Reflection Assignment : 

 Learning Launch 

 Challenge & Selection :     In my organization , my role is to partner with the business to ensure both internal ( employee ) and   external ( customer ) success . At the beginning of the year , our organization created a goal to improve   employee engagement and satisfaction by September 2021 . During the COVID-19 pandemic , we were   required to move our organization to 100 % remote work . In doing so , we were also required to review   our current policies , processes , and infrastructure to determine what changes were required to align   with a virtual world . Our challenge was to find a way to apply changes virtually and not only not impact   engagement and satisfaction , but also significantly improve it .     We had already gathered feedback from our employees at the end of the previous year , so we had a   good amount of information on what changes our employees were looking for . However , we needed to   find out of the solutions we came up with worked both in a virtual and in - office environment , and if   they would be successful .     As my department had already used various design - thinking activities and tools to determine the   solutions , the next step was to try the learning launch tool to quickly test the solutions .     Application :     We selected pilot groups for each department to both determine if the solutions would work and would   also work for every department . None of the pilot groups knew about the other pilot groups , and each   group signed confidentiality agreements for the pilot to ensure the ideas did n’t get polluted from other   areas .      Problems for employee engagement and satisfaction included gaps in manager training , employee   recognition , benefit options , and growth opportunities . Our ideas for solutions included implementing a   new recognition tool for both monetary and non - monetary recognition , implementing a newly - structured   manager training and workshop , implementing new benefit options including wellness reimbursements ,   volunteer programs , free virtual healthcare , and office equipment reimbursements , and creating new   career pathing and development plans .     In the first learning launch , we focused on manager training . We separated the managers for each pilot   group and provided them the new training . We separated the direct reports and also provided them an   assessment to complete based on their personality type , which would tell us how they would like to   communicate , be recognized , and be supported . We then provided a new tool to the managers that read   and interpreted the data about the employees and provided information on how to communicate ,   recognize , and support each employee individually . We then had the manager and direct reports resume   activities with this new information at hand for two months , and brought them back for a focus group .      In the second learning launch , we implemented the new recognition tool and the new career pathing   programs . We trained each pilot group on the new programs and then had them work with these tools for   six months , reviewing progress monthly . We also monitored usage and types of   recognition and career   pathing .     In the third learning launch , we implement the new benefit programs with the pilot groups only . We had   them use the benefits for the full duration and report back on any successes or failures . We also   monitored usage of these programs . 

 Insight & Approach :       Through the learning launches , we were able to identify aspects that worked , what did n’t work , and which   aspects were more valuable to certain departments . The pilot groups were able to fully test the new   solutions and provided valuable feedback to help us tweak aspects for full launch .     We anticipated all programs being successful and the results were a success – with the pilot group , the   employee engagement and satisfaction survey results increased by 30 % . When we launched it full - scale   company - wide after the small tweaks , our overall engagement and satisfaction improved by 20 % ( during a   year when most companies were going through layoffs and other hardships ) .     I think our approach was appropriate and effective as we had already used other design - thinking   processes to identify potential solutions . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Reflection Assignment : 

 Learning Launch 

 Challenge & Selection :     In my organization , my role is to partner with the business to ensure both internal ( employee ) and   external ( customer ) success . At the beginning of the year , our organization created a goal to improve   employee engagement and satisfaction by September 2021 . During the COVID-19 pandemic , we were   required to move our organization to 100 % remote work . In doing so , we were also required to review   our current policies , processes , and infrastructure to determine what changes were required to align   with a virtual world . Our challenge was to find a way to apply changes virtually and not only not impact   engagement and satisfaction , but also significantly improve it .     We had already gathered feedback from our employees at the end of the previous year , so we had a   good amount of information on what changes our employees were looking for . However , we needed to   find out of the solutions we came up with worked both in a virtual and in - office environment , and if   they would be successful .     As my department had already used various design - thinking activities and tools to determine the   solutions , the next step was to try the learning launch tool to quickly test the solutions .     Application :     We selected pilot groups for each department to both determine if the solutions would work and would   also work for every department . None of the pilot groups knew about the other pilot groups , and each   group signed confidentiality agreements for the pilot to ensure the ideas did n’t get polluted from other   areas .      Problems for employee engagement and satisfaction included gaps in manager training , employee   recognition , benefit options , and growth opportunities . Our ideas for solutions included implementing a   new recognition tool for both monetary and non - monetary recognition , implementing a newly - structured   manager training and workshop , implementing new benefit options including wellness reimbursements ,   volunteer programs , free virtual healthcare , and office equipment reimbursements , and creating new   career pathing and development plans .     In the first learning launch , we focused on manager training . We separated the managers for each pilot   group and provided them the new training . We separated the direct reports and also provided them an   assessment to complete based on their personality type , which would tell us how they would like to   communicate , be recognized , and be supported . We then provided a new tool to the managers that read   and interpreted the data about the employees and provided information on how to communicate ,   recognize , and support each employee individually . We then had the manager and direct reports resume   activities with this new information at hand for two months , and brought them back for a focus group .      In the second learning launch , we implemented the new recognition tool and the new career pathing   programs . We trained each pilot group on the new programs and then had them work with these tools for   six months , reviewing progress monthly . We also monitored usage and types of   recognition and career   pathing .     In the third learning launch , we implement the new benefit programs with the pilot groups only . We had   them use the benefits for the full duration and report back on any successes or failures . We also   monitored usage of these programs . 

 Insight & Approach :       Through the learning launches , we were able to identify aspects that worked , what did n’t work , and which   aspects were more valuable to certain departments . The pilot groups were able to fully test the new   solutions and provided valuable feedback to help us tweak aspects for full launch .     We anticipated all programs being successful and the results were a success – with the pilot group , the   employee engagement and satisfaction survey results increased by 30 % . When we launched it full - scale   company - wide after the small tweaks , our overall engagement and satisfaction improved by 20 % ( during a   year when most companies were going through layoffs and other hardships ) .     I think our approach was appropriate and effective as we had already used other design - thinking   processes to identify potential solutions .
### Output: 