Employee engagement is at an all-time low, seriously affecting levels of productivity, work quality and profits. It’s time for employers to recognize the correlation between individual and organizational achievements – and understand how they both must come together to succeed.
Learn what the HR industry is saying about why employee rewards and recognition are critical in a comprehensive engagement strategy and why Achievers offers a solution that suits today’s workforce.
From Ad-Hoc to Value-Add: Using Bersin & Associates’ Employee Recognition Framework to Create Strategic Recognition Programs
During this webcast, Stacia Garr, Senior Analyst at Bersin, will introduce the framework, explain how organizations can use it to design a strategic recognition program and share examples of how organizations have executed different parts of the framework.
Emotional Intelligence (EQ) is a valuable ingredient for business success, yet few companies teach their leaders how to become more emotionally fluent or competent.
The workplace is filled with companies who have great intentions, but lack the tools to successfully engage their employees.
Bersin and Associates' latest research proves that providing recognition at the individual, team and organization-wide level correlates with above-average employee productivity, engagement and business results.
Enhance how you recognize and reward your greatest asset – your employees! This handbook provides insight into statistical data on why recognition is important, and provides best practices on how to build a Culture of Recognition that boosts employee satisfaction and employee engagement.
Aberdeen surveyed over 400 organizations during their Engagement & Performance Equation Study, and compared the results to Achievers’ customers. Check our why Achievers’ customers achieved best-in-class results compared to the rest of the respondents.
One critical element in managing and improving both employee performance and engagement is rewards and recognition.
Daniel Pink, best-selling author of Drive, uses four decades of behavioral research to reveal why the traditional approach to high performance is antiquated and no longer works with the knowledge and service-based economy.