to align all interests.  
4. Customers There is a strategic and tactical process in place to manage customer loyalty and communication programs to build meaningful relationships that aligns with the organization’s brand promise and culture and ensures two-way communication and continuous improvement.  
5. Employees The organization has a clear process that addresses all the engagement levers below so that employees understand how their actions support organizational goals and that they have the information, tools and inspiration they need to succeed on a sustainable basis.  
6. Distributors/ Partners There exists a means of building better relationships with distribution partners by addressing all the key levers of engagement required to gain their trust and commitment; i.e., providing them information about your organization’s culture and goals and how they can benefit for their own businesses.   
7. Vendors The ability for suppliers to quickly gain access to information that better helps them understand your organization’s culture, goals and other needs and recognizes those who consistently perform.  
8. Communities A means for any community involved with your organization to gain the latest information, tools and inspiration to engage, as well as to provide feedback or submit suggestions or new product or service ideas.   
9. Enterprise Branding The CEO authentically drives a centralized, 360-degree brand proposition that aligns the interests of your entire organization toward a common brand, culture, values and goals. An Enterprise Engagement portal makes it easier to convey a common message across an organization’s constituency but is not a requirement.  
10. Authenticity A large percentage of the organization, if asked in random anonymous surveys, would say that they believe the CEO fundamentally believes in the importance of all stakeholders as a critical organizational asset.  

Tactical Elements
5 points per tactic
(minimum of 40 points required for honorary CEO qualification.)
Description YES/NO
1. Assessment and Feedback • The CEO is committed to a means of conducting surveys and promoting feedback to maintain an ongoing ‘pulse’ of the organization, its business units, managers, employees, customers, distribution partners, etc., and this information is put into the hands of everyone who is accountable for acting upon the findings.    
2. Leadership Coaching • The CEO drives a cross-functional system that makes sure the information coming from the assessment process is fed back to the entire organization, starting with managers, and that there is a process for coaching managers on an ongoing basis on leadership with a special focus on those who fail to support organizational leadership values.   
3. Communications
• Your CEO is committed to regular communications with all stakeholders through community, online, telephone, or face-to-face meetings. 
• You have a full suite of methods for uniting the organization in the way of a hometown newspaper to regularly inform everyone inside and outside of the organization about the latest news, how-to, or other helpful information. 
• The CEO “manages by walking around,” in the words of Tom Peters, and sincerely listens and acts when appropriate. He or she can pop up at any time or any place, as can other leadership at all levels. 
• The CEO leads an ongoing commitment to breaking down silos and ensuring alignment through cross-functional events. 
 
4. Learning • The CEO continually ensures the integration of brand, culture, values and objectives is baked into learning strategies programs so people know how their capabilities can contribute to the success of the organization or their own growth opportunities.   
5. Diversity and Inclusion • The CEO fully supports efforts to ensure that customers, talent, distribution partners, vendors and communities reflect the fullest potential of all human beings.    
6.Task Value Through Job Design and Innovation
• The CEO is committed to providing employees with an experience, sense of mission and empowerment, and the ability to cross-train for enhanced opportunities or job-sharing.
• A means for generating suggestions for performance improvement, safety, new products, wellness, etc., and to manage the selection and implementation process is baked into processes. 
 
7. Rewards, Recognition and Gifting Experiences
• The CEO takes personal pride in the efforts to thank customers, employees, distribution partners, vendors, communities and investors for all their contributions and supports tactics that provide measurable brand engagement. 
• Attention is given to best practices to create an emotional connection with recipients.  
 
8. Employee Experience 
• There is a CEO-driven strategic and tactical plan to create an employee experience as positive as possible through the selection, training and assessment of management to attention to the environment, emotional setting, job design and opportunities for advancement or flexible work.
• People feel empowered to suggest new ideas and constructively challenge norms and are encouraged to create great internal as well as external customer service through recognition. 
• The CEO drives the process of making sure the organization does what it can within its means to create a social, positive, warm, healthy environment and equitably shared perquisites balanced against other needs of the organization. 
 
