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- close New York University School of Professional Studies (NYUSPS) for the past four years, and in my prior 20 years of employment in senior-level positions within the school and at NYU, I have become intimately familiar with the complexities and the nuances of such multifaceted challenges. For the past two years, one of our top priorities at NYUSPS has been striving to address sensitive issues regarding diversity and inclusion. We saw a need and an opportunity to improve faculty and student perceptions and experiences regarding these critical areas. We are part of NYU, a global research university with campuses in Shanghai and Abu Dhabi and sites around the world. In addition to the diversity of these campuses, the student population of the NYU campus here in New York is incredibly international. And NYUSPS is one of the most diverse schools within the university. While the school’s history dates back nearly 85 years, over the last 24 years, it has grown its graduate programs from 50 students in one masters degree program to more than 3,500 students in 15 applied professional masters degree programs. The NYUSPS student body is over 50 percent international, with students representing nearly 200 countries. As a result of our commitment to alternative pathways and providing access to affordable education, age, income levels and diversity all must be considered when pursuing a sense of inclusivity for all students. READ MORE
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- close POPin, a software platform for leaders and executives designed to help drive organizational alignment, today launched version 5.0 of its crowdsourcing platform. The redesigned platform is aimed at helping business leaders create automated feedback loops around company meetings to solicit candid and anonymous feedback that builds trust, exposes confusion and fosters engagement among employees. POPin is built on an architecture that has grown to include more than 16 interdependently deployable, modular services which operate as unique processes connected via simple well defined APIs. The flexibility of this approach allows the engineering team to pick the best languages and sub-frameworks to solve problems. The platform’s micro services are primarily written in Go and Java with Python used for heavier statistical data lifting and machine learning. READ MORE
- close IRVINE, Calif., March 13, 2018 /PRNewswire/ — POPin, a software platform for leaders and executives designed to help drive organizational alignment, today launched version 5.0 of its crowdsourcing platform. The redesigned platform is aimed at helping business leaders create automated feedback loops around company meetings to solicit candid and anonymous feedback that builds trust, exposes confusion and fosters engagement among employees. READ MORE
- close POPin, a software platform for leaders and executives designed to help drive organizational alignment, today launched version 5.0 of its crowdsourcing platform. The redesigned platform is aimed at helping business leaders create automated feedback loops around company meetings to solicit candid and anonymous feedback that builds trust, exposes confusion and fosters engagement among employees. POPin is built on an architecture that has grown to include more than 16 interdependently deployable, modular services which operate as unique processes connected via simple well defined APIs. The flexibility of this approach allows the engineering team to pick the best languages and sub-frameworks to solve problems. The platform’s micro services are primarily written in Go and Java with Python used for heavier statistical data lifting and machine learning. “In spite of rapid technology advances in communications technology, businesses today continue to face a crisis of organizational alignment and widespread disconnect between management and employees,” said Brian Anderson, Chief Marketing Officer of POPin. “POPin 5.0 makes it easy for leaders to automate candid feedback from employees, especially prior to and after important meetings, to drive better organizational alignment and improve initiative success management.” “One of the keys to the success of POPin is our ability to release significant feature updates regularly without risking stability,” said Jeff Kunzelman, Chief Technology Officer of POPin. “To allow us to innovate at such a rapid rate, POPin has been built on an ever-evolving micro services architecture which leverages the best open source frameworks as well as our own home grown specialty services.” POPin 5.0 leverages the latest features of the popular open-source redis platform in memory data store to provide faster real-time data streams. These streams are used to satisfy the increased demand to calculate dashboard analytics, measure content contributions, notifications and more allowing us to deliver content and analytics to business leaders in real time.“POPin enables SCL Health to engage associates in meaningful dialogue which has a tremendous impact on how we provide superior care, while running a large, complex organization,” said Dave Husted, VP, SCL Health.“As various units within organizations are coming under additional pressure to get more comfortable with continuous change, there is a growing requirement for ways to sustain initiatives and ensure ongoing engagement throughout dispersed teams. Consequently, organizations are just beginning to explore crowd-sourcing as a management tool, and so will increasingly need the software to support the approach,” said Katy Ring, Research Director, IT Services, 451 Group. “Aside from direct enterprise sales, POPin could also think about how the platform might be used to support service providers involved in digital technology deployments, as its platform may well enable more successful delivery of projects for this category of supplier.”Resources:
- Video: Working More Efficiently using POPin at SCL Health. Terri Casterton, Director, Innovation and Virtual Health at SCL Health, talks about how the hospital is working more efficiently using POPin.
- Video: Continuous Improvement at Lutheran Medical using POPin. Noomi Hirsch, Operations Director of Quality and Excellence at Lutheran Medical Center (SCL Health) – explains how the hospital used POPin for continuous improvement.
