Corporate Resource Training for Management

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Project Main Details

Corporate Resource Training for Management 
We are looking for a professional and approachable sounding female talent to lend their talents for a Non Broadcast, internal Corporate training module. Custom additions are proffered and appreciated.

Once approved, talent should be willing to turn recording around with-in five business days.

Talent should be open to reasonable pick-ups and able to supply finished audio in .wav format via FTP. 
2015-08-31 15:33:24 GMT
2015-09-04 11:00:00 (GMT -05:00) Eastern Time (US & Canada) 
Yes (click here to learn more about Voice123's SmartCast)
0 direct invitation(s) have been sent by the voice seeker resulting in 0 audition(s) and/or proposal(s) so far.
Voice123 SmartCast is seeking 50 auditions and/or proposals for this project (approx.) Invitations sent by SmartCast have resulted in 50 audition(s) and/or proposal(s) so far.

Project Parameters

The Voice Actor should be located in:
Flexible Price - USD 600 to USD 1200
Training, business presentations, sales, and web sites
2600 WORDS
English - USA and Canada
Middle Age Female
• Audio files must be delivered via FTP/Dropbox/Google Drive/cloud
There are no special pre-, post-, or production requirements for this project.
Not defined
This is a non-union project

Script Details

custom demo required 
SGT Resources for Managers

Slide 1
Welcome to the Resources Available to SGT Managers information series. These materials have been developed and provided to SGT managers to make you aware of tools, information and resources available to you as a manager at SGT.
As a manager, you play an important role in the company. In this role you are a company advocate, coach, mentor, project manager, and a resource to employees to help them continue to be successful at SGT and in their professional career.

As a company, it is our goal to give you the tools and resources you may need to perform this role successfully.
This information series is broken into four main elements: Performance, Recognition, Communications and Employee Assistance.
If you have any questions, concerns or ideas on additional items that would help you be a better manager, please bring it to the attention of your Human Resources team or your manager.

Slide 2
At the foundation of everything we do is our culture. Our culture makes us different.
At SGT, we take pride in our company culture and how we all treat one another, including employees, vendors, team members, and customers. As a manager, it is important to understand the culture, believe it and live it each and every day through your words and actions.
SGT has developed many pieces around the SGT Culture and have posted these resources on the company intranet. We encourage you as managers to review these items, discuss these items with your staff and incorporate the behaviors in all of your actions.

Slide 3
Policies and Procedures have been developed at the Corporate level to guide managers and the workforce in acceptable workplace practices.
Policies and procedures are designed to influence and determine all major decision and actions, and all activities take place within the boundaries set by them. Procedures are the specific methods employed to express policies in action in day-to-day operations of the organization. Together, policies and procedures ensure that a point of view held by SGT are translated into steps that result in an outcome compatible with the company expectations.
All policies and procedures can be found on the company intranet. Should you have any questions around a policy, don’t hesitate to ask.

Slide 4
A very important resource available to all SGT employees is our talent management system. SGT uses a talent management system called Halogen. Halogen is the primary employee interface from applying to a job, through learning and employee development, performance management, and even succession planning.
Halogen is a web based resource that can be accessed online anywhere with internet access. The application is available 24/7, 365 days a year. If you lose the link you can access Halogen by going to the Human Resource site on the SGT intranet. As a manager you will have access to your information along with your employees information.

slide 5
The features in Halogen that are great resources for managers include the following:
Talent Search
Goal Setting
Job Descriptions
Recruiting, and
The Annual Performance Review
In addition, many processes are being developed within Halogen including the telecommuting agreement process to enable more efficient processing of personnel actions.

slide 6
The first feature in Halogen to be aware of is the talent profile. The talent profile enables employees to share information about themselves. Then managers can complete searches from these profiles to learn how many employees SGT has who have certain experiences or specific certifications.
As a manager, encourage your employees to update their profile any time they have something new to share.Received a degree? Add this information. Have a new experience or skill to share? Update the profile. The more up-to-date the profiles, the more robust the search results.

slide 7
The Feedback function within Halogen enables you to retain all of the feedback received for employees from customers, peers, other managers, and project leads.
Any information you put in the feedback tool can easily be pulled for performance discussions and to reference down the road.
Items like Manager Notes and Coaching are only seen by managers while Recognition, Star Award, ICE (pronounce like the word ice) Award, President's Award can be shared with others including the employee.