9. Customer Loyalty
• A strategic and tactical plan to ensure that the organization’s explicit and implicit promises are carefully addressed at every touchpoint—retail, online, phone, chat, customer service, technical support—starting with the very first contact in whatever form. 
• A carefully designed plan is in place to promote loyalty and referrals that addresses all the reasons why people do business with an organization: price, value, emotional connection, experience, etc. 
 
10. Analytics/ROI/
• The CEO takes responsibility for ensuring there is a scorecard that puts together information on all the key organizational indices related to customers, employees, distribution partners, vendors and communities that is fed back to everyone who can use it to continually improve all processes.
• Companies report to key stakeholders (except for information that can benefit their competitors) about how they strategically and systematically address the needs of all stakeholders. 
 

Master the Principles of Enterprise Engagement to Achieve Organizational Goals and Enhance Your Career
 
  • Profit from a new systematic approach to engagement to enhance your organization’s brand equity; increase sales, productivity, quality, innovation, and safety, and reduce risks.
  • Achieve ISO 10018 Quality People Management Certification to demonstrate your organization’s strategic commitment to people to your customers, employees, distribution partners, vendors, communities, investors, and regulators.
Live Education: Enterprise Engagement in Action Conference at Engagement World, April 3, 2019, in San Francisco, in conjunction with the Selling Power Sales 3.0 Conference. Learn about the economics, framework, and implementation process for an ISO certifiable approach to achieving organizational objectives by strategically fostering the proactive involvement of all stakeholders. Learn more and register now.   
The first and most comprehensive book on Enterprise Engagement and the new ISO 9001 and ISO 10018 quality people management standards. 
 
Online: The Enterprise Engagement Academy at EEA.tmlu.org, providing the only formal training on Enterprise Engagement and the new ISO 9001 and ISO 10018 quality people management standards. Provides preparation for professionals to support organizations seeking ISO 10018 employer or solution provider certification, as well as elective courses on Trade Show Engagement, Rewards and Recognition, Government, and other topics. 
Plus: 10-minute short course: click here for a 10-minute introduction to Enterprise Engagement and ISO standards on Coggno.com.
 
Services: The International Center for Enterprise Engagement at TheICEE.org, offering: ISO 10018 certification for employers, solution providers, and Enterprise Engagement technology platforms; Human Resources and Human Capital audits for organizations seeking to benchmark their practices and related Advisory services for the hospitality field.
The Engagement Agency at EngagementAgency.net, offering: complete support services for employers, solution providers, and technology firms seeking to profit from formal engagement practices for themselves or their clients, including Brand and Capability audits for solution providers to make sure their products and services are up to date.
C-Suite Advisory Service—Education of boards, investors, and C-suite executives on the economics, framework, and implementation processes of Enterprise Engagement. 
Speakers Bureau—Select the right speaker on any aspect of engagement for your next event.
Mergers and Acquisitions. The Engagement Agency’s Mergers and Acquisition group is aware of multiple companies seeking to purchase firms in the engagement field. Contact Michael Mazer in confidence if your company is potentially for sale at 303-320-3777. 
 
Enterprise Engagement Benchmark Tools: The Enterprise Engagement Alliance offers three tools to help organizations profit from Engagement. Click here to access the tools.
• ROI of Engagement Calculator. Use this tool to determine the potential return-on-investment of an engagement strategy. 
• EE Benchmark Indicator. Confidentially benchmark your organization’s Enterprise Engagement practices against organizations and best practices. 
• Compare Your Company’s Level of Engagement. Quickly compare your organization’s level of engagement to those of others based on the same criteria as the EEA’s Engaged Company Stock Index.
• Gauge Your Personal Level of Engagement. This survey, donated by Horsepower, enables individuals to gauge their own personal levels of engagement.
 
For more information, contact Bruce Bolger at Bolger@TheEEA.org, 914-591-7600, ext. 230.
 
Enterprise Engagement Resources
  • Enterprise Engagement: The RoadmapProfit from the new Book on Enterprise Engagement & ISO 10018, 5th Edition
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