- NEWS COVERAGEclose The National Healthcare Retention and Staffing Report, produced annually by Nursing Solutions, Inc., found that turnover of registered nurses stood at 16.2 percent in 2016. The rate is much higher for Certified Nursing Assistants and in specific departments such as emergency care and behavioral health. Meanwhile, the American Nurses Association (ANA) warns of an ongoing nursing shortage that “isn’t stopping soon.” Many factors contribute to the shortage, chief among them an aging population requiring more services, substance abuses crises, and increasing access to healthcare combined with a strengthening economy. The average RN vacancy rate in hospitals is 8.1 percent. Recruitment, contract labor, and overtime pay are expensive solutions, and not sustainable in the long run. READ MORE
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- close POPin. Everyone has it on their phone and laptop. It allows me to ask questions to the company. I’ll ask, “What would stop you from bringing a friend to Trace3?” Or, “If you were in charge of growth, what would you lean into?” Anyone can respond, anonymously or not. Then we let everyone vote on the answer. It might be something management doesn’t want to hear. Many companies are afraid to let employees have a voice. But there is gold in those answers. There’s a quote from V.S. Naipul: “The only lies for which we are truly punished are those we tell ourselves.” READ MORE
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POPin Survey Finds Widespread Lack of Employee Engagement, Near-Fatal Misalignment Between Management and EmployeesIRVINE, Calif., Dec. 5, 2017 /PRNewswire/ — POPin today announced a new survey of C-level executives and vice presidents across a variety of industries, which found that most companies still struggle with significant misalignment issues between management and employees, making it difficult to implement key initiatives and retain top talent.According to the survey, 41% of respondents say town hall meetings are “typically one sided” with information flowing from management to employees. An alarming 47% of respondents say employee opinions are “only sometimes” heard and addressed in such meetings. Moreover, 45% of respondents fail to conduct town hall employee meetings at all. 56% of respondents say executives rely on email as the “primary” method of employee communication. Only 21% of executives surveyed solicit feedback from employees in person, and often that feedback in not candid for fear of negative career consequences. “Businesses today are in crisis when it comes to employee engagement and organizational alignment,” said Brian Anderson, Chief Marketing Officer of POPin. “As social collaboration continues to create new methods of bringing people closer together, most companies continue to follow older, less effective practices. Business leaders continue to prove they are completely unable to establish an effective process for employee engagement and fail to build organizational alignment on key initiatives.”Survey Results:
- Lack of Productivity: Most managers do not prioritize employee feedback when it comes to productivity improvements. Only 26% make this a “high priority.” Nearly 55% will listen to employee concerns but admit they are challenged to address them. 20% said it is “too difficult” to sift through feedback to identify employee challenges.
- Failure to Gauge Employee Satisfaction: 24% of respondents say they have “frequent” conversations with employees to solicit feedback but there is “no quantifiable method” to do so. An alarming 52% say they have conversations with employees but often “do not receive candid feedback.” 25% say there is “no process whatsoever” to gauge employee satisfaction.
- Inability to Solicit Candid Feedback: 54% say employees will share their opinions but typically “withhold” critical feedback about the organization. 26% consider that they have “open and honest” conversations with employees. 20% say employees try to communicate honestly but are hesitant to offer critical feedback for fear that it would reflect poorly and affect their career.
- Employee Retention: 53% of managers can predict when an employee is not happy but are often unable to remediate the problem. 29% say it’s “usually a surprise” when an employee resigns. Only 18% do well to predict employee dissatisfaction and can usually remediate the problem in time.
- Misalignment on Technology Initiatives: 57% of respondents say their company is “slightly out of alignment” on new initiatives and that it “takes some time to come up the learning curve.” 14% say employees are reluctant to embrace new ideas. Only 29% of respondents are “well aligned” and “in lockstep” with senior management.
- Ideation Challenges: 52% of respondents say that although they have an “open line” of communication between departments, there’s “no solid process” to share ideas. 25% say they are “not effective” at ideation with “limited interaction” with disparate departments. Only 23% of respondents they have a “solid infrastructure” in place to develop new ideas.
- No Standard Process for Sourcing Ideas: Responses were mixed on how ideas are sourced internally. 22% use an internal solution; 12% use social collaboration tools, 32% use a survey; 15% arrange large brainstorming sessions and 20% admit they “don’t know” how to source ideas and concerns from the organization.
- Mobile Communications: Only 20% of respondents say that mobile has had a “significant” impact on employee communications. 39% say mobile capabilities have had a “moderate” impact, creating “an important communication channel” for “alignment.” 36% say mobile has had “no improvement on alignment and ideation.” Only 5% consider mobile to be a “hindrance.”
- Senior Management Fails to “Take Action”: 20% of respondents say they have processes in place that enable senior management to react quickly to employee concerns. 44% say they have “some processes” but need to be “more nimble in this area.” 36% of respondents say e-level executives are “slow” with “limited resources to react in a timely manner.”
- Download survey infographic here.
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- close recently unveiled a free version of its own Workplace collaboration service, along with updates to its Messenger app. Yet moving past the latest tech hype cycles, it’s clear that collaboration is just another word for teamwork. Effective teamwork requires strong employee buy-in, a collegial workplace environment and proper tools for shared project management. Leaders who strike the right collaborative balance improve how work gets done. It’s not enough to adopt technologies and a culture that make it easier for workers to communicate and share knowledge. Teamwork should ultimately become a business enabler, so it’s critical to focus collaborative efforts on achieving real business outcomes that spur innovations and increase productivity. Again, the two essential ingredients for successful collaboration are the underlying workforce culture and the enabling technologies. READ MORE
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- close Forrester, more than 60 percent of Fortune 500 companies have appointed a chief innovation officer, and nearly 75 percent have innovation strategies. Crowdsourcing can also be a mechanism for increasing employee engagement and buy-in. The opportunity to share ideas for improving operational performance can shift employees from questioning change to supporting it. READ MORE
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