slide 8
The learning functionality within Halogen enables employees to search for training and then take it. The system also tracks what training has been completed. Training that is required can be assigned to employees while all employees can enroll in optional training.
The learning module enables SGT to track what training has been completed, validate completed mandatory courses and automatically re-enroll employees in recurring courses.
SGT has teamed up with SkillSoft to allow employees access to thousands of different training classes. There are even training classes related to certifications like PMP, PHR, and others. This is an important asset and managers should encourage staff to fully utilize this resource. One important note, staff with a NASA badge should access SkillSoft through the NASA SATERN training program while all other employees should access the Skillsoft catalog through Halogen.
In addition to SkillSoft, SGT has a catalog filled with over 100 safety and health courses, courses developed specifically for SGT, as well as courses and employee wellbeing materials.

For additional questions on available additional course materials and learning resources, please contact Human Resources.

slide 9
Another element of Halogen, is goal setting. As a manager you can establish goals during the annual review cycle, or throughout the year as new projects or requirements surface. By establishing goals within Halogen, a manager is able to monitor progress as well as leverage the information during the annual performance review.
The goals module is very robust enabling you to track a wide variety of information. This flexibility enables you and your employees to determine the approach that works best while both being on the same page with regards to individual and group goals.

Keep in mind that goals created during the performance review process, are automatically incorporated into the goals view. In addition, you can create new goals. To create a new goal, click on the My Employees Tab, Then on Goals. From that Screen click on Add and create the goal. Specific goals can even be weighted to give them more emphasis.
Goals can be edited it at any time and employees or managers can add notes or indicate the level of completion of any goal.

slide 10
All Job Descriptions are entered into Halogen. These Job descriptions are generally the ones provided in a contract, thus a high level summary. While the initial Job Description is high level, further details can be provided on an individual employee basis.
Each employee is tagged with a job description. Employees can access the contents of that job description for their reference.
Should you like to provide more details to a description for an employee, please contact your HR Manager for assistance.
These job descriptions can also be used as starting points for new openings; making it easier to create new job requisitions.

slide 11
Another core element of Halogen is recruiting. The recruiting capability enables managers to create new job requisitions, recruiters to post the information online. Hiring managers can then review all applicants, rate the applications, and keep notes throughout the recruiting and hiring process.

The recruiting function also gives insight into the number of openings across the company, in addition to the number of days a requisition is open for, and where candidates are found. Within this tool, managers and recruiters can also search all candidates that have previously applied. This is a good first step when looking to fill new job.

slide 12
The final major function within Halogen, is the annual performance review process. The workflow process along with the form is all contained within Halogen.
The tool also enables managers to pull information captured in other areas of Halogen including the feedback feature and then easily pull the information into the performance review. Additionally, the tool enables managers to get feedback from others using a feature called multi-rater. Multi-rater sends an email to those both internal and external to SGT and requests additional feedback. Managers can then use this information to provide feedback to employees.

side 13
As a manager there may come a time where you need to address performance concerns. If this occurs we suggest a progressive approach. Beginning with an informal discussion with the employee, where you share your concerns and offer suggestions for improvement. If an informal discussion doesn’t yield results, an ongoing coaching model is suggested. During these pre established frequent meetings, Managers should discuss progress and offer continued suggestions to promote improved performance.

If the coaching model doesn’t result in improvement, Managers should initiate a formal improvement plan. Also known as, Performance Improvement Plan. This process places the employee on formal notice that corrective action must be demonstrated over an established period of time. It also identifies the consequences of not meeting these established expectations.
Managers should always work with their HR manager Prior to issuing a formal plan. It is also important to note that while a progressive approach is the preferred method, if a significant performance concern or action that appears to violate an SGT policy occurs, managers should immediately contact their HR Manager.

slide 14
The first section of this briefing focused on performance. In our next section we will highlight recognition programs available within SGT.
SGT encourages managers to leverage both formal award and recognition programs as well as informal methods. Combined, these initiatives can have a positive impact on the work force.
Formal programs available include Spot Awards, SGT Star Award, ICE Award, President's Award, SMEs and Fellows Program, Safety Awards, and Publication Awards. The Spot and Star Awards are funded through the program OH budgets and require the budget owner’s approval. ICE Award, President’s Award, SME and Fellows designations are funded through corporate programs. The ICE Award is a quarterly nomination program, while the remaining two are annual. The final two award programs, Safety and Publication are awarded when an employee publishes a paper or is recognized for a significant positive safety initiative. These are also funded through Contract OH budgets.
Managers interested in issuing a SPOT Award should contact their respective business office, while Star Awards can be requested by completing the form on the SGT Intranet, obtaining the appropriate approvals then providing the form to HR for processing.

slide 15
In addition to formal awards, managers are encouraged to use informal programs. Some examples of informal recognition include:
Recognizing employees in All Hands Meetings
Sending employees a handwritten note on an SGT notecard thanking them for their contributions
Treating employees to lunch
Submitting an article to SGT Ink highlighting employees accomplishments
Sending employees accomplishment to the next level of management for recognition

These types of informal recognition can have a significant impact by establishing an environment where employees feel more valued and enthused to contribute more to SGT’s mission and success.

slide 16
The next section we will focus on communications. As we have all heard, communication can be a critical component to making something successful or not. That’s why, when it comes to managing employees, effective and ongoing communications is important.

Managers should establish a clear plan on how they will communicate with their direct reports and clearly communicate and follow-through on this plan with employees .

It is recognized that our workforce can often be distributed across many locations and you may not even be working at the same location your employees work at. Therefore, it is important to find an effective communication mechanism that works for you and your employee.

Suggested communication approaches include formal group tag-ups in which managers share project and company information while acknowledging individual accomplishments. In addition to a group setting, we encourage one-on-one sessions with your employees. These one-on-one sessions enable managers and employees to develop a rapport, share information and ensure that priorities and goals are progressing as expected. It is also an opportunity for both managers and employees to address any needs or concerns they may have so that there are no surprises and items can be addressed proactively. In both these approaches, you are encouraged to keep notes of the topics discussed so you can reference back should it be necessary.
Other modes include email highlights to the team and a sharepoint portal to share information.

slide 17
In additional to these manager-employee communications, the company also has several modes of communications including the company Intranet called the SGT Insider and a corporate newsletter called the SGT Ink. The company will also send out corporate communications via an SGT Communications email. These emails are also posted on the intranet under the news tab.

slide 18
A final item to make managers aware of are the programs we have in place to assist employees.
The first program, is called the Employee Assistance Program, otherwise known as EAP. The EAP is provided by a third party vendor. It is a resource available to all SGT employees and anyone who lives within their home.
The EAP provides a variety of assistance for employees, including legal advice, financial guidance, emotional/psychological advice and referral, as well as help with drug or alcohol rehabilitation. These services are available 24 hours a day / 7 days a week and can be accessed both online, by phone and in-person.
The EAP also hosts webinars on a wide variety of topics enabling employees to dial in during the scheduled webinar or access the materials and recording post webinar.

As managers, the EAP offers further benefits for managers such as: ideas on how to address employee concerns, coaching to help managers through difficult situations or with employee communications, managerial and employee resources to address performance or personal concerns, help achieve productivity and over one-hundred onsite seminars that we can host at the workplace.

If you are interested in learning more about the EAP options you can contact a member of the Human Resources Team.

slide 19
In addition to the EAP, SGT has developed two programs to help our employees in emergency situations. These programs include the SGT HOPE Fund and SGT Leave Bank.

The HOPE Fund – Helping Our Employees in Emergencies is a program in which employees elect to participate on annual basis during open enrollment with a minimum donation of $1.00 per paycheck. Employees are able to elect to participate annually during open enrollment.
In the event that a participant has a financial emergency, they can request a grant from the fund. Past grants have funded emergencies such as homes destroyed due to fire, medical emergencies, natural disasters, and utility cut-off prevention.

The second program is the SGT Leave Bank. Employees are able to participate in this leave bank by donating a minimum of 4 hours annually. Should a situation arise where participants have used all of their traditional leave and an emergency has required them absent, they can request a leave donation from the bank. This bank is most commonly used when someone is required to care for a spouse or dependent due to a medical emergency and has exhausted all of their leave.
As managers, you are encouraged to promote these programs. And should you become aware of a situation where an employee could benefit from a program, it is a manager's responsibility to ring it to the attention of Human Resources.

slide 20
As this presentation outlined, there are many resources available to managers at SGT. You play an important role in the organization and we want to do everything we can to help you be successful. If you find that there are other resources that would help you be a better manager, just speak with your HR representative. We are always open to new ideas for ways to improve your experience and be a more effective manager at SGT. 